BASPUG Meeting 7/11/12 - Presentation from Bill English


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SharePoint Maturity Model and User Adoption Assessments

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  • BASPUG Meeting 7/11/12 - Presentation from Bill English

    2. 2. About the Speaker Bill English  11 years as a SharePoint Server MVP  Author on 14 books (whew!)  Co-Owner of Mindsharp & Best Practices Conference  Blog:  Twitter: @minnesotabill  LinkedIn: Bill English  Email:  Current Position: CEO of Mindsharp  Hometown: Maple Grove, MN  Latitude: 45.129793; Longitude: -93.47391  -6:00GMT
    3. 3. About MindsharpMindsharp® PurposeTo best understand and deliver the essentialeducation that our customers need to besuccessful.Mindsharp VisionTo be a strategic partner with ourcustomers, helping them do more than theythought possible through the people andtechnology they already have.
    4. 4. Where is Minnesota?
    5. 5. What is Minnesota Known For?
    6. 6. July 6-12…
    8. 8. Business-Focused Scales Adoption Patterns Organization Commitment Feature Mapping Environmental Considerations Skills (Competence)
    9. 9. September 2011 “SharePoint Adoption: Content And Collaboration Is Just The Start”Sites And Collaboration Are SharePoint’s Sweet Spots
    10. 10. September 2011 “SharePoint Adoption: Content And Collaboration Is Just The Start”Sites And Collaboration Are SharePoint’s Sweet Spots (Cont.)
    11. 11. Start Big Bottom UpTop Down Start Small
    12. 12. Adoption Theory Adoption occurs through a process in which: 1. A new idea (innovation) 2. Is communicated through certain channels 3. Over time 4. Among members of a social system If it’s perceived as a new idea, it’s an innovation
    13. 13. #1: New IdeaSharePoint Adoption
    14. 14. Adoption Theory & SharePoint SharePoint is a new idea.  I would submit that each “feature set” within SharePoint is a distinct innovation opportunity Reinvention will cause more innovation on the application of SharePoint to business needs and processes
    15. 15. Rate of Adoption Why are some new ideas adopted swiftly (cell phones or iPads) and others take decades, if at all? (Metric vs. Imperial systems) There are 5 characteristics of any innovation that must be taken into account, as perceived by the individual, if you’re going to understand the rate (how fast or slow) of adoption. This applies directly to SharePoint.
    16. 16. Relative Advantage Degree to which an innovation is perceived as better than the idea it supersedes or is replacing Does not matter if SharePoint has “objective” advantage. What does matter is if the individual perceives SharePoint as advantageous.
    17. 17. Compatibility Degree to which an innovation is perceived as being consistent with the existing values, past experiences, and the needs of potential adopters. SharePoint might be incompatible with:  Existing ECM systems  Existing intranet systems  Existing information flow processes Another political ploy by group(s) with turf issues??
    18. 18. Complexity Degree to which an innovation is perceived as difficult to understand and use. The quality of relationships and the opinions within the social system are foundational to this characteristic New ideas that are simple to understand are more readily adopted. This is why “dosing” out SharePoint features is such a good idea.
    19. 19. Trialability Degree to which an innovation may be experimented with on a limited basis. New ideas that can be tried on the “installment plan” will generally be adopted more quickly. “Learn by doing” overcomes risk and uncertainty This is why training is so important to a SharePoint deployment
    20. 20. Observability Degree to which the results of an innovation are visible to others. The easier it is for individuals to see the results of an innovation, the more likely they are to adopt.  Stimulates peer discussions  Leads to re-invention
    21. 21. Reinvention & TechnologyClusters Reinvention is the degree to which an innovation is changed or modified by a users in the process of adoption. Technology Clusters consists of multiple, distinguishable elements that are perceived as being closely interrelated.  “Package” innovations are usually adopted more rapidly, assuming the five previous characteristics are in play
    22. 22. Reinvention asPersonalization Reinvention helps adopters customize an innovation to fit their unique situation. Innovations are adopted more rapidly when they can be reinvented.
