White Paper —

Web Job Roles

White Paper — Version 1.0 October 1, 2001

Myxa c o r p o r a t i o n
450 Plymouth Road, Suite 302, Plymouth Meeting, PA 19462-1644 610-234-2600 Fax: 610-234-2640
Myxa
Myxa Corporation is an established and expanding technology services
company — applying appropriate technology for production
environments. As an open systems company, Myxa has expertise in
Unix, networking, Internet/intranet/extranet and client/server
technologies. Located in the Greater Philadelphia area, Myxa has been
part of the changing information technology world since 1976.

Myxa helps its clients employ current technologies to attain their

business objectives. We assist with technology selection, create plans
for development and deployment, and build flexible and maintainable
systems that can continue to evolve. We perform software product
development, systems and network administration, and database design
and implementation.

Myxa is project oriented. We will take on a full project or a well-defined

component of a project. We work both at our offices and strategically at
our clients’ facilities. We deliver our clients high-quality, tested, custom
products. Our products typically include not just source code but a binary
release ready for installation, documentation, and training.

Myxa is committed to the transfer of technology. We view our role as

mentors and innovators, allowing our clients to change, extend and grow
the technology we develop. We believe that our value is enhanced by our
focus on helping our clients understand today’s technologies and how
those technologies can augment their success.

Myxa Corporation Suite 302, 450 Plymouth Road, Plymouth Meeting, PA 19462-1644
610-234-2600 Fax: 610-234-2600 URL: http://www.myxa.com Email: info@myxa.com
Myxa
1.0 Web Staffing Functions - Overview .............. 1

1.1 Background .................................. 1

1.2 Who’s the Webmaster? ......................... 2

1.3 Types of Sites ................................ 2

1.4 Legal Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

1.5 Web Site Workflow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

2.0 Web Staffing Functions ........................ 4

2.1 Web Architect . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

2.1.1 Site Storyboard . . . . . . . . . . . . . . . . . . . . . . . . . . 7
2.1.2 Static or Dynamic Site . . . . . . . . . . . . . . . . . . . . . 7
2.1.3 Required Skills . . . . . . . . . . . . . . . . . . . . . . . . . . 7
2.1.4 Buy vs. Build . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

2.2 Web Project Manager . . . . . . . . . . . . . . . . . . . . . . . . . . 9

2.2.1 Required Skills . . . . . . . . . . . . . . . . . . . . . . . . . . 9
2.2.2 Buy vs. Build . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

2.3 Web Editor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

2.3.1 Editorial Approval Process . . . . . . . . . . . . . . . . . 11
2.3.2 Required Skills . . . . . . . . . . . . . . . . . . . . . . . . . . 11
2.3.3 Buy vs. Build . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

2.4 Content Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

2.4.1 Required Skills . . . . . . . . . . . . . . . . . . . . . . . . . . 13
2.4.2 Buy vs. Build . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

2.5 Web Content Manager/Coordinator . . . . . . . . . . . . . . . . 15

2.5.1 Required Skills . . . . . . . . . . . . . . . . . . . . . . . . . . 16
2.5.2 Buy vs. Build . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

2.6 HTML Editor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

2.6.1 Required Skills . . . . . . . . . . . . . . . . . . . . . . . . . . 18
2.6.2 Buy vs. Build . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

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Myxa
2.7 Web Design Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
2.7.1 Setting the Graphical Design of the Site . . . . . . . 19
2.7.2 Setting the Design Framework . . . . . . . . . . . . . . 20
2.7.3 Team Members . . . . . . . . . . . . . . . . . . . . . . . . . . 21
2.7.3.1 Creative/Art Director . . . . . . . . . . . . . . . . . . . . . 21
2.7.3.2 Production Graphic Designer . . . . . . . . . . . . . . . 22
2.7.4 Required Skills .......................... 23
2.7.4.1 Art Director . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
2.7.4.2 Production Graphic Designer . . . . . . . . . . . . . . . 23
2.7.5 Buy vs. Build . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
2.7.5.1 Art Director . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
2.7.5.2 Production Graphic Designer . . . . . . . . . . . . . . . 24

2.8 Web Site Administrator . . . . . . . . . . . . . . . . . . . . . . . . . 25

2.8.1 Required Skills . . . . . . . . . . . . . . . . . . . . . . . . . . 26
2.8.2 Buy vs. Build . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

2.9 Web Server Administrator . . . . . . . . . . . . . . . . . . . . . . . 27

2.9.1 Required Skills . . . . . . . . . . . . . . . . . . . . . . . . . . 27
2.9.2 Buy vs. Build . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

2.10 Software Engineering Team . . . . . . . . . . . . . . . . . . . . . 28

2.10.1 Team Members . . . . . . . . . . . . . . . . . . . . . . . . . . 28
2.10.1.1 Web Systems Architect . . . . . . . . . . . . . . . . . . . . 29
2.10.1.2 Project Manager . . . . . . . . . . . . . . . . . . . . . . . . . 29
2.10.1.3 Web Engineering Staff . . . . . . . . . . . . . . . . . . . . 30
2.10.2 Required Skills .......................... 30
2.10.2.1 Web Systems Architect . . . . . . . . . . . . . . . . . . . . 30
2.10.2.2 Project Manager . . . . . . . . . . . . . . . . . . . . . . . . . 30
2.10.2.3 Web Engineering Staff . . . . . . . . . . . . . . . . . . . . 31
2.10.3 Buy vs. Build . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

3.0 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

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Myxa Web Staffing Functions - Overview

▲ 1.0 Web Staffing Functions - Overview

For those new to the management of web sites, it is helpful to understand the
various functional jobs that comprise creating, publishing, and maintaining a web
site. This paper examines the functional jobs and skills needed to perform these
tasks. The intent of this paper is to provide insight into the processes and issues
throughout the life cycle of a web site and to provide recommendations on which
tasks are good candidates to be outsourced and which ones should remain as
internal functions.

