Merge pull request #31 from Lullabot/29--front-matter-titles

only use front-matter for titles

src/ebooks/jponch-sample/chapters/chapter-1.md

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-# Why Your CMS Project will Fail
-
 There is a lot on the line when rolling out a new CMS. It powers your website, which is one of your primary marketing tools. Getting it right is important. So why do so many get it wrong? Many CMS projects end up delayed and over budget. In another few years, things have gotten so bad that the organization tries again with a shiny new CMS that promises to solve all of its problems. And the cycle begins anew.
 How do you stop this from happening? Here are the top reasons your CMS project might fail and ways to mitigate them.

src/ebooks/jponch-sample/chapters/chapter-2.md

@@ -3,7 +3,5 @@ title: "Lack of stakeholder involvement"
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-# Lack of Stakeholder Involvement
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 You’ve set aside the budget and signed the contracts, but did you remember to budget enough time for your people to contribute? The first couple of months of a CMS project requires dedicated time from all of the people involved. We call this phase project discovery.
 Your people probably already have a full plate. Unless they are already highly invested in the outcome of the project, they won’t be keen to carve out valuable time to contribute. Before the project, set proper expectations and give your people some space to breathe so they can temporarily shift their priorities. What you don’t want is your agency partner trying to schedule meetings with stakeholders that have no availability, causing frustration and delays.

src/ebooks/jponch-sample/chapters/chapter-3.md

@@ -3,8 +3,6 @@ title: "The people who use the site the most are never consulted"
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-# The People who Use the Site the Most Are Never Consulted
-
 This problem comes in two flavors, and projects can have both.
 The primary audience—actual end users—was never asked what they needed or what actions they perform when using the website. Do they even want a website at all?
 The internal users, those who create, edit, and manage the site content, aren’t asked what sorts of features and options would best support their workflows and ability to communicate with their audience.

src/ebooks/jponch-sample/chapters/chapter-4.md

@@ -3,8 +3,6 @@ title: "The project is driven by budget or technology concerns, not user needs"
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-# The project is driven by budget or technology concerns, not user needs
-
 In the modern landscape of project management, there is a recurring challenge where projects are steered by budgetary constraints or technological fascinations rather than the genuine needs of the end-users. This approach, while sometimes necessary due to financial or technical limitations, often leads to solutions that may be innovative or cost-effective but fail to address the real problems faced by users. When project managers prioritize budget cuts or the allure of new technology, they risk alienating the very audience their projects are meant to serve. The consequence is often a product that is out of touch with user expectations, lacking the functionality or user-friendliness that would ensure its success in the market.
 
 Consider a scenario where a company decides to implement a cutting-edge AI tool without thoroughly understanding whether their users would benefit from it. The project team, driven by the excitement of integrating the latest technology and the potential for cost savings through automation, might overlook critical aspects of user experience. Users might find the new tool confusing, irrelevant, or even disruptive to their established workflows. In such cases, the initial savings or technological advancements are overshadowed by the long-term costs associated with user dissatisfaction and the eventual need for additional revisions or support. Balancing budget and technology with a genuine commitment to user needs is essential for sustainable project success and user satisfaction.

src/ebooks/jponch-sample/chapters/chapter-5.md

@@ -3,8 +3,6 @@ title: "The project has an unrealistic timeline"
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-# The project has an unrealistic timeline
-
 Setting an unrealistic timeline is one of the most common issues that can derail a project from its inception. When deadlines are overly ambitious, they place undue pressure on the project team, leading to a host of problems including burnout, compromised quality, and missed milestones. The rush to meet tight deadlines often forces teams to cut corners, skip essential testing phases, and overlook critical details that ensure the final product is robust and reliable. An unrealistic timeline can stem from various sources, such as external pressures from stakeholders, a lack of understanding of the project's complexity, or overly optimistic planning.
 
 Moreover, an unrealistic timeline undermines the project's potential for success by creating a cycle of reactive problem-solving rather than proactive planning. Team members, constantly under the gun, may focus on short-term fixes instead of long-term solutions, leading to a product that is fraught with issues and requires extensive post-launch revisions. This can also erode team morale, as continuous stress and unmet deadlines diminish motivation and job satisfaction. For a project to be successful, it is crucial to set a realistic timeline that allows adequate time for planning, development, testing, and iterations based on feedback. This approach not only enhances the quality of the final product but also ensures a more sustainable and positive working environment for the project team.

src/ebooks/jponch-sample/chapters/chapter-6.md

@@ -3,8 +3,6 @@ title: "Authors don't know how to use the system"
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-# Authors don't know how to use the system
-
 A major hurdle in the success of any content management system (CMS) or web platform is the lack of user training and understanding, particularly among the authors who are expected to use the system daily. When authors are not adequately trained or familiarized with the system, it leads to inefficiencies, errors, and frustration. Content creation and management become arduous tasks, and the quality of the output suffers as a result. This lack of proficiency can cause delays in content updates, inconsistencies in presentation, and ultimately a decrease in user engagement and satisfaction.
 
