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A content management system (CMS) is a computer software system used to assist its users in the process of content management. CMS facilitates the organization, control, and publication of a large body of documents and other content, such as images and multimedia resources. A CMS often facilitates the collaborative creation of documents. A web content management system is a content management system with additional features to ease the tasks required to publish web content to web sites. Web content management systems are often used for storing, controlling, versioning, and publishing industry-specific documentation such as news articles, operators' manuals, technical manuals, sales guides, and marketing brochures. A content management system may support the following features: Import and creation of documents and multimedia material Identification of all key users and their content management roles The ability to assign roles and responsibilities to different content categories or types. Definition of the content workflow tasks, often coupled with event messaging so that content managers are alerted to changes in content. The ability to track and manage multiple versions of a single instance of content. The ability to publish the content to a repository to support access to the content. Increasingly, the repository is an inherent part of the system, and incorporates enterprise search and retrieval. Some content management systems allow the textual aspect of content to be separated to some extent from formatting. For example the CMS may automatically set default colour, fonts, or layout.

Equipped with a powerful blend of features, Drupal can support a variety of websites ranging from personal weblogs to large community-driven websites.

In recent years online and blended communities have become a popular topic among educationalists. In this paper we present a framework that supports the analysis, development and maintenance of online and blended communities. This is applied to two community case studies that differ along several key dimensions such as type of membership, the purpose of the communities, their policies and size. The analysis draws attention to the differences between the two types of communities. It also highlights the advantages and weaknesses of the framework with respect to these two case studies and suggests areas for future development. In the discussion that follows we highlight some key differences between this framework and Wenger’s work on Communities of Practice (COPs).

Working via networking Dear Helen, thank you! Yes, it's actually amazing! Currently our company is in some projects and we are responsible for a lot of things. I'm practically alone in my office for days on end, at the same time virtually I'm extremely busy networking with project partners and my employees constantly. We interact via Skype, email, wiki and phone, and sometimes it amuse me with how much people from different countries I contact at once. But what's become clear to me after all - an idea that virtual collaboration could be effective only when it is supported by periodical face-to-face (or at least, vocal via phone/Skype) conversation. Otherwise, a level of trust and mutual responsibilities is reduced even you were a good partner earlier. Helen Baxter, 10-Oct-06 @ 03:41AM Networking = Happiness & Higher Productivity I now run two networked companies, a record label and 3D/TV production house. We have studios interconnected with a combination of free Google Tools and the wonderful Basecamp PM system. Innovators & Creatives don't keep office hours and tend to work on a results not time basis. Overall I think my crew are much happier and far more productive than if we all tried to work out of the same office. This way I never feel like I'm herding cats ;)