1.1 Background
Many different types of web sites exist today, ranging from simple informational
or brochure style sites, where the content is very stable and changes only
occasionally, to sites where the content changes constantly (e.g. newspaper or
magazine style sites). Sites that are programmatically driven, such as e-Commerce
sites and activity-centric sites, have a mixture of stable content and content that
changes on a regular basis.

Regardless of the type of site, the process of architecting, creating, and

maintaining a site is often a non-trivial set of activities. In addition, issues such as
who within the organization will “own” the site and its content and who is defining
and controlling the procedures and policies related to the site are important factors.
Since most sites involve multiple departments within an organization, this shared
responsibility can create additional stresses and challenges to the process.

For most organizations, the web site reflects on the company and its image;
therefore, the marketing group will play a key role even if they are not the
“owners” of the site. Even if marketing is not involved, since the Internet is a
public space, a web presence will reflect on the organization. An organization
should treat the web as it would any other public publication or system and insure
that it reflects accurately and positively on the organization.

For the purposes of this paper, an active site is one where the content is changing
on a regular basis (e.g. daily, weekly, or monthly). These content updates may be
news items, press releases, new product introductions, or other materials that are
updated on a regular basis.

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1.2 Who’s the Webmaster?

For those new to managing active web sites, there is often some degree of
confusion about the skills needed to manage a site. The most visible entity
controlling a web site is the “webmaster.” This title is often confusing or
misleading, since it can refer to one or more people within an organization, with a
significant amount of variation across organizations as to who will be labeled with
this title. The safest interpretation of the label “webmaster” is the “mailbox” to
which the public is directed for issues related to a particular web site. The
webmaster may only act as the person who will direct a comment or issue to the
appropriate individual within an organization.

1.3 Types of Sites

To further complicate matters, there is the issue of the type of web site that is to be
set up. Some web sites are basically marketing brochures, having little or no
content change, and may stay the same for many months or even years. Other sites
are driven by application and database technology and rely on the changes within
the database (e.g. products) to control the content. Types of web sites include the
following:
● Informational or brochure-centric sites — typically, marketing material
● Newspaper or magazine-centric sites — content-driven site, often presenting
time-sensitive material
● Activity-centric sites — e.g. Internet search, resume boards, chat rooms, games
● e-Commerce site — activity-centric site focusing on e-Commerce activity
● Portal sites — starting point, often incorporating search functions
● Customer service or support-centric sites — on-line services and support
targeting the needs of customers

A goal for most web sites is to generate visitor traffic. For a large majority of active
sites, it is the content that provides visitors with the incentive to not only visit the
site initially but to return to the site often. These content-rich sites may be based on
static files, driven by application programs, or they may be a combination of both.

1.4 Legal Issues

Although not the focus of this paper, numerous legal and ethical issues need to be
understood and reviewed. These include copyright, ADA, and FTC issues. It is
important that your organization includes these concerns in the overall project
requirements and clearly assigns responsibilities for these issues to an internal
management resource.

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1.5 Web Site Workflow

A number of activities are involved in the creation of a web site. At a high level the
workflow is as follows:
● Define the goals/purpose/reasons for the site
● Why does the site exist?
● What does the organization get out of this?
● What does the site visitor get out of visiting the site?
● How will the organization measure its success?
● Architect the site
● Build the framework for the site
● What is the data (content) and where does it come from?
● Determine the type of site
● Is the site programmatically controlled?
● How will the site be maintained?
● Design the site
● Design the “image” that supports the message
● Design the flow
● Design the page templates
● Review and accept each step of the design process
● Create or collect the content
● Identify content sources
● Create custom content
● Review and accept the content
● Design the pages
● Create each graphic element
● Incorporate content into each page design
● Publish the site
● Review site content
● Copy files to production web server

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▲ 2.0 Web Staffing Functions

Regardless of which departments within your organization are the driving force for
the site, there are ten individual job functions that may be performed during the
creation and maintenance of a web site, each requiring a different skill set:
● Web Architect
● Web Project Manager
● Web Editor
● Content Author(s)
● Web Content Manager/Coordinator
● HTML Editor(s)
● Web Design Team
● Site Manager/Administrator
● Web Server Administrator
● Software Engineering Team

Sites that are active in generating new and timely content may have one or more
full-time individuals assigned to each key job role. For sites that are small (low
number of content pages) or not updated frequently, these job functions may be
shared by one or more individuals. For sites that update only occasionally, the
issue will be to sustain key skills and knowledge of the ever-changing technology
base when web activity represents only a part-time activity for those responsible.

A key goal of most web sites is to entice and retain visitors to the site.
Organizations need to build a web strategy that encourages visitors to return to the
site. A common technique to encourage repeat visits to a site is to update both
content and visual appearance. This is also characteristic of the way newspaper or
magazine publishers draw readers to their publications. To utilize this technique
even on sites with fairly static content, it is important to have people with the right
skill sets and experience to achieve the desired goal.

What follows is a review of skills and responsibilities for each of the ten different
job roles. No attempt has been made to define organizationally which department
the role will report to, since that decision should be tailored to each organization’s
needs. What is further noted is which of these roles can be outsourced and which
need to be handled internally to the organization.

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2.1 Web Architect

Like a building architect, the Web Architect will define the structure and layout of
a web site as well as how the user will move from page to page within the site. As
with any architectural project, the site design needs to meet the budget, business,
and utilitarian requirements. The Web Architect may be involved in helping to
determine whether the site will be programmatically controlled. If the site will be
driven by programs, this may mandate the involvement of a Web Systems
Architect to aid in the overall process.

