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Building an Enterprise Class Sharepoint Team

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Job descriptions for SharePoint administrators are often filled with expectations that are rarely achieved by one individual with superhuman powers. With the rapid growth and adoption, trying to …

Job descriptions for SharePoint administrators are often filled with expectations that are rarely achieved by one individual with superhuman powers. With the rapid growth and adoption, trying to build a team of qualified individuals to support your SharePoint deployment becomes a very difficult task.

In this session you will learn about the roles and skills needed on a team to support the business and technical side of a SharePoint deployment. We will also discuss the risks of not having certain roles for a given size deployment. Finally, you will be given some practical ways to communicate your resource needs to your leadership and HR department.

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  • 1. WelcomeBuilding an Enterprise Class SharePoint Team Columbus Brown 0
  • 2. Welcome to SharePoint Saturday Houston Thank you for being a part of the 3rdAnnual SharePoint Saturday for the greater Houston area!• Please turn off all electronic devices or set them to vibrate.• If you must take a phone call, please do so in the hall so as not to disturb others.• Thanks to our Title Sponsor: And our Platinum Sponsors: 1
  • 3. Information• Speaker presentation slides will be available at SharePointSaturday.org/Houston within a week• Keep checking website for future events• The Houston SharePoint User Group at www.h-spug.org, will be having it’s May meeting Wednesday May 24th. Please be sure to join us!• Have a great day! 2
  • 4. About Columbus Brown• Management Consultant-Slalom Consulting, Dallas TX• Education-BSME, MBA, LeTourneau University• Certifications- Prosci Change Management• Specialties-Conceptual Aircraft Design, Project Management, SharePoint Administration and Governance 2007/2010, End User Adoption• Interests – Gourmet Cooking, Jazz Piano, Autocross, Aviation, Salsa Dancing, Non-profits 3
  • 5. About Us• Who are the people in our neighborhood? – Paul- intern turned enterprise SP guru – Betty – they say that Lotus DBA who inherited a bad mother SP deployment – Charles - Marketing VP and newly appointed SharePoint Executive Sponsor* – Katrina - HR generalist now recruiting for a new SP admin/dev/trainer/guru – Mark - IT Director, trying to support the business with SharePoint & ipads & the cloud & mobile all needed yesterday** – Sound all too familiar?*** 4
  • 6. Building An Enterprise Class SP Team• Audience: – SharePoint Guru’s, Business Hero’s• What you will learn: – Why collaboration and teams go together – What kind of team you need to build – How to get resources for building the team• Background story: – The journey of a design engineer turned SharePoint Implementation Lead 5
  • 7. Why- Collaboration requires Teams• What is a team? – A group of people , with different abilities but a shared purpose, who work together to achieve a goal that directly or indirectly benefits everyone on the team• Characteristics of Effective Teams – Have a clear purpose or common goal and are committed to it – Accomplish more higher quality work in less time – Have diversity in ideas, expertise, experience, resources, background – Are happier about their jobs – Make customers more satisfied – Team members contribute, discuss, and cooperate (collaborate)• Ever been on a really good team? What did you most admire? 6
  • 8. Why - Teams require Collaboration• What is Collaboration? – A group of cross-unit teams working together to provide better innovation, better sales, or better operations• Characteristics of Effective Collaboration – The value of achieving the goal exceeds the cost of collaboration – There is a compelling business case – There is a compelling unifying goal greater than the team – Teamwork is valued across the organization – Leaders demonstrate and practice the value of teamwork• Where have you seen effective collaboration in you organization? 7
  • 9. Why- You alone…team are not• The roles of the team of one• Are you a team of one with more tools than hands? 8
  • 10. Why- You alone is risky• Decreases the benefits of proper implementation, Increases risks of poor implementation and low adoption – Single point of failure – Undocumented critical business processes• It is risky to your career and your organizations success – Understanding problems and needs of the organization – Alignment with company leadership and strategic objectives – Does not promote change needed to embrace collaboration 9
