An Executive Perspective: Making DITA An Operational Realitydownloadcenter.sdl.com/FICO-ditafest-DITAandOperational... · 2012-11-28 · Profile The leader in decision management

© 2009 FICO Corporation. Confidential. Page

Confidential. This presentation is provided for the recipient only and cannot be reproduced or shared without FICO Corporation's express consent.

© 2009 FICO Corporation. 1

An Executive Perspective: Making DITA An Operational RealityFICO’s Journey

Ann KanaVice President, Product ServicesFICO

October , 2009

© 2009 FICO Corporation. Confidential.2

Forward-Looking Statements

Product roadmaps and similar marketing materials should be considered forward looking and

subject to future change at FICO’s discretion.

Future functionality, features or enhancements as shown are FICO’s current projections of the product direction,

but are not specific commitments or obligations.



3

» Who is FICO?

» FICO Business and Technical Drivers

» DITA – the Idea

» Selling the Vision

» Implementing GIM + DITA

» Production Results

Agenda


4

Leader in Decision Managementtransforming business by making every decision count

ProfileThe leader in decision managementFounded: 1956NYSE: FICRevenues: $822 million (fiscal 2007)

Products &Services

Predictive analytics: scores and modelsDecision management applicationsDecision management tools

Clients &Market

5,000+ clients in 80 countries9 of the top 10 companies in the Fortune 5002/3 of the top 100 banks in the world 90 of the 100 largest financial institutions in the U.S100 largest U.S. credit card issuersPrimary Industries: Financial services, insurance, retail, healthcare

Offices20+ offices worldwideHQ in Minneapolis, MinnesotaRegional Hubs: London, Birmingham (UK), Madrid, Sao Paulo, Bangalore, Beijing, Singapore


© 2009 FICO Corporation. Confidential.5 © 2009 FICO Corporation. Confidential.5

Household name in Credit Scoring

World’s #1 credit bureau score:the FICO® score


Decision Management: What is it?

» Automate, Improve & Connect

» Automate for speed and consistency» Improve targeting, relevance and results» Connect decisions across functions, channels, customer touchpoints

» Enhance Business Performance» Increase customer profitability » Grow and strengthen customer relationships» Reduce fraud and credit risk» Lower costs of making decisions

DECISION MANAGEMENTis an approach that automates, improves & connects decisions

to enhance business performance



7

» Who is FICO?






Agenda

Business Environment Changing

Selling the Vision

Production Results

DITA – the Idea

Implementing GIM and DITA

Increasing Pressure for Expense Reductions


Legacy: Decision Management in Silos

Marketing Originations Customer Mgmt Collections & Recovery

Fraud

Cards

Auto

Mortgage

DDA

Savings

Marketing Underwriting Book Mgmt Claims / Fraud

P&C

Life

Commercial

Dis

conn

ects

Acr

oss

Pro

duct

Silo

sD

isco

nnec

ts A

cros

s P

rodu

ct S

ilos

Disconnects Across LifecycleDisconnects Across Lifecycle



Today and Tomorrow: Decision Management Suite

Marketing Originations Customer Mgmt Collections & Recovery

Fraud

Cards

Auto

Mortgage

DDA

Savings

Marketing Underwriting Book Mgmt Claims / Fraud

P&C

Life

Commercial

Man

age

Acr

oss

Pro

duct

sM

anag

e A

cros

s P

rodu

cts

Manage Across LifecycleManage Across Lifecycle


What is a “Connected Decision”?

» A decision executed within a specific Decision Management application or lifecycle area, made smarter through leveraging insights and capabilities from another application or lifecycle area, such as» Data» Shared decision logic and scores» Advanced analytic capabilities» Integrated and shared workflows



Key Design Principles of the New Architecture

Design Principle Provided Capabilities Business Result

Provide the infrastructure for advanced analytics

New analytic capabilities including adaptation and

performance management

Higher-performing analytics that reduce credit and fraud risk

Common data model Connected decisions across the lifecycle

Richer analytic models that strengthen customer

relationships and increase profitability

Decision Management suite based on a Service

Oriented Architecture

Flexible deployment of decisioning components

Greater leverage of decision services

Built on industry-leading 3rd party core technology

platform

Common, shared infrastructure

Lower total cost of ownership


The Financial World is Shrinking…

» Financial systems becoming a central nervous system

» Borders are less important» Cross-country consolidation» Investment money available across countries» Younger generations are open to “new” financial services products» Euro-zone and periphery opening tremendous opportunities

» Initiative to “Execute a focused international strategy”» FICO “Commit Countries” defined

“We expect increases in international sales revenues from outside the US to continue to grow, and may in the future grow more rapidly than our revenues from domestic clients.”