A good architect will not only look at the basic structure of the site but will also
consider the following:
● Purpose/goals for the web site
● What type of web site is this to be (e.g. informational, sales support,
customer service centric, e-Commerce centric)?
● How many functional areas (sub-sites) are needed?
● Define the call(s) to action for the site and each sub-site
● Content dynamics (update frequency, maintenance timetables)
● How often content will need to be changed
● Time sensitivity of the content
● Number and volume of content changes
● Level of end-user interaction
● Functionality to be provided by programmatic control1
● How the site will be maintained
● What is the source for data/content?
● Do data management or data security issues require program control or is
the data contained solely in static HTML files?
● Who needs to (or should) make the changes to site content?
● What is the editorial approval process?
● What types of updates need to occur?
● Ongoing support
● Requirements
● Visual and functional change
● Legal, ADA, and other

1. The Web Architect is typically not a programmer; therefore, the level of definition for this
functionality will be at a high level used to determine if/when a Web Systems Architect would
need to be included in the process.

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For example, the Web Architect will recognize that not only must content be
updated regularly, but also that the site’s look must be updated to give the visitors
visual clues that updates have taken place. This is similar to a magazine publisher
using new cover artwork and headlines for each issue while retaining the same
overall design format. For the web site, the Web Architect will define the
requirements for this type of regular content change and delegate the task to the
Design Team to design updates to graphical and other elements to meet the site
schedule. In some cases, these periodic updates will follow seasonal or regular
patterns. The Design Team can then design pages that will accommodate such
cyclical update patterns.

The Web Architect’s responsibilities include the following:

● Review the goals and objectives of the site
● Design the primary message and establish priorities
● Design the call to action throughout the site
● Identify who within the organization will be responsible for the following:
● Setting timetables and priorities
● Setting the various “standards”
● Managing the process of creating the site
● Who will “own” the site once it is completed
● Design the “flow” of the site
● Design the overall site architecture — sub-sites, level of interaction
● Identify whether programmatic-driven functionality will need to be developed
● Identify the site update schedule and requirements for changes to the visual
appearance of the site
● Identify special cases where updates will need to occur

The Web Architect role is typically needed only at the initial design phase or when
the site is going through periodic major design revisions.2

2. Major design revisions occur periodically and reflect a major restructuring or enhancements
to the site. This revision typically occurs once every several years.

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2.1.1 Site Storyboard

A technique that is typically used by the Web Architect in designing the site is to
“storyboard” the site. This technique is similar to those used in a number of
industries at the concept stage of a project to “walk” through the “story line” to test
the concepts and flow.
In the context of the Web, the storyboard can use paper (drawings) to represent
each page of the site. These drawings allow the Web Architect to see how a user
will move from page to page as he navigates through the site. This technique
allows the relationships and interconnections to be reviewed and understood
graphically, before any real production design work is done. This process is
valuable in identifying what page links and navigational aids are needed in order to
provide a site visitor with the required functionality. This input is critical to the
Design Team, since it will define a number of design parameters that are needed in
each page. The most obvious of these is the requirement for navigational links and
search functions.

The process of storyboarding is used by the Web Architect in a number of ways.

The most visible way is the review process with the web site owners in order to get
conceptual buy-in for both the flow and the general site design.

2.1.2 Static or Dynamic Site

A decision must be made early in the planning and design process as to whether a
site will be controlled programmatically or if the site will consist primarily of
static HTML files. Among the factors effecting this decision are site interactivity,
type of functionality, costs, and support. A program-driven site will require the
involvement of a software engineering group throughout the entire design and
construction process. If the site is dynamic, the web pages that the Web Design
Team produces will have the additional requirements of software programs to
construct these pages dynamically.

2.1.3 Required Skills

The Web Architect should have the following skills:
● Strong organization and communications skills
● Skilled facilitator
● Strong interpersonal skills
● Strong understanding of web and systems architecture
● Limitations and capabilities of various web technologies
● Knowledge of system/application development for the web

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● Good business skills

● Skills in marketing, publishing, and corporate communications a plus
● Strong experience in web design

2.1.4 Buy vs. Build

A Web Architect is often a part of the “Design Team” for the site and only needed
when the site is first being created or during a major restructuring of the site. This
individual typically is involved in facilitating the definition of the objectives for the
site. Having someone who has the experience of working with multiple sites and
projects is an advantage. This is a job function that is often easy to outsource. One
benefit of outsourcing this function is that an external resource may have a better
perspective on the process and, therefore, may help the organization think “outside
of the box.”

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2.2 Web Project Manager

Like any project, web projects need to be managed. The role of the Web Project
Manager is to oversee and manage the entire project/process of creating and
publishing a web site. If the content of the site will be updated on a regular basis,
then the Web Project Manager role will need to continue through each site/content
update. Although the Web Project Manager role is typically not a full-time job, it is
critical to keeping the project focused, on track, and on budget.

The Web Project Manager will be responsible for setting the priorities and
establishing the scope and budgets for the web project. Additionally, the Web
Project Manager will identify the tasks and resources required for the project and
insure that schedules are maintained. Throughout the process of implementing a
web site, hundreds of decisions need to be made. If many people are involved in
the process, the Web Project Manager will need to coordinate the activities of these
individuals and insure that task interdependencies are handled smoothly.

Ultimately, it is the Web Project Manager who is responsible for the overall project
and will need to insure that all the tasks are done properly and in a timely fashion.
To do this, the Web Project Manager will often define the processes that will be
followed as well as define various checkpoints at which to review how the project
is proceeding.