  • 11. Value Of Proper Implementation Benefits HR IT Company Wide Increased Employee Consolidation of People & Return on Collaboration Engagement & Technology Resource Efforts3 Productivity2,4 Costs2,3 30% higher employee 28% decrease in call 37% increase in project satisfaction support volume collaboration HR Team Productivity 32% reduction in time to Improvements 27% reduction in email find answersSources: 2.) Forrester Consulting: The Total Economic Impact of Microsoft SharePoint Server 2010, 3/2010; North, Jeffrey 3.) Mckinsey Global Survey: How companies are benefiting from Web 2.0, 2010 4.) The 2020 Workplace-How Innovative companies attract, develop, and keep tomorrows employees today; Meister, Jeanne & Willyerd, Karie 10
  • 12. Value Of Proper Implementation Risks And Inadequate Leads ToNo Training Plan Governance Inappropriate Usage Lack of a solution centerIncreased dept. costs and decreases organization, tools, processes, and Uncoordinated efforts, duplicate and in productivity, low end user policies for secure internal more unsupported applications7,9 acceptance6 collaboration6,9 Mission critical service interruption Confusion about purpose, where toCompliance issues around access and from inadequate put content, or where to find data8 architecture, capacity6 information5 Inadequately trained users with too Increasing IT Costs from storage and A system not aligned with strategicmuch capability will conflict with your viral end users demand9 goals, or overall business needs5,6 business strategy 6,7 Sources: 5.) Gartner: Strategic Best Practices for SharePoint 2010 Migration, G00211002, 3/2010; Tay, Gavin 6.) Portalogiks: Seven Common Mistakes in Implementing SharePoint 2007 7.) Gartner: Citizen Developers: Delivering Business Applications Outside of IT, 2009; Knipp, Eric 8.) NextLabs: Compliance, Governance, & SharePoint, 2/2008; Ott, Chris 9.) Credera: Governance: A Key Requirement for SharePoint 2010, 2/2010; Shankar, Sai 11
  • 13. Why-About this Change thing…….• What is change? – Impact to individuals and organizations as a result of New: • Ways of doing work • Systems or tools • Reporting Structures • Markets, Products, or Services• What happens to employees that don’t change – Job loss, job dissatisfaction – Missed promotions, lower security• What happens to companies that don’t change – Loss of jobs – Marketplace failure – Bankruptcy 12
  • 14. Why-Time for Change• Collaborative systems promote radical changes to employees and organizations through process and technology• Change management is a key success factor to realize benefits, and increase the probability of success, and achieve ROI for collaboration system implementations – Creating buy in, commitment, understand, and awareness – Increase usage and adoption – Mitigate people risk associated with project – Minimize disruption and friction• First change is yourself – Learn more about collaborative leadership (Michael Sampson) – No more personal silos• Takes a team to change your organization – Model effective team work and collaboration 13
  • 15. Why collaboration requires teams• The PEOPLE ……….who make up teams are the most important building block of collaboration• Creating a sustaining a successful collaborative system involves people, process, and technology CHANGE…………………..(it’s not fluffy)• Good teams that model teamwork and foster collaboration will create positive change in your ORGANIZATIONS……………. 14
  • 16. What kind of team do you need?• Who are you? – Personal – Organization• What is your level of collaboration maturity? – Personal – Team – Organization• Where are you trying to go? – Personal Goals – Company/Organizational Strategic Objectives 15
  • 17. What – The who are you factors?• Organizational Size – Teams, Groups, Departments, Functional Groups, Projects, Locations, Enterprise, Affiliates, Internation al• Organizational Structure – Matrix, Hierarchal, Self Managed Teams, Contractors• Cultural considerations – Generations, traditions, geographic• Be realistic about the history of previous implementations and major initiatives 16