    23. 23. Adoption: Start Small, Bottom Up Top DownStart Small Start Big • Relative Advantage: Show how the solution eases pain • Compatiblity: “Work up” • Complexity: KISS, “Dose” • Trialability: Training, Sandbox • Observability: Learn/deploy in groups Bottom Up
    24. 24. Adoption: Start Big, Bottom Up Top DownStart Small Start Big Simplicity is Paramount. High visilbility leads to additional conflict. Emphasize Relative Advantage and Compatibility. Keep Complexity at Bay. Plan for Reinvention. Dose out in clusters, if possible. Bottom Up
    25. 25. Adoption: Start Small, Top Down Top Down • Likely a “pet project” • Focus on point solution • Emphasize compatibility and complexity • POC = TrialabilityStart Small Start Big • Internal report = Observability Bottom Up
    26. 26. Adoption: Start Big, Top Down Top Down • Relative advantage & Compatibility have been decided at top layer • Solution may be complex • Overcome resistance with Trialability and ObservabilityStart Small • Training on other three Start Big Bottom Up
    27. 27. #2 Communication ChannelsSharePoint Adoption
    28. 28. Communication Channel Basics The nature of the information exchange relationship determines the conditions under which a source will or will not transmit the innovation to the receiver and the effect of such a transfer.  Mass Media  Personal  Interactive (Internet)
    29. 29. Like it or not… Most people depend mainly upon a subjective evaluation of an innovation that is conveyed to them from other individuals like themselves who have adopted the innovation Adoption is mainly a social process based on interpersonal communication relationships
    30. 30. Homophily vs. Hererophily The transfer of ideas occurs most frequently between people who are similar or homophilous. A common problem: communication of an innovation occurs between people who are heterophilous. Best: homophilous on most variables, but heterophilous on the innovation.
    31. 31. Communication Top Down • Grassroots may become “lost” • Grassroots may become “lost” in the explanation of relative in the explanation of relative advantage, compatibility and/or advantage, compatibility and/or complexity for a SharePoint complexity for a SharePoint adoption. adoption. • Best to have management use • Best to have management useStart Small Start Big others who are more others who are more homophilous to “make the case” homophilous to “make the case” Heterphilous and homophilous will • Homophilous is high, so need to be understood the larger observability and compatibility the divergent groups across which should be high too. SharePoint is being deployed. Bottom Up
    32. 32. #3 TimeSharePoint Adoption
    33. 33. Time Matters Three Parts to the Time Element in the Adoption of an innovation:  The Innovation-Decision process  The “innovativeness” of an individual to adopt compared to others in their social system  An innovation’s rate of adoption, measured by sheer number of members in the social system who adopt over a given time period.
    34. 34. Innovation Decision Process
    35. 35. Adoption Groups
    36. 36. Innovators: Venturesome High degree of mass media exposure Like new stuff because it is new Seek out new ideas Wide interpersonal networks Cope with higher levels of uncertainty Willing to accept certain levels of setback in order to move forward Gatekeepers to new ideas in the organization
    37. 37. Early Adopters: Respect Highest degree of opinion leadership Serve as a role model (Observability) for others in the following categories Help trigger critical mass when they adopt and innovation Respected by their peers Embody successful, discrete use of new ideas Decrease uncertainty about new ideas for later groups
    38. 38. Early Majority: Deliberate Roughly 1/3 of the population Seldom hold opinion leadership positions Connected to both Early Adopters and Late Majority members makes them an important link in the adoption process Take their time – extend time period Deliberate over adoption Willing to adopt, but never lead in that process.