“Accordingly our future operating results could be negatively affected by a variety of factors arising out of international commerce, some of which are out of our control….”

“…operating difficulties and delays in translating products and related documentation into foreign languages"



Globalization Management Strategy

Centralized Decentralized

Number ofinternationalmarkets w/operationalpresence

3

5

10

Hybrid/ Shared

40-60% international revenue

Clear global market strategy & commitment

Success in shared processes/systems

Shared & unified global information repositories

STAGE 4

< 10% international revenue

Centrally driven operations

1-2 International satellite offices

STAGE 1


Ad-hoc, organic growth

No process or standards

Regionally varying operational infrastructures- Processes- Systems

STAGE 2

STAGE 3


Coordinated global market strategy

Begun move to articulated strategy

Aligning global and local market goals

FICO Goal

FICO Legacy Processes

Gap

Enterprise Globalization Evolution


Two Key Initiatives for Growth

Product

Re-architecture

Growth in

Global Markets

“Commit” Countries*CHINA (Beijing office)

*BRAZIL

US, Canada, UK, Australia

Mexico, Spain

Germany

Japan, Korea

“Common” ComponentsCase Management

Rules Authoring / Management

Security

System Administration

Data Models

Reporting

Scoring



Other Technical Drivers

» Common Development Process» Rational Unified Process adopted in 2007 to reduce risk, unify siloed

development methodologies» Iterations» Component architecture» Use cases» Reduce bottlenecks

» Efficiency in a Weakening Economy» Reuse – staffing and cost savings» Automation


16

Agenda» Who is FICO?







Selling the Vision

Production Results

DITA – the Idea





• Independent teams manage ~230 books + 30 Help systems in VSS• No sharing or reuse except single-sourcing Help • Multiple reviews of similar or identical content• Large content “chunks,” cumbersome review/update process• Inefficient and costly localization

OriginationsTo Dev.

/ build

Fraud

Customer Mgmt.

Collections & Recovery

Old Process: Write FrameMaker Books

LocalizeDesktop publish / Webworks Help

To Dev.

/ buildLocalize

Desktop publish / Webworks Help

To Dev.

/ buildEdit FinalizeAuthor

Review (PDF, chapter or book)


To Dev.

/ buildEdit FinalizeAuthor

Review (PDF, chapter or book)


Edit FinalizeAuthorReview (PDF,

chapter or book)

Edit FinalizeAuthorReview (PDF,

chapter or book)


New Paradigm: Common Architecture

Customer Mgmt.

C&R

Originations

Fraud Model

Builder

Blaze

Advisor

COLLECTIONS

& RECOVERY

ORIGINATIONS

FRAUD

CUSTOMER MGMT

The old paradigm The new paradigm

Blaze Advisor

Model Builder

» Enables content reuse, estimated at 25%

» Requires new, flexible content in multiple deliverable formats

» Development timeline offered a window of opportunity to retool



Common Architecture’s Impact on Documentation

COLLECTIONS

& RECOVERY

ORIGINATIONS

FRAUD

CUSTOMER MGMT

The old paradigm The new paradigm

Blaze Advisor

Model Builder

Question: How do we get there?

Answer: DITA!

Customer Mgmt.

C&R

Originations

Fraud Model

Builder

Blaze

AdvisorShared

docs


Darwin Information Typing Architecture (DITA)

» Enables content reuse, estimated to be 25% for FICO’s DM Suite

» Defines topic types and a mapping mechanism to combine them

» Offers flexible, targeted documentation deliverables using DITA maps

» Repurposes content for different applications, channels or publications

» Facilitates an iterative process with topics tied to use cases

» Integrates documentation builds into the overall application build process

» Allows efficient authoring, review and translation of topics through reuse and smaller content “chunks”

» Reduces risk of schedule slips as topics are completed within iterations

DITA requires a significantly different architecture and writing style than FrameMaker, therefore it is difficult to migrate content to DITA.