2.2.1 Required Skills

● Strong project management skills
● Delegation
● Budgeting
● Task management
● Scheduling
● Good team skills
● Attention to detail
● Strong communications skills
● Knowledge of computer systems/projects
● Experience with web technology and web projects an advantage
● Able to make decisions and set priorities for the organization

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2.2.2 Buy vs. Build

This function is typically not a full-time position. Because of its role in setting
priorities and managing the scope and costs of the web project work, it is advisable
that the Web Project Manager be an in-house resource. Project management
activities can be shared with the Web Architect, the Software Engineering
Manager, or other management responsibilities outside of the web project.
Optionally, elements of this job role can be delegated to others such as Content
Authors, Web Project Manager, Web Content Coordinator, but the final approval
and management/decisions should remain in-house.

Note: For many sites the Web Editor and the Web Project Manager can be merged
into a single job role. It is only large sites with a high volume of content dynamics
that will need dedicated staff for these roles.

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2.3 Web Editor

The Web Editor is the person or persons who are responsible for the review and
ultimate sign-off on web content. This job role can be a full-time activity if the site
content is large and/or constantly changing, such as that of an e-zine or e-
newspaper. This role parallels what an editor performs in a newspaper or magazine
— overseeing the content and setting the standards and any content theme. For
many organizations the Web Editor role is performed by the marketing department.
An important aspect of the Web Editor’s responsibilities is to establish the content
standards, legal and format compliance standards, and the approval process that
will be used to review various materials for publication to the web.

2.3.1 Editorial Approval Process

If the web site is going to have significant content change on a regular basis, then
in addition to defining who the Content Authors are, you should define the process
for “publishing” the content. This publishing process needs to include any editorial
review and approval as well as the mechanics of the publishing process.

The editorial approval process will include the steps that your organization will go
through before content can be posted to the web site and will define who has the
authority to approve the publishing of this new content. You will need to be
sensitive to the bottleneck that this approval process can create as well as the
ramifications to the organization if the process is too lax. The process should be
efficient, allowing timely placement of content, but have sufficient checks and
balances to insure that the information is accurate and reflects positively on the
organization.

2.3.2 Required Skills

● Strong management skills
● Strong written communications and editorial skills
● Strong marketing experience
● Able to represent organization on the following:
● Organization image
● Management decisions/approvals

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2.3.3 Buy vs. Build

This function is typically not a full-time position. Because of its role in the final
approval of content, it is highly recommended that the Web Editor be an in-house
resource. Some of the activities that this job role needs to perform can be delegated
to others such as Content Authors, Web Project Manager, and Web Content
Coordinator, but the final approval should remain in-house.

Note: For many sites the Web Editor and the Web Project Manager can be merged
into a single job role. It is only large sites with a high volume of content dynamics
that will need dedicated staff for these roles.

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2.4 Content Authors

Content Authors are the unsung heroes of any web environment. These are the
individuals who write content that will be used on the site. The content can be as
simple as company information, marketing information, or help files to more
complex topics (e.g. product data sheets, detailed descriptions of products and
services). Any time there are written words, it is the content authors who will be
responsible for writing this content. The process of writing this content is often the
most difficult and least recognized function within an organization.

Whatever your business, it is important to have clear and effective information that
enhances your business message and encourages the desired call to action. How
effectively this goal is met will depend on the clarity and quality of the writing. For
a web site, the content is the important message. To be effective, the content must
be understandable and appropriate for the target site visitor. If content is out of date
or not well written, then your web site will not be effective, and you will rapidly
lose visitors. Two questions to ask about the content are as follows:
● Does the content provide the information the reader is looking for?
● Does the content encourage (support) the desired call to action?

An organization will typically have more than one Content Author. It is common
for marketing and technical writers to be involved in creating new content for the
web site in addition to their other writings. Regardless of who the Content Authors
are, they will need to be given the time and charter to accomplish the task.

2.4.1 Required Skills

The skills that the Content Authors will need include the following:
● Extensive knowledge of the internal products and services
● Excellent written communications skills
● Good word processing and general office automation skills
● Clear understanding and knowledge of how to communicate effectively with
the site audience

The Content Authors do not need any extensive knowledge of the web or its
technologies, since their focus will be on creating content. However, a number of
issues are helpful to consider when the content is being created:
● Web content is often visible to a worldwide audience
● Web sites are used 24 hours a day, 365 days a year
● General limitations of the web medium include the following:

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● It is difficult to read large volumes of text.

● It cannot easily (or consistently) show detailed drawings well.
● Viewable page sizes vary; therefore, the user may have to scroll to read the
entire page.
● It is difficult to page back and forth quickly (it is not easy to refer to page 2
to see a figure while on page 5).

2.4.2 Buy vs. Build

Content Authors typically need to be in-house resources. Although some writing
can be delegated to outside resources, the site-owner organization will almost
always generate the majority of the ongoing content internally. This is especially
true when the content is centered on the organization or its product offerings.

An obvious exception to this need for in-house Content Authors is for sites with
content containing knowledge and research based outside of the organization. Sites
such as e-zines and e-newspapers can use contract reporters or stringers as well as
in-house resources.

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2.5 Web Content Manager/Coordinator

Web content, by its very nature, encompasses a number of different elements
including text, HTML pages, images, photographs, and other graphic files as well
as elements such as sound files, video files, and other binary content files. Some or
all of these elements may have to be custom created for the needs of a specific site
or web page.

Regardless of how many different elements are incorporated into each web page,
retrieving the content elements from various internal and external sources or
departments and delivering them to the HTML Editor or Web Design Team for
processing and inclusion on a web page is a significant task. This task is
compounded by the number of web pages that need to be created or maintained.

