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FEATURED SOLUTION:
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Enterprise-wide Rebranding |
WE WALK THE TALK.
SUCCESS STORIES.
KEEPING IT REAL.
When Hewlett Packard Company split into two companies (HP Incorporated and HP Enterprise), the HP Enterprise documentation had to be revised to match the new branding styles.
As a primary vendor for HP, Aesbus was selected to be one of three vendor companies to undertake the enormous challenge of rebranding hundreds of documents, across thousands of pages, with the goal to complete our assigned rebranding deliverables over a compressed nine-month period.
Aesbus successfully delivered approximately 400 rebranded documents, with a production breakdown of close to 15,000 pages and 14,000 graphics. Not only did Aesbus complete the assigned work volume on time, but we also picked up additional documents from other vendors who needed help meeting their deadlines.
As a primary vendor for HP, Aesbus was selected to be one of three vendor companies to undertake the enormous challenge of rebranding hundreds of documents, across thousands of pages, with the goal to complete our assigned rebranding deliverables over a compressed nine-month period.
Aesbus successfully delivered approximately 400 rebranded documents, with a production breakdown of close to 15,000 pages and 14,000 graphics. Not only did Aesbus complete the assigned work volume on time, but we also picked up additional documents from other vendors who needed help meeting their deadlines.
CLIENT FEEDBACK
The HP Rebrand Business Manager was very pleased with the quality of our final output, on-time delivery, and the manner in which we reliably resolved issues along the way.
What I like about Aesbus is that you are always looking for solutions to the challenges that come up, and are willing to help wherever needed to get the job done.
The Game Plan
To accomplish this expansive and complex rebranding task, the Aesbus Content Strategy team first prepared a project plan that included all phases of the project (Project Management, Technical Writing, Quality Assurance, Illustrations/Graphics, Publishing, and Template updates).
To ensure that the HP Rebrand Project did not interfere with existing documentation plans, or put any ongoing development schedules at risk, Aesbus assembled a whole new Content Design team in a short period of time, provided tools and training, and ramped-up the rebrand output over the course of the project.
To maximize efficiency and reduce overall costs, it was important to phase into the HP Rebrand Project at a speed in which the availability of the rebranding specifications and the volume of identified graphics and documentation files escalated, and then gradually phase out the effort as the work neared conclusion.
To ensure that the HP Rebrand Project did not interfere with existing documentation plans, or put any ongoing development schedules at risk, Aesbus assembled a whole new Content Design team in a short period of time, provided tools and training, and ramped-up the rebrand output over the course of the project.
To maximize efficiency and reduce overall costs, it was important to phase into the HP Rebrand Project at a speed in which the availability of the rebranding specifications and the volume of identified graphics and documentation files escalated, and then gradually phase out the effort as the work neared conclusion.
Key Players for Accountability
To accomplish the HP Rebrand Project, Aesbus brought on a Project Manager to coordinate details through the life of the project, to provide team training, and to balance the workload through the team.
The Aesbus Business Manager and Staff Manager worked closely with the HP teams to provide logistical support and to help resolve issues that arose during the project.
Additionally, the Aesbus Graphics Manager coordinated the graphics rebrand team. And Aesbus IT worked with HP to configure equipment for connectivity as new staff was added.
The Aesbus Business Manager and Staff Manager worked closely with the HP teams to provide logistical support and to help resolve issues that arose during the project.
Additionally, the Aesbus Graphics Manager coordinated the graphics rebrand team. And Aesbus IT worked with HP to configure equipment for connectivity as new staff was added.
Implementation Strategy for On-Time Delivery
Requirements: The initial three months involved substantial investigative effort, utilizing a smaller core team as the requirements of the documentation and graphics rebranding effort were defined: templates designed, content analyzed, workflow processes put into place, samples worked through completion, and processes refined.
Resource Allocation: Additional team members were added as the workload reaches its peak processing volume. For best cost efficiency, staffing was staggered to coincide with the project stages: project planning, template creation, graphics rebranding, documentation rebranding, QA, and final print and web production.
As the project neared completion, and the number of graphics and documents to rebrand declined, Aesbus gradually reduced its staff level to match the workload volume, until we were left with only the Project Manager to tie up loose ends.
Training: Aesbus developed and provided training for the rebranding tasks in the authoring and graphics tools.
Production and Reporting: As the HP Rebrand Project escalated and deadlines neared, it required extensive project management, production volume scaling, and up-to-date status reporting.
There were also new challenges that arose, particularly around the production side of the AIT content management platform that required a dedicated team to meet the delivery milestones for the high volume of work.
Aesbus also expedited inflight documents for the client, to rebrand ongoing development documentation needed urgently to meet ongoing release schedules. This required a fast response by both the Aesbus documentation and graphics rebrand teams.
Resource Allocation: Additional team members were added as the workload reaches its peak processing volume. For best cost efficiency, staffing was staggered to coincide with the project stages: project planning, template creation, graphics rebranding, documentation rebranding, QA, and final print and web production.
As the project neared completion, and the number of graphics and documents to rebrand declined, Aesbus gradually reduced its staff level to match the workload volume, until we were left with only the Project Manager to tie up loose ends.
Training: Aesbus developed and provided training for the rebranding tasks in the authoring and graphics tools.
Production and Reporting: As the HP Rebrand Project escalated and deadlines neared, it required extensive project management, production volume scaling, and up-to-date status reporting.
There were also new challenges that arose, particularly around the production side of the AIT content management platform that required a dedicated team to meet the delivery milestones for the high volume of work.
Aesbus also expedited inflight documents for the client, to rebrand ongoing development documentation needed urgently to meet ongoing release schedules. This required a fast response by both the Aesbus documentation and graphics rebrand teams.
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