Timing was perfect to launch DITA at FICO.

“DITA is an XML-based architecture for authoring, producing, and delivering technical information, introduced by IBM in 2001.” (source: Wikipedia)



DITA Maps Assemble Topics Into Deliverables

Publication Objects

=> Output (Online Help, PDF)

DITA Maps

=> Assemblage / structure

Components (Topics,

illustrations...)

=> Content

Common Topics are Shared Across Applications, and Across Multiple Deliverables in the Same Application

Common Concept

Topic

Common Task Topic

Fraud Reference

Topic

Fraud Concept

Topic

Common Reference

TopicVersioned Common

Task Topic

C&R Concept

Topic

Fraud Task Topic


Managing DITA Topics – a Potential Disaster

Case Management

Strategy Management

DataModels

SystemAdmin SecurityReporting &

Scoring

Common Component Layer

Fra

ud

Co

llect

ion

s an

dR

eco

very

Cu

sto

mer

Man

ag

em

en

t

Ori

gin

ati

on

s

DM

To

ols

revisions



Global Content Pre-2008

» Complete lack of consolidationSiloed product teams (writers, developers, product managers, budgets)

Siloed localization (project managers, vendors, Spanish locales, no tracking of internal effort or overall investment)

» Little to no TM reuseNo global strategy

Each project sent out for bids – lowest cost wins

Partially a result of growing through acquisitions

» Sparse funding

Proposed $100k localization budget

$4m estimated to localize docs for major products to 9 languages

Whoever yelled the loudest got stuff localized

How much? What ROI?

I don’t know,

I just WANT IT!!!


Docs Without Localized UI

Not the best customer experience

Ad hoc approach

to localization

Software not

internationalized



Multiple Divergent Glossaries – No Real “Master”

Misc. glossaries on the CIC

Product

glossaries

Emailed

suggestions

Product

family

glossaries

Industry glossaries


Dual Investigations for Growth

Product

Re-architecture

“Common” ComponentsCase Management

Rules Authoring / Management

Security

System Administration

Data Models

Reporting

Scoring

Tom

Goering

Reusable Documentation Components Initiative:

Identify and produce documentation topics, graphics, organizational patterns, build processes, and deployment mechanisms that can be used in multiple DM Solutions.

Growth in

Global Markets

“Commit” Countries*CHINA (Beijing office)

*BRAZIL

US, Canada, UK, Australia

Mexico, Spain

Germany

Japan, Korea

Elizabeth

Taylor

Localization Initiative:Develop a strategy, define

processes, and select tools for localization of products, documentation, training materials

and other information.

GIMGIMDITA

Carroll

Rotkel



Relationship Between the Two Initiatives

» Both of these initiatives had their own requirements

» But the fulfillment of the requirements of each can impact the other

» Just deploying a solution for product re-architecture can seriously jeopardize the growth in global markets

» Not taking steps to address the documentation challenges that are coming around product re-architecture can cripple the ability to manage translation

» FICO needed an integrated, end-to-end solution for global electronic management and publishing

Product

Re-architecture

GROWTH IN

Global Markets


28

» Who is FICO?






Agenda


Selling the Vision

Production Results

DITA – the Idea





How the Stars Aligned

» Culture of Innovation» FICO had a new President, with increased focus on innovation

» Documentation team stayed current with industry trends by participating regularly in industry conferences (such as Society for Technical Communication/STC), XML training sessions, etc.

» Strong Leadership» Documentation leadership had good balance of skills – business perspective

(Department Leader, Carroll Rotkel), technical vision (Architect, Tom Goering), practical experience (Localization Manager, Elizabeth Taylor)

» Product Services conducted annual strategic planning activities, where we looked for “the next big idea” as well as opportunities for incremental changes

» Timing was everything

» Corporate direction for new component-based technology and architecture, brand new product and all new documentation (with opportunities for re-use)

» DITA tools were maturing» Localization needs were growing exponentially, and reducing these costs provided the

ROI

» Sold the solution internally as a DITA Management System

» Differentiated the solution from Content Management Systems to avoid internal confusion


Making the Case

» PoC using various facets of DITA, reusing topics from areas that were already common across products

» Demos showing cool things like developing reference topics from configuration files and generating deliverables on the fly

» Held “Discovery Day” with SDL

» Did all the usual ROI stuff – staffing efficiencies, costs, localization savings

