Project Management


The Virginia Department of Social Services (VDSS) uses its intranet to communicate with state staff and local DSS agencies. In 2018 and 2019, I worked with the Public Affairs division to migrate their intranet content from an aging system to a new user focused content management system.


Project point of contact for 17 divisional teams as they migrated content.

Led efforts to define, track and measure goals and progress of the migration.

Provided training, first level support, and initial user testing and feedback for teams as they completed their site build.


Agency wide initiative supported by divisional team collaboration.

Project metrics defined and measured for additional visibility by divisional teams and leadership.

Distributed shared content ownership to divisions and supported by a user-friendly content management system.


TIMELINE: 14 months

TEAM: 4 Core Team Members, 19 Divisional Teams utilizing cross divisional collaboration with review and approval from senior leadership.

PROJECT SOLUTION: Content Management System (.NET based) 



The legacy intranet for VDSS was last updated in 2008, and utilized outdated web design practices. Unlike the previous intranet, Fusion is a complete content management system (CMS) allowing divisional representative the ability to control all content within their divisional sites. In 2017 (prior to my involvement with the project), initial content and scope research was conducted within the agency and portals were constructed for divisional sites. Migration of divisional site content began in late 2017 with two divisions, and a partial support team. These migrations completed in early 2018 and the Public Affairs team used the outcomes from these migrations to define the process for the agency’s full migration.

Previous Intranet Main Page (Spark)
New Intranet Main Page (Fusion)


For this project, I was the project lead for 17 of the 19 divisions as they went through the migration process. To begin the process, the Public Affairs team utilized Asana to set up project and task tracking for this project. I utilized Asana as a means to keep the team up to date on progress and alert the development team of any new scope requests throughout the process.

Asana Project Tracking

Goals were established for the entire project:

  • team identification
  • training for users
  • production build
  • division portal launch

These goals were set and monitored to track progress and to provide visibility of the overall project status to senior leadership.


To begin the migration process, the Public Affairs team met with senior leadership to discuss the overall scope of the project.

Division leaders were asked to identify team members with an average level of technical proficiency and the capacity and initiative to manage the content on Fusion. In addition to this qualification, the migration team could also consist of subject matter experts and divisional reviewers.

By September 2018, all but two of the remaining seventeen teams were identified. Through additional support from leadership, we received notification for the remaining two teams by the end of 2018.

Historical Site Statistics (Google Analytics)

After team identification, teams were assigned to review the content of their existing sites; this became their first long range task. Teams were given a list of their division’s content files, site analytics, and asked to evaluate the relevancy of their current content.

The Public Affairs team worked with the divisional migration teams to understand their site analytics and helped them identify best practices for reviewing their content. When possible, conversion of information from PDF documents into web content was encouraged.

Page layout documentation was created and shared with the teams to help illustrate how to structure content on a page and develop visual hierarchy.


Shortly after content review was in progress for the team, training for Fusion was coordinated and provided by the Public Affairs Team. Each team was given access to the Sandbox (our training environment) and allowed to explore features, page layout options and the functionality of the CMS in order to familiarize themselves with the system.

During training, I was responsible for supporting the training and eventually conducting training in the latter part of 2018. In this time, I was also responsible for coordinating, communicating and facilitating the build collaboration meetings that were held weekly from November 2018 to March 2019.

With training complete and content review in process or completed, teams were tasked with creating their navigation in order to gain access to their production sites to begin building.


Page Layout Documentation

To accomplish this task, teams identified important areas of content that would be high priority for site visitors. In addition to assessing priority, teams found this exercise useful to assess what key areas they wanted to focus on for their division.
Upon review and approval by divisional leadership, team developed navigation structures were selected and production access was granted to divisional migration teams.

Original (left), Recommended (middle) and New (right) Navigation

After training, teams were encouraged to engage with the Public Affairs team and other divisional teams via weekly build collaboration meetings.



In December 2018, seventeen teams were trained. 12 teams are working to build their sites in production. These teams are allowed to work at their own pace with monthly goals to encourage progress.


11 training sessions conducted in 8 months
9 videos created for training documentation
Over 90 agency staff trained


As of January 2019, 5 divisional teams had completed their site build and launched their content in the new system. The remaining un-migrated divisions completed their migrations in the summer and early fall of 2019.

Migrated Divisional Home Pages

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