When custom content elements such as photographs or customer art work are
required, it is the Content Manager who oversees the process and insures that the
content is delivered in a usable format on a timely basis. The day-to-day activities
of the Web Content Manager include the following:
● Identify content sources and authors
● Identify missing content elements and appropriate sources for material and
facilitate obtaining these components
● Coordinate the creation of custom content components generated by groups
other than the HTML Editor and Web Design Team
● Research and identify potential content data and support materials (e.g. white
papers, press releases, documentation)
● Collect content elements and support materials (e.g. written data — hardcopy
and word processing files, photographic materials, sound files, video clips)
● Establish, oversee, and manage publishing and review schedules
● Coordinate the workflow of content and HTML page creation
● Manage the overall content generation/collection process

It is the Web Content Manager who sets and maintains schedules for content
generation and release. Working with and through others, the Content Manager
will collect various content elements (e.g. written articles, photographs, logos, and
other image content) and pass them off to the design team during site creation or to
the HTML Editor during normal production updates. The Web Content Manager
often runs “interference” for the Web Design Team or HTML Editor, so that they
can keep focused on their tasks while keeping the content generators committed to
agreed-to schedules.

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2.5.1 Required Skills

The skills that the Content Manager needs include the following:
● Strong project management skills
● Strong interpersonal skills
● Attention to detail
● Working knowledge of various content data formats

Note: It is very important that this person have the authority to be successful, since
this person will likely have to set priorities for internal resources. If the web is vital
to the organization, then this individual must have the clout to set priorities for
individuals supplying critical content.

Optionally, the Web Content Manager can play a central role in the editorial review
process of getting content approved for publication to the web site. At a minimum,
the Web Content Manager will need to be aware of the process and make sure that
only content that has been approved gets passed on to the HTML Editor for
processing and release to the web site.

2.5.2 Buy vs. Build

Given the need to work with internal and external resources, and given that a
primary role for this individual is to represent the “company’s” interests, it is
recommended that the Content Manager be an internal resource. It is very difficult
for an outsider to be effective at this job.

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2.6 HTML Editor

The HTML Editor is responsible on a day-to-day basis for taking content elements
from their native form (e.g. word processing documents, photographs, graphic
files) and converting them into web pages. The HTML Editor’s responsibilities
include the following:
● Maintain and create new web pages utilizing appropriate content elements
● Maintain the integrity of the design for the site
● Adhere to page design guidelines set by the Web Design Team or the Web
Editor
● Integrate graphical and textual content properly

Over time, the HTML Editor is expected to stretch the limits of any web design,
since each new content element that he or she incorporates into the site will need to
be adapted to the existing design. The HTML Editor needs to have a solid
production graphic design background and a good artistic eye, since it is this
individual who will need to keep the design of the site from deteriorating over
time. He or she should be able to create new “production graphic elements” such
as graphical headings, icons, and supplemental or support graphics. If the company
is fortunate enough to have access to a graphic design team (internally or
externally), then the HTML Editor can work with this group to obtain appropriate
graphic elements when necessary. Access to the design team is also useful as a
resource that the HTML Editor can use in maintaining the design integrity of the
site.

A key skill for the HTML Editor is understanding the capabilities and limitations
of the current web browsers and the differences in the users’ system environments
(e.g. Window’s 95/98, NT/2000; X Window, Unix; and Macintosh). A key aspect
of the data-to-day production work is to insure that the new web pages will work
well on the various platforms of the target audience. Companies can aid in the
HTML Editor’s success by making available test systems that include the most
popular of these end-user environments.

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A common failing throughout the design and maintenance of the site is to focus on
how the pages appear on in-house desktop computers. This can be very
misleading, since it may be a very different environment from that of the target
end-user constituency. It is important to evaluate how the site looks and performs
from the end user’s perspective. If the target user is going to be accessing the site
from home and a dialup modem, then evaluate the site from that perspective. This
view can have a significant impact on the design, since page size and download
times become important factors. On an ongoing basis, it is the HTML Editor’s job
to make sure that all of the pages look as good as possible in all of the possible
desktop environments in which the primary end users will be operating.

2.6.1 Required Skills

The HTML Editor should have the following skills:
● Strong experience with web editing and design tools
● Good visual and artistic/design skills
● Competent user of graphics editing tools (e.g. Adobe Illustrator, Adobe
Photoshop)
● Understands (reading and writing) HTML code
● Understands (reading) Javascript
● Competent at writing simple Javascript functions
● Knowledge of HTML standards
● Extensive knowledge of various web browsers and end-user environments
● Graphic design experience (Production Graphic Designer)

2.6.2 Buy vs. Build

This job function can be performed in-house, but since this is basically a
production job, it can also easily be outsourced. Since the HTML Editor needs to
be “current” in understanding HTML, web browsers, and other technology
aspects, if there isn’t sufficient content change to justify a near full-time position,
the organization may be better served by outsourcing this job function to a small
boutique that can respond in a timely fashion and that also has the current
technology knowledge base to insure that the site is properly maintained.

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2.7 Web Design Team

The Web Design Team is typically a graphic designer or a group whose focus is on
the design of the site. This design team will perform two basic functions:
● Establish the graphical design of the site
● Set the detailed design framework

It is not uncommon and often desirable that the Web Architect assist as a member
of the Web Design Team.

2.7.1 Setting the Graphical Design of the Site

The primary creative activity of any design process is establishing a design and
graphical image for the end product. The purpose of the design is to focus the
user’s attention on the message and support the calls to action. The web paradigm
allows the integration of text and graphics into each page of a site; however,
HTML only allows a limited amount of control over the resulting page display. It is
the end user’s web browser which interprets the HTML page definition and
displays the content. There is a great deal of variation in the capabilities of each
browser version. The design process will strike a balance between control of the
web page appearance, download time, and other factors. The goal of the design
process is to create a visual appearance for each page that meets the following
criteria:
● Clearly brings into focus for the end user the message or purpose of the site
● Guides the end user to the appropriate calls to action
● Meets the usability needs of the end-user community
● Page download times are reasonable for the end user
● Meets the requirements of the organization that “owns” the site
● Accurately and positively reflects the organization’s “image”
● Encourages effective use of the site
● Effectively communicates content/purpose to the end user

The site design needs to be tailored to the needs of both the company and the
visitors, including the following aspects:
● Aesthetic and subjective elements which are highly individualistic
● Making the design consistent across a wide variety of end-user systems and
browsers
● Insuring that the pages hold up when viewed on a screen at 72 dots per inch
resolution or when printed in black and white or in color at higher resolutions

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Another design challenge that can occur is when content outside of the control of
the design team is included on the page. A good example of this is when web sites
include banner advertisements on the page. An inherent conflict exists between the
needs of the advertiser and those of the “owner” of the site. Both are competing for
the user’s attention. Banner advertisements are often created to work on any
number of web sites, and it is quite common that these banner advertisements
include extensive use of animation to help draw the user’s attention. The best that
the Design Team can hope for is to establish clear guidelines for these external
components.