» Distilled it all down into a concise presentation to our Executive Steering Committee» Emphasized it was THE opportune time for a change

» Writing new content, can avoid costly migration to DITA later on» Re-architecture provided a window of slower product releases

» Tech Pubs team cannot manage the level of reuse complexity required by the new architecture and localization with older tools and processes

» Saves time and money, improves quality



Iteration 1 Topics

Edit Finalize PDF

New Process: Write DITA Topics

Author Review

Automated publishing

with XSLT and scripts

Help

HTML

Client Info

Center

Edit FinalizeAuthor Review



Iteration 2 Topics

Iteration 3 Topics

Iteration 4 Topics

Localize

Localize

Localize

Shared ComponentsCase Management 400Strategy Management 400Data Access and Model Descriptions 400System Administration 200Installation and Release Notes 30Reporting and Business Administration 70

Pages per EDM Suite Application 1500Total Pages (all 4 apps) 6000

Shared pages across EDM Suite Applications 30%Shared pages 450

Shared Translated Pages (10 markets) 4500

Localize


Managing Topics/Content for DITA and Localization

» Managing complexity of DITA topics with different conditions, variables, and versions for each product or deliverable is a challenge

» Managing this complexity compounds with global expansion

» Managing localized DITA topics without translation management is also complex

» Reduce cost and improve quality and efficiency with DITA management and translation management tools

DITA Topic MappingManaging Topics for Localization



Localizing DITA Topics in TMS

» No way 1 Loc. Mgr. could deliver 5 products in 5 languages without automation

SDL Trisoft Component

Content Mgmt.

Instant reporting

(Loc. Mgr. )

CMS?

Reduced overall translation costs

Automated workflows

Improved visibility of projects

Multi-vendor strategy

Improved efficiency of reviewers and translators

Improved quality and branding

Faster time to market

SDL Translation Mgmt. System

(TMS)

» 70,000 topics in x languages, each with x deliverables (PDF, Help, InfoCenter)

DMS?

Instant estimates


Lowering Cost of Localization

Global Information Management (GIM) software can dramatically reduce overall translation costs

Combined with DITA, eliminates resending content that has already been translated

Combined with DITA, eliminates localization cost on layout and publishing

Reuse translations 50% through higher Translation Memory (TM - repository of previously translated content) leverage

Allows for multi-vendor strategy (choose an in-country vendor for lower cost) while maintaining Translation Memory integrity

Automates workflows and speeds time to global markets

Pushes files from their repository to the Translation Management System (TMS)

Automates cost estimates through TM analysis and pricing models

Sends email notification for each workflow task

Allows task assignment/re-assignment and completion tracking

Improves efficiency of reviewers and translators

Determines the size of the jobs (number of pages) so firm delivery dates can be determined upfront

Handles reviews on-line with the ability to preview copy in-context

Eliminates manual file transfers to reviewers and translators

Shades out 100% matches so only new content is reviewed (time savings)

Tracks and maintains comments centrally for shared access by translators and reviewers

Improves quality and controls branding

Links to and enforces approved glossary terms and previous translations through Translation Memory and a Terminology Database

Incorporates review changes and new terminology centrally for continual quality improvement



Tools to Enable Documentation and Localization Efficiency

To implement DITA and lower translation costs, we need new tools:

Authoring tools (to create XML DITA topics)

Author Assistant – to leverage previous translations, enforce consistency across topics

Translation Management System (TMS) - to automate workflow and manage language

assets

DITA Repository

Translation Memory (TM) repository - to store previously translated text segments

Multi-term - Terminology database

DITA Repository and Management System (DMS) - to track topic versions, links, etc.

DITA rendering engine - to produce PDF, Help and other output deliverables

Authoring Tools

Global InformationManagement

Localization Global PublishingGlobal Authoring

Repositories

HT

ML

TMS

Hel

pP

DF

TM /Review/Terminology Mgmt

Workflow

Versioning / Reuse

Workflow

DITA

Authors Reviewers Project Managers

Localization PMs

Localization Vendors

TranslatorsReviewers

GlobalPartners

Global Customers

Ren

deri

ng

En

gin

e


Year 1 Year 2 Year 3 Year 4 Year 5 5 Year TotalCurrent Process Costs

(No XML) $2,153,176 $2,268,621 $2,446,475 $2,664,736 $2,864,164 $8,479,736

Costs with SDL Technology and XML $1,486,524 $1,310,518 $932,887 $996,315 $1,053,671 $5,779,915

Total Savings with SDLTechnology and XML $666,652 $958,102 $1,513,588 $1,668,421 $1,810,493 $6,617,256

NPV $5,098,754

Projected Globalization Costs/Savingswith SDL Technology and XML

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

Year 1 Year 2 Year 3 Year 4 Year 5

Current Process Costs(No XML)

Costs with SDL Technologyand XML

Process Efficiencies AND Cost Savings!