    39. 39. Late Majority: Skeptical Roughly 1/3 of the population Adopt due to peer pressure and/or economic necessities Most uncertainty needs to be removed before they will adopt – Trialability and Observability are important components
    40. 40. Laggards: Traditional Many are considered isolated in one way or another from the social system Point of reference is the past Suspicious of new ideas Adoption lags far behind awareness Must be certain the new ideas will succeed Fairly impervious to peer pressure Usually economic forces that drive them to adopt
    41. 41. “Quickness” of Adoption
    42. 42. Avoid the Hype Cycle
    43. 43. #4 Social SystemSharePoint Adoption
    44. 44. Understanding social systems The social system defines the boundaries in which adoption occurs Norms are established behavior patterns for a social system.  Some norms can be barriers to adoption (Compatibility and Relative Advantage) Opinion Leaders influence others’ attitudes and behavior  Opinion leadership is earned based on competence, accessibility and conformance to the system’s norms
    45. 45. Opinion Leaders CountDon’t Ignore Them More exposed to all forms of external communication More cosmopolitan Generally have higher socio-economic status More innovate (compared to others in their social system) At the center of the interpersonal communication networks within the social system
    46. 46. Social System Top Down • Authority innovation-decisions • Authority innovation-decisionsStart Small Start Big • Collective innovation-decisions Optional innovation-decisions Bottom Up
    48. 48. Commitment Top Down • Commitment usually based on • Commitment by single authority global, strategic needs. or very small group of • Unusual to have SharePoint individuals defined as strategically • Make their project “shine” to necessary by CEOStart Small gain credibility to move bigger • Know your place. It’s usually not Start Big here. • Must be some level of • Team or Department level commitment by the commitment. organization to enable system- • Work to find Top Down/Start wide usage of SharePoint Small pet project to move up features • Work to generalize adoption to • Bear in mind – you have higher move bigger visibility than you think Bottom Up
    49. 49. Other Indicators ofOrganizational Commitment? Champion at VP level or higher Funded, approved budget Hire/fire authority Clear connections between strategy, goals and SharePoint Have both bottom up and top down support
    50. 50. Scale #3FEATURE ADOPTION
    51. 51. Several Main Points Do not try to align feature adoption rates across all features. Best to measure maturity based on fulfillment of clearly articulated business requirements  Global use does not indicate maturity  Correct use of features to support business requirements, strategic goals, etc… is how maturity is measured
    52. 52. September 2011 “SharePoint Adoption: Content And Collaboration Is Just The Start”Sites And Collaboration Are SharePoint’s Sweet Spots
    53. 53. September 2011 “SharePoint Adoption: Content And Collaboration Is Just The Start”Sites And Collaboration Are SharePoint’s Sweet Spots (Cont.)
    54. 54. Other Notes on This Scale Lack of use of any given feature might indicate maturity in the Enterprise Application Architecture (see later slides) Slower than anticipated adoption may be due to  Longer adoption periods within social groups  Lack of adequate education (trialability)  SharePoint hype led to dissonance and rejection
    56. 56. Adoption hindered when… Lack of  Core Ideology  Core Values + Clear Purpose for the Organization  Long-Term Vision  Clearly articulated short-term mission that is derived from the long-term vision  Little connection between vision, mission and strategic plan  Written business requirements that translate purpose and vision to an operational-level plan
    57. 57. (cont.)  Lack of ability to resolve conflict at higher levels within the organization  When governance is thought to be created rather than derived from risk and compliance assessments.  When there exists redundancies in your enterprise ECM architecture because no one has done a gap/redundancy analysis with a view to articulating where Sharepoint starts and stops
    58. 58. Truths You can Count On Gaps and/or immaturity in your business model or in those holding positions in your business model will hurt and potentially reduce the “maturity” of your SharePoint deployment. CEOs generally don’t care what software platform is utilized. Get over it. Work with who you can.
    59. 59. One Final Truth The maturity of your SharePoint deployment is a direct reflection of the maturity and function (or dysfunction) of your organization.
    60. 60. Contact InformationBill English7767 Elm Creek Blvd, STE 220Maple Grove, MN Bill EnglishFB: Bill English
    61. 61. Connecting SharePoint Technology End Users• Cost Effective – More people trained = reduced cost per user• On Demand – Fits into everyone’s busy schedule• Constant and consistent training throughout entire organization• Quizzes and UserVersity* Certifications promote results-based learning Demo lessons available online or you can request 10 free fully-licensed lessons from: *Install in SharePoint or LMS
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