The elements of the graphical design include the following:

● Page style and layout
● Navigation aids
● Use of color
● Graphic elements
● Headline graphics
● Art, illustrations, and photographic elements
● Icons
● External graphical elements such as banner advertisements
● Font choices
● Background color and images

The graphic design needs to accommodate variations in the content over time.
Therefore, if the content will periodically include photographs and other graphics,
then the design will need to support these possible variations in content within the
design framework. Effectively, the design team will be providing the guidelines to
the HTML Editor on how to handle the content variation that may occur.

2.7.2 Setting the Design Framework

For sites that have a large amount of change in content over time, the Design Team
will focus on setting a design framework. This will consist of HTML page
templates which serve as examples of how each web page type or group of pages is
to be laid out and constructed. These templates are the living examples of the
graphic design and define the overall style, or the look and feel, of the site.

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A site that consists of several hundred pages will usually have only a limited
number of page designs or styles. When the Web Architect defines the site, he or
she will normally identify categories or levels of pages, each of which can be
unified under one consistent style, providing structure, uniformity, and flow to the
site. The design framework will create a consistency throughout all of the different
page categories, from the top-level or “home” page to each subordinate page.

Template pages may or may not have real text. The HTML editors may have the
responsibility to create the real pages using these template page definitions as a
guideline. However, it can be helpful for the Design Team to fully populate the
initial site with real content, since this will allow the team to deal with real-life
variations in data content and navigational issues rather than just a theoretical
template. Much of the design effort consists of dealing with exception conditions
in content. A good example of the issues faced is when the actual heading text does
not fit in the area designed for that “style” of heading. When this exception occurs,
it is important to create a solution that maintains the integrity of the overall design
so that the page “feels” right in the context of the site.

Contemporary HTML standards help facilitate the creation of a design framework

and template pages through the use of “style sheets.” However, this is a relatively
new concept, and there are a number of viable alternative techniques to create
these template page definitions.

2.7.3 Team Members

The Web Design Team consists of one or more individuals, depending on the size
and complexity of the site. The team typically consists of the following job
functions:
● Web Architect (see above)
● Creative/Art Director
● Production Graphic Designer(s)

2.7.3.1 Creative/Art Director

The Creative or Art Director role is typically filled by a single person whose
responsibility is to present through the design all of the key elements of the
“message” in meaningful terms to the target end user. In terms of the web design,
the Art Director will take direction from the organization’s image (marketing), the
message/purpose for the site, and the needs/goals of the end user to create a
graphical design for the site. Given that the site “owner” is the customer of the Art
Director and that design aesthetics are very subjective, an Art Director will
typically “sketch” out several different design concepts to collect input from the
site owner.

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The Art Director will use the tools with which they are most comfortable working
to sketch out ideas for the site. These tools may include the following:
● Pen and paper
● Web design tool (e.g. Dreamweaver)
● High-end computer design tools (e.g. Adobe Photoshop, Adobe Illustrator, and
Quark Express)3

As the design matures, a more detailed or complete page layout is required;

therefore, the Art Director might delegate these activities to the Production
Graphic Designers. Once the design stabilizes, these concept pages are converted
to HTML pages.

The Art Director is usually involved in creating or selecting key graphic

components of the site, selecting fonts, and generally directing the activities of
others on the team.

It is rare that an Art Director will be an in-house corporate resource, since these
individuals need to work on a large variety of projects to keep their creativity and
imaginations energized. It is often the case that the most talented of these artists
work in small graphic design studios (boutiques), and these boutiques are often
responsible for a wide variety of graphic design projects and mediums. The most
talented and creative Art Directors will “burn out” if they have to focus too much
on one design year after year.

The boutique graphic design group can offer the site owner the considerable
advantage of being able to work on a consistent corporate design strategy across
the board, allowing the web site to look like an integrated component of the overall
corporate image. By using a small, talented, outside group, it is often possible to
obtain fresh, new looks that can be very difficult for shops concentrating mostly on
production graphics to produce.

2.7.3.2 Production Graphic Designer

Production Graphic Designers are assigned the job of making the design real in all
of its forms and page styles. This job function is absolutely critical to the success
of a web design, since it is this group that implements the design conceived by the
Art Director.

3. Designers need to be careful to understand the limitations of the web when using these
high-end publishing tools, since they are far more flexible and controllable than current HTML
standards allow.

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The tasks performed by Production Graphic Designers, which may include

creative decisions in the implementation of the design, consist of a large number of
mundane activities that need to be performed in order to make the overall design
work. Even on simple sites, there may be hundreds of graphic headings that need
to be generated and then minutely adjusted in order to appear clean in the various
end-user environments that could potentially view the site.

Production Graphic Designers make hundreds of design and implementation

decisions — everything from selecting color palettes and font choices to finding
and selecting individual pictures and images that will be used to make the site
complete. The Production Graphic Designers will leverage the direction of the Art
Director and Web Architect, while keeping the focus of the site on the message.

