Carnegie Mellon University:
Editorial Management

Opportunity

An ongoing project involved the creation of four annual publications, one for each of four departments in the Mellon College of Science: Biological Sciences, Chemistry, Mathematical Sciences, and Physics. Each edition needed to pair well with issues from other departments, while individually highlighting the unique personality of each scientific topic. The magazines were projects which offered opportunity for collaboration between faculty and staff across the college, enabling a depth of focus and diversity of ideas.

Action

Each magazine required multiple stages and ongoing revision. I determined the amount of space allotted to each article and placed text. In some cases, I used existing visual content produced by professors or our team photographer. Other times, I adapted or modified science visuals to maximize visual cohesion and comprehension. The magazine went through multiple revision processes, wherein stories were moved and images were cut and I decided where to cut and where to embellish.

Challenge

Process revision

Each annual publication involved collaboration between a plethora of individuals from different teams and departments. Marketers and writers compiled and proofread text. Department heads and faculty reviewed content and submitted requests for inclusions and changes. I handled shifting placements and omitted entries up until the week the magazine was sent to print.

Solution

To improve communication and streamline edits, I created a system for tracking progress and revisions. An online sheet monitored article progress, noting whether each piece required edits and a link to its location on Box. I also revamped the magazine review process. Instead of sharing PDFs via email or editing on paper, team members could access a live document through Adobe’s "Share for Review" function. This change made the process more efficient and transparent for everyone involved.

A key challenge was the online display of the magazine. Initially, web managers created individual website entries for each issue, which led to inconsistent graphic choices and a clash with the magazine’s visual style. The CMS also limited formatting options. To resolve this, I proposed embedding interactive PDFs of the magazines, which preserved the layout and allowed for better engagement without compromising consistency.

These changes improved cross-team communication, reduced repetitive questions, and made progress more visible, enabling team members to spend less time fielding inquiries and more time on their respective tasks.

This project highlighted the importance of process. While I focused on the visual design of the magazines, my biggest takeaway was the value of organizing collaboration. Strong systems are essential for team success, and every project needs a clear process.

Next
Next

Carnegie Mellon University: Department Icons