CDA VECTUS MBPA TRIAD BLAZE

Trans. costs $25,633 $39,205 $35,360 $53,556 $92,485 $246,239

DTP/QA/Help $13,370 $15,123 $15,990 $17,835 $40,069 $102,387

Total Project Cost $43,234 $60,642 $56,929 $78,861 $146,140 $348,626

Now is the opportune time to enable flexibility and efficiency. Can avoid costly migration of legacy content to DITA. Have efficient processes in place for future growth. DITA has become the standard for enterprise TechPubs.

Adobe, IBM, VMWare (and on and on) have made the move and seen significant, confirmed reductions in cost.

FICO’s clients will benefit from similar look, feel, structure and integration across DM documentation: a key goal of the DM Suite initiative.

See chart to right: if the docs had been written in DITA, FICO would have saved >$100k in localization costs

Current project: CHINESE only



Documentation Staffing Projections

» Assumptions:» Writing for new products is more labor-intensive than writing for maintenance and enhancements

» 20/1 Developer/Writer for maintenance / enhancements currently» 10/1 Developer/Writer ratio for new products» Metrics for new documents were gathered and pages/day projections were used to confirm writer estimates

» DM Suite has 220 Developers and QA» Using DITA will enable 25% reuse of common topics

» The FrameMaker approach requires 5 more writers than the DITA approach» With FrameMaker, we will need to hire 3 incremental writers to complete Fraud and C&R» Using DITA, we will gain long-term efficiencies and be able to reduce current staff by 2 following initial DM Suite releases

Documentation Staffing Comparisons

0

5

10

15

20

25

30

35

Frame/WebWorks DITA Year 2-3projections

Hea

dco

un

t

DM Tools

DM Applications

Maint./Enhancements

© 2009 FICO Corporation. Confidential.38 © 2009 FICO Corporation. Confidential.38

Executive reaction after hearing DITA/GIM proposal:

“You’re saying this improves quality and saves us money? I’d say that’s a no brainer.”

VP, Product Management



39

» Who is FICO?






Agenda


Selling the Vision

Production Results

DITA – the Idea




DITA Training

» Contracted with IBM to provide in-house training on information architecture (IA) and DITA authoring» IA training – 3 days» XMetaL training – 4.5 days» Flew in managers for IA; other writers attended over web

conferences» Flew in everyone for hands-on DITA training in XMetaL» Recorded all for future needs

» “Train-the-trainer” sessions with SDL Trisoft for tech leaders

» Process Committee developed in-house training and documentation on DITA tools and workflows, and presented it over a series of twice-weekly two hour web conferences



DITA Implementation Timeline

» DITA / XMetaL training

» Workgroups develop essays to find a common understanding of their areas. Identify key terms.

» Develop context-sensitive Help delivery mechanism with Common Components group

» Begin DITA department standards, templates, output scripts» Committee charters, team

sites, communication processes

» Initial issues lists, plans

» DITA conversion of usable legacy documentation started (used localization budget from savings in DITA)

» Finalize Trisoft configuration

» Develop and document department DITA standards and procedures» DITA Authoring Guide –

XMetaL and element usage» Base DITA templates and

reusable components » Initial writing style and

process guidelines checklist» Initial DITA output scripts for

PDF in FI “look and feel”

» Plan and develop common topics – Nov. ‘08 through Mar. ’09 for Falcon, ongoing additions/updates for subsequent DM Suite products» Content Specs» Glossary terms» Workgroups

» Trisoft Component Content Management System» Production environment ready » Train dept. members» DITA Authoring Guide - Trisoft

» Develop and review product-specific and common topics

» Combine common and product topics into deliverables for review

» Develop InfoCenter delivery mechanism with Common Components group

» Customize Antenna House for Eclipse Help publication

» Topic automation via Trisoft API for data formats and descriptions in Excel

» Finalize output scripts for PDF, Help

» Generate final Falcon doc deliverables – April

Final Falcon docs in review

DITA Training

Q2 FY 2009Q4 FY 2008 Q1 FY 2009

Common and Product Topics

Processes involving other departments

Trisoft CMS in production

Design DITA

Processes

Trisoft CMS setup

Common Help component

Combine Topics

InfoCenter


Teamwork – a Key Success Factor

Writers from each product group are assigned to a common components “workgroup”focused on developing content for a particular aspect of common functionality.