Production Graphic Designers range in talent and experience, but a talented group
of Production Graphic Designers are very good at creating designs that are
“variations on a theme.” Typically, if a company has an in-house graphic design
group, it will consist of production-oriented graphic designers. The most talented
and experienced of these will often have the Art/Creative Director title, but will
often use outside design firms to bring in new and fresh ideas when they are
needed.

2.7.4 Required Skills

2.7.4.1 Art Director

The Art Director should have the following skills:
● Strong experience with web design issues
● Strong creative visual and artistic/design skills
● Graphic design experience (Production Graphic Designer)
● Good communications skills

2.7.4.2 Production Graphic Designer

The Production Graphic Designer should have the following skills:
● Strong experience with web design
● Solid visual and artistic/design skills
● Solid graphic design experience
● Strong experience with web (HTML) editing and design tools (e.g.
Dreamweaver, FrontPage, GoLive)
● Expert user of graphics editing tools (e.g. Adobe Illustrator, Adobe Photoshop)

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● In-depth knowledge of HTML

● Knowledge of HTML standards
● Extensive knowledge of various web browsers and end-user environments

2.7.5 Buy vs. Build

2.7.5.1 Art Director

It is recommended that this function be outsourced, since it will likely bring to the
project an expert with a diverse experience base and a degree of creativity that is
not typically found in internal design groups. Many creative and talented graphic
designers do not fall in the “corporate” mold and end up in the small graphic
design boutiques. These small and creative studios will typically have very diverse
portfolios, giving the Art Director a range of stimulations in various artistic
directions. Using the most creative of these small boutique studios can result in
fresh and innovative designs that can make the site more effective.

2.7.5.2 Production Graphic Designer

The Production Graphic Designer function can be fulfilled by in-house graphic
design departments or this job can be outsourced. The deciding factor will
typically be the capacity and priorities of the in-house group. It can be faster and
sometimes less expensive to use Production Graphic Designers from the same firm
as the Art Director, since there is a good working relationship.

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2.8 Web Site Administrator

A web site consists of a set of files and programs that resides on the web server
system and works within a particular web name space (e.g. www.myxa.com). It is
not uncommon for an active or content-rich web site to have many hundreds of
files that need to be organized and managed. If the site is active and information is
changing regularly, this will compound the efforts of managing the files, logs,
programs, and directories that make up the “site.” Web and Internet environments
are quite flexible; more sophisticated sites will want to collaborate on various
configuration parameters. If the site is to be programmatically controlled, an
additional set of issues will need to be managed.

The Web Site Administrator is responsible for managing the web site, acting as
gatekeeper by moving files up to the site and ensuring that old files and programs
are removed. This person also oversees the entire web site environment, ensuring
that it is fully operational and functions properly. This individual is a likely
candidate for the role of “Webmaster.” It is quite possible for the Web Site
Administrator to manage one or more web sites, depending on the nature of the
environment.

It is often the Web Site Administrator who helps develop file-naming conventions
and directory structures within the site so that the site is easy to administer.
Defining the “name space” is critical in production- and content-oriented sites,
since there are often hundreds or thousands of files involved, and a site update
might effect a large number of them.

Web Site Administrators will often use simple techniques to manage a site, relying
on basic tools like FTP, SSH, sdist, and telnet to manage the files within a site.
These tools provide the most flexibility and control in managing production
environments. For very active or programmatic/database-driven sites, the Web Site
Administrator will likely have a set of custom or specialized tools that help to
automate the process of release and control, while providing the audit trail needed
for support.

Finally, the Web Site Administrator is one of the first persons called if there is any
problem with the site. This person is often chartered with monitoring the health
and state of the site.

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2.8.1 Required Skills

● Strong computer systems skills
● Familiarity with file systems and file management techniques
● Release management
● QA techniques
● Strong working knowledge of HTML, HTTP, FTP, and other Internet protocols
● Strong problem-solving skills
● Strong knowledge of HTML code
● Working knowledge of javascript
● Knowledge of HTML standards
● Extensive knowledge of various web browsers and end-user environments
● Some web programming skills are a plus (CGI-bin, Active Server)

2.8.2 Buy vs. Build

The Web Site Administrator can be either an internal or outsourced resource. It is
rare for this role to require a dedicated person, since the amount of time needed to
perform the activities, even on active sites, is minimal.

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2.9 Web Server Administrator

The web server itself is a specialized set of software that listens and responds to
HTTP (HyperText Transport Protocol) requests. This software needs to be
installed, configured, and managed on a network-accessible system. Web servers
can run on Windows NT/2000 or Unix servers and are typically managed by a
systems and network administrator. It is not uncommon for several sites to exist on
a single server or production network. Each web “site” will have its own location
(disk space) on the system.

The Web Server Administrator is typically focused on managing the “web server
engine,” the system on which the web server software is running and the network
and security infrastructure that comprise the Internet-accessible environment. The
Web Server Administrator typically does not focus on the content of the web site.
The Web Server Administrator is concerned with performance of the server, the
systems and network, and with ensuring that the “sites” are operational (i.e. that
the web addresses are resolved to the right site).

2.9.1 Required Skills

● Strong operating systems management skills on the web server platform (e.g.
Unix or Windows NT/2000)
● Experience with managing the web server software (e.g. iPlanet, Apache, IIS)
● Strong knowledge of Internet and router protocols, TCP/IP, DNS
● Strong network and systems security skills
● Strong problem-solving skills

2.9.2 Buy vs. Build

If your organization has in-house systems and network administrators and
manages its own Internet connections, then it is likely that this function can easily
be handled by in-house resources; otherwise, this function can be outsourced.

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2.10 Software Engineering Team

For sites that need more interaction and control than can be delivered by static
HTML pages, it is necessary to use application programs to control the delivery of
content and to provide increased interactivity for the site visitor. Increasingly, there
are “out-of-the-box” or canned application environments that can be purchased to
provide some level of site control and functionality. These range from simple
forms processing utilities or “webbots” to full e-commerce systems; but to use
these, you must accept the approach and technology that have been programmed
into these application environments.

