The intranet site became the central repository for information on the companies projects. This was accomplished by building a heterogeneous system for all users to fill in forms and keep the projects details up-to-date for all to see. The Project Information Center included functionality to track all production details of a book project, a complete budget tracking system, and a file management section.  The Project Specifications section detailed everything about the project from the editor and art director assigned to the project to the paper weight of the books jacket to the quantity to be packed in cartons upon completion of manufacturing. This super fine detail of shared information allowed every member of the team to find needed data quickly and efficiently.

Project budgets once set were pulled from the companies accounting system via SQL for the projects team to track expenses against. The team also input expense projections into the system which allowed the accounts payable and management teams advanced warning of expected cash expenditures as the projects progressed. Once these projections solidified there were easily converted to full fledged Purchase Orders. The PO system was also fully integrated into the intranet site. POs were tracked against the budget and the entire approval/denial process was integrated into the site.

The file management piece consisted of the dynamic creation of a directory heirarchy where all paper based documents were scanned to PDF files and uploaded to the appropriate project and sub-folder. The goal here again was quick and efficient access for all team members to critical documents. The secondary goal was to provide a digital backup of paper contracts that could easily be stored off-site.

Another key component of the intranet site was the Concept Development section. Due to the creative nature of this company there was a need for all employees to contribute to the development of book concepts. This was facilitated by the online system to submit ideas. But submission of an idea was just the beginning. Once submitted the concept entered the comment phase where all employees were encouraged to discuss the pros and cons of the particular concept. After a certain time period the concept would enter the ratings phase where the participants would then rate the concept to determine if it should be persued. The individual ratings were averaged to determine where the concept fell on the scale.