Writers from each product group are

assigned to a “DITA committee”

focused on identifying and implementing FICO’s DITA standards.



Localization Tool Training and Implementation

» SDL Professional Services provided training for Loc. and Dept. manager» TMS – 2 days» MultiTerm – .5 days» AuthorAssistant - .5 days

» SDL worked with our Loc. Manager to define file and graphics formats, workflows, all configuration needs

» SDL worked with our IT people to install and configure TMS, MultiTerm, import TMs

» SDL worked with our Information Architect and Loc. Manager to define and test DITA filter needs

» Localization Manager delivered TMS training to internal languagereviewers, is introducing it to other departments doing localization


Timelines

Final Falcon docs in review

DITA training

Q1 2009Q3 2008 Q4 2008

Content specs for topics

DITA best practices

Train on Trisoft / Go Live!

DITA processes

Trisoft setup/ configuration

DITA conversion

Combine topics

Customize Output

Common terminology

Refine and test

DITA filter in

TMS

Q1 2009Q3 2008 Q4 2008

Define and install TMS

Sign GIM contract

Install MultiTerm, import TMs

Train on TMS, MultiTerm

GIM Implementation

Test file / graphics formats,

workflows

TMS Go Live!

Train on Author Assistant

Set up IT infrastructure

DITA Implementation



» Who is FICO?






Agenda


Selling the Vision

Production Results

DITA – the Idea




Conclusion

WHAT WE HAVE DONE WHAT’S GETTING FIXED

» CONSOLIDATE LOCALIZATION» Standardize and automate processes» Assign ownership » Raise awareness of i18n issues» Secure funding

» Improve time to market» Reduce risk of delays» Improve localizability of UI» Lower internal costs, increase efficiency

» CONSOLIDATE TERMINOLOGY» Define terminology management process» Create Corporate glossary» Centralize TM use

» Improve visibility and tracking company-wide» Improve branding and customer experience» Lower translation costs

» MOVE TO DITA» Build cross-product writing teams» Refine style and output standards» Implement Trisoft CCM» Write/publish DITA topics to PDF and Help

» Enable sharing of content» Improve content consistency and quality» Manage multiple deliverables and languages» Lower internal & external translation costs

FICO shipped our first product docs in DITA April 30, 2009.

» SDL’s Discovery Day findings paved the way for our move to DITA by showing us the synergies and savings from CCM and GIM tools.



FICO’s Journey


Selling the Vision Production ResultsDITA – the IdeaImplementing GIM

and DITA


Legacy standalone products

Embarking on “next generation

product architecture”

Global growth requiring

localization

Efficiency through common components and

re-use

Flexible deliverable

packaging with content separated

from formatting

Tools needed to manage content as well as localization

Executive endorsement key

ROI and “real life”examples were

critical

Tied to corporate initiatives and

iterative development

Assigned separate SMEs

(leaders) to DITA and GIM

Formed TEAMS to determine new standards and

processes

Trained ALL writers in IA, DITA,

Trisoft

Determined common topics, reuse strategy

Learned as we went

4,000 topics in SDL Trisoft, used in 23 publications

Reuse even higher than

expected at >40%

Learned we could implement in

phases

Plans for docs to be translated to 3

languages

Automated Data Model content using scripts

Confidential. This presentation is provided for the recipient only and cannot be reproduced or shared without FICO Corporation's express consent.

© 2009 FICO Corporation. 48

THANK YOU

October 14, 2009

Ann [email protected]

http://www.fico.com

Documents

An Executive Perspective: Making DITA An Operational Realitydownloadcenter.sdl.com/FICO-ditafest-DITAandOperational... · 2012-11-28 · Profile The leader in decision management