  • 18. What – Where are you?• COBIT 4.1 – SharePoint Governance Framework Phases – Scope • Definition of business objectives and strategy, alignment of collaboration system capabilities to org. goals – Plan for Launch • Creation of infrastructure, people, and metrics to launch initially – Plan for Operations • Creation of operational, training, and support policies and procedures – Launch • Deployment of the Collaboration system – Operational • Performance, capacity, and problem management – Enhancement • Solicit and request improvements • Evaluation and prioritization of requests Adapted From SharePoint Deployment and Governance Using COBIT 4.1, Dave Chennault & Chuck Strain 17
  • 19. What – Where are you?• SharePoint Maturity Model- Core Usage- Collaboration – 500 - Collaboration outside the firewall. Automated processes – 400 - Collaboration tools usage across the organization and work in progress becomes leverage final content – 300 - Sporadic Collaboration (discussions, wikis, versioned documentation) – 200 - Collaboration within efforts within departments, or teams, directed at documentation. Some structure – 100 – Out of box usage without structure, process or organizationBased on Saladit Van Buren, SharePoint Maturity Model v 2.0 18
  • 20. What – Where are you going?• Set it and forget it deployment – build it and they will come?• Company objectives, Strategic plan, dept. initiatives• Insert comment…..you need governance here, and it’s not just SharePoint• Did I mention governance? 19
  • 21. What – Who do you need?• Common roles – Bus. Architect/Evangelist – Farm Administrator – Help Desk Support/Trainer – Business Process Analyst – Change Management Specialist – SP Developer – IT Project Manager – Site Owner – Site Collection OwnerHelpful job descriptions from Let’s Collaborate - Veronique Palmer, MVP 20
  • 22. What – Team Structures• Scope – Executive / Business Sponsors - Steering – Business Architect/Evangelist – Change Management – User Centered Designer – IT Leadership 21
  • 23. What – Team Structures• Plan for Launch/Operations – Business Architect/Evangelist – Change Management – User Centered Designer – Farm Administrator – Bus. Architect/Evangelist – Farm Administrator – SP Developer – IT Project Manager – Business Representatives (PT) – Don’t forget HR/Legal/IT Security 22
  • 24. What – Team Structures• Launch – Bus. Architect/Evangelist – Farm Administrator – Help Desk Support/Trainer – Change Management – IT Project Manager – Site Owners (PT) – Site Collection Owners (PT/FT) 23
  • 25. What – Team Structures• Operate – Business Owner (and/or Operational Committee) – Farm Administrator – Help Desk Support/Trainer – Site Owners – Site Collection Owners 24
  • 26. What – Team Structures• Enhancement – Project Team – Steering Committee Leadership 25
  • 27. What kind of team do you need?• You need a COLLABORATIVE team• That is sized and staffed based on you organizations SIZE, MATURITY, and PHASE• And is in ALIGNMENT with your organizations goals and leadership 26
  • 28. How to get Resources for a team• What are some options?• Who has the resources, and authority to approve?• Demonstrate how it benefits them to provide resources 27
  • 29. How – What are my options?• Volunteers• Project Based Team• New Hire – full time• Interns – teach and grow, don’t abuse!• Consultants – project based/staff augmentation• Repurpose existing resources 28
  • 30. How – Who can make it happen• Who will benefit from the system the most?• Who has the ability to provide funding, make hiring decisions, approve projects?• They are the people who can make it happen 29
  • 31. How – Demonstrate the benefits• Adapted from buy*in-getting your good idea from getting shot down, John Kotter – Increase urgency – Build a guiding coalition – Get the vision right – Communicate for buy in (relentlessly) – Empower action by removing obstacles – Create short-term wins – Keep at it – Make the change stick 30
  • 32. What did we learn– Why collaboration and teams go together • Collaboration and teamwork require each other fundamentally– What kind of team you need to build • A collaborative team that is correctly sized and in alignment with your organization– How to get resources for building the team • Get early involvement of sponsors and stay tied to the business 31
  • 33. Questions? @CB1492 Columbus BrownRecommended ReadingFor Business Folks (HERO’s)Collaboration: How Leaders Avoid the Traps, Create Unity, and Reap Big Results;Morten T. HansenFor IT Folks (GURU’s)Empowered: Unleash Your Employees, Energize Your Customers, and Transform YourBusiness; Josh Bernoff & Ted SchadlerSharePoint Deployment and Governance Using COBIT 4.1: A Practical Approach; DaveChennault, Dave & Chuck Strain 32
  • 34. Thanks to all our Sponsors 33

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