Given the diversity of business uses for the web and the variations on scalability,
security, and other environments, a large majority of sites have overstepped these
“cookie cutter” solutions and moved to build custom web application solutions. It
is the Software Engineering Team that will design and build the application
software to provide required functionality while integrating the content and web
design. The Software Engineering Team does not change the need for the other job
functions, but it will effect some of the required skill sets as well as effecting the
nature of the output from these other individuals. If anything, the use of the
software engineering group will place more demands on these other job functions.

For many interactive sites, the web pages are created by programs on the fly. It is
these programs that control the interaction that a user can have with the site. Often
in programmatically-controlled sites, data will be stored in some type of database
management system. It is these application programs that will ultimately control
the functionality and delivery of content within the site. This software will need to
be integrated into the web server and support security and other requirements.

2.10.1 Team Members

The Software Engineering Team consists of one or more individuals, depending on
the size and complexity of the application software needed to support the site. The
team typically consists of the following job functions:
● Web Systems Architect
● Project Manager
● Web Engineering Staff

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2.10.1.1 Web Systems Architect

The Web Systems Architect will have a role parallel to that of the Web Architect.
This person will oversee the design of the applications and systems infrastructure
required to meet the goals and functionality required for the site. The Web Systems
Architect will collaborate with the Web Architect in flushing out the overall
functional and business requirements for the application systems that will support
the web site. The Web Systems Architect will focus on the engineering aspects of
the web site, while the Web Architect focuses on end-user aspects and web site
flow and navigation requirements.

The Web Systems Architect’s responsibilities will include the following:

● Select appropriate technology
● Web server technology
● Applications framework tools
● Languages and support tools
● Establish the standards and procedures for security and privacy
● Architect the systems
● Location of servers and application components across systems and
networks
● Overall design of major functional components, where they will reside, and
what functional activities these components will perform
● Applications and security architecture
● Communications protocols and methods between functional components
● Design systems support and maintenance tool sets

2.10.1.2 Project Manager

The Project Manager will oversee all of the activities, schedules, and deliverables
of the software development project. The Project Manager will manage the entire
process and testing of the applications software that are required by the site.

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2.10.1.3 Web Engineering Staff

The Web Engineering Staff will be responsible for the detailed design and
implementation of all the applications functionality that will be delivered on the
web site. The makeup of the team depends on the technology and the size of the
project, but will in general include the following engineering staff members:
● Software Engineers
● DBA and SA support
● Web Administrator
● Quality Assurance Engineers

2.10.2 Required Skills

The skills that are required for the Software Engineering Team will be quite
diverse and will depend on the tools and methodologies used for the site. There are
a wide variety of technologies from which to choose. Building web applications is
like any other complex application environment and will require skilled engineers
and technical support personnel to effectively implement.

2.10.2.1 Web Systems Architect

● Expert knowledge of web application technologies and protocols
● Strong knowledge of Internet and data security and privacy issues
● Expert in systems, application, and data architecture and design
● Current knowledge of web products and techniques

2.10.2.2 Project Manager

● Strong working knowledge of web application technologies and protocols
● Experience in software engineering
● Strong project management skills
● Good communications and people skills

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2.10.2.3 Web Engineering Staff

The Web Engineering Staff will have to have a set of skills appropriate to the
selected technology to be used in the development of the web application software.
These skills include the following:
● Expert knowledge of web application technologies and protocols
● HTML & HTTP
● Java, javascript
● Server-side and client-side development
● Expert in software tools and languages selected for this project
● Software languages and development environments — Java, C/C++, Perl,
PHP, Cold Fusion
● Web Server development — CGI, Active Server
● Databases — Oracle, DB2, Sybase, SQLServer
● Experienced software engineer
● Systems, network, database, and web administration

2.10.3 Buy vs. Build

The Web Software Engineering Team can be either an internal or outsourced
resource.

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▲ 3.0 Summary
The web is a public space and offers a wonderful delivery method for your
organization to present itself to the general public. Building a web site is not
difficult, since the technology is very accessible. However, building a web site that
meets your organization’s needs, performs well, and services the visitors to the site
is a complicated endeavor. A lot of differing skills are involved that require an
intimate knowledge of the subtlety of the web and Internet security.

The most difficult aspects of building a web infrastructure are often those that are
least focused on — creating and approving your content in a form that delivers the
appropriate message effectively. This is the weakest link in most web projects and
a potential cause for a sizable delay in the overall project. Building your web site is
like publishing any company-sponsored material. For sites with a large amount of
content or content that changes over time, the process of not only creating this
content but also approving and publishing it on a timely basis, as well as managing
the web site infrastructure, will become increasingly important.

Understanding the skills needed and the organization’s level of commitment will
help you define the scope of a site that your organization can support. Often, the
jobs that are the easiest (and sometimes most important) to outsource are the ones
that companies try to keep in house. Use of an external Web Design Team and Web
Architect can result in a much better product than can be created internally.
However, creating the content and managing the process requires a significant
commitment internally, and these two functions are virtually impossible to
outsource. The content creation and approval processes are likely to be the
Achilles heal of the project. The hosting and management of the site, as well as the
building of a web application infrastructure, are all functions that can be performed
internally or outsourced to organizations like Myxa.

If you are attempting to publish a web site on limited resources, the challenge will
include how to consolidate these different job roles under one or more people. The
compromises that are made and the balance that is achieved between the various
tasks and the size of the overall project will determine the success of the site.

Like any task, how your organization chooses to staff and manage the process is
key to its success. Understanding the subtleties and skill sets should help you with
the decisions that you will face when building an effective web strategy.

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