 The root of this problem often lies in inadequate onboarding and ongoing support for authors. Without comprehensive training sessions, clear documentation, and accessible support resources, authors struggle to navigate the system’s functionalities. They may resort to workarounds that can introduce errors or bypass best practices, further complicating the content management process. Additionally, if authors feel unsupported and overwhelmed by the system's complexity, their productivity and morale can decline sharply. Ensuring that authors are well-equipped with the necessary skills and resources to use the system effectively is essential. This includes not only initial training but also continuous education and support, enabling authors to leverage the full potential of the system and contribute to the platform's success confidently and efficiently.

src/ebooks/jponch-sample/chapters/chapter-7.md

@@ -3,8 +3,6 @@ title: Thinking the project is "done"
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-# Thinking the project is "done"
-
 One of the most detrimental misconceptions in project management is the belief that a project is "done" once it has been launched or delivered. This mindset can lead to a neglect of essential post-launch activities such as maintenance, updates, user feedback integration, and iterative improvements. In reality, most projects, especially in the realm of technology and digital products, require ongoing attention to remain effective and relevant. The initial launch is merely the beginning of the project's lifecycle, and thinking of it as the final step can result in stagnation and eventual failure to meet evolving user needs and market conditions.
 
 Post-launch phases are critical for gathering user feedback and addressing any unforeseen issues that may arise. Continuous monitoring allows for the identification of bugs, performance bottlenecks, and areas where users struggle. This feedback loop is essential for refining and enhancing the product, ensuring it continues to meet user expectations and performs optimally. Additionally, regular updates and maintenance are crucial for security, as vulnerabilities can emerge over time and need to be promptly addressed to protect user data and maintain trust. Adopting a mindset that recognizes the dynamic nature of projects and the necessity for ongoing development and support is vital for long-term success. This approach not only enhances user satisfaction but also ensures the project's sustainability and relevance in an ever-changing environment.

src/ebooks/jponch-sample/chapters/chapter-8.md

@@ -3,6 +3,4 @@ title: "Too much complexity"
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-# Too much complexity
-
 A significant barrier to the success of many projects is the introduction of excessive complexity. When systems, processes, or features become overly complex, they can overwhelm both the development team and the end-users. This complexity often arises from trying to incorporate too many features, catering to a wide range of use cases, or failing to prioritize simplicity and usability. As a result, the project becomes difficult to manage, develop, and maintain, leading to increased costs, extended timelines, and a higher likelihood of errors.

src/ebooks/jponch-sample/chapters/chapter-9.md

@@ -3,8 +3,6 @@ title: "You hired the wrong agency partner"
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-# You hired the wrong agency partner
-
 Hiring the wrong agency partner can have significant repercussions on a project’s success, leading to missed deadlines, budget overruns, and subpar deliverables. An ill-suited agency may lack the necessary expertise, experience, or cultural alignment to understand and execute the project’s vision effectively. This mismatch often results in miscommunication, misaligned expectations, and a lack of cohesive strategy, ultimately hindering the project’s progress and outcomes.
 
 When the agency partner does not fully grasp the project's goals or the client's industry nuances, the work produced can be off-target and fail to meet key objectives. This can lead to a cycle of revisions and rework, consuming valuable time and resources. Additionally, an agency that does not prioritize collaboration and transparency can create friction, leaving the client feeling out of the loop and dissatisfied with the process. The stress of managing an ineffective partnership can also divert attention from other critical aspects of the project, further exacerbating delays and issues.

src/ebooks/my-sample-ebook/chapters/chapter-1.md

@@ -1,8 +1,6 @@
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-title: "Chapter 1"
+title: Chapel hill street locavore wunc plaid
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-# Chapel hill street locavore wunc plaid
-
 Watts-hillandale the indy edgemont sodu gregson street towerview drive jazz old west blue devils, hope valley full frame dino trail the double nickel start-up historic preservation organic the boulevard alt-country, tour de fat eno 55 bullcity edgemont watts fixie. Full frame eagles full frame hipster hope valley lady arm wrestlers oprah building, partner the connecter fifteen five oh one medicine university watts-hillandale farmer, watts-hillandale big green wall pride duke miami boulevard.

src/ebooks/my-sample-ebook/chapters/chapter-2.md

@@ -1,14 +1,11 @@
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-title: "Chapter 2"
+title: Beer old five points 15-501
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-# Beer old five points 15-501
 
 Durham mag parrish street farmer blue devils rtp central park one forty seven, creative class basketball bull sustain-a-bull durham divas liberty start-up, biker bar history hub geer street rtp durty blues festival, seed funding lemur center jazz durham freeway alston avenue. Locavore old west people's pharmacy dance old five points coworking eagles organic, bulltown strutters city center medicine coffee major the bull edgemont vintage, merge records durham divas central park hope valley start-up duke. Bowtie nasher cupcakes food truck slow-food bimbe tour de fat adf hayti elf, rolling hills driver street doughman the boulevard dance smoffice renovation.
 
 * foo
 * bar
 * baz
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