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Information Governance Methodology

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This is an overview of how to implement an information governance model in an organization.

This is an overview of how to implement an information governance model in an organization.


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  • 1. FKOM 07 PortalGovernanceA Portal Governance Approach
  • 2. Before We Start Make sure the audience understands you only show examples but not a ready to use methodology. So its key you make them see that governance is huge: processes, standards, alignment, people change, virtual organization, measures, statistics, rules, responsibilities, guidelines, structures, sponsorship, ...... And so on. Dirk Dobiéy This is not a technical application of Portal Governance. It is a preview of a framework to which organizations can use to start their governance process.© SAP AG 2007, Title / First Name Last Name / 2
  • 3. 01 Definitition of Portal Governance02 Why Do We Need Governance03 Starting the Governance Process04 What Needs to be Governed05 How is it to be Governed06 How Do We Grow Governance07 How Do We Enforce Governance08 How Do We Measure Its Success
  • 4. Portal Governance – Definition Portal governance defines the appropriate structure, roles/ responsibilities and processes that support efficient decision making for managing your portal infrastructure and publishing new assets© SAP AG 2007, Title / First Name Last Name / 4
  • 5. Portal Governance Approaches Governance takes place on two levels – strategic direction setting and tactical execution – and involves management, operational, and technical disciplines© SAP AG 2007, Title / First Name Last Name / 5
  • 6. FKOM 07 Portal Governance01 Portal Governance Definition02 Why Do We Need Governance03 Starting the Governance Process04 What Needs to be governed05 How is it to be Governed06 How Do We Grow Governance07 How Do We Enforce Governance08 How Do We Measure Its Success
  • 7. Why Do We Need Governance? Portals aggregate a broad spectrum of content, applications, and services that are owned and managed by a variety of groups. For this reason, conflicting requirements from different stakeholder groups are a given. In addition, the proliferation of multiple stakeholder groups leads to “organic” portal development. Different groups will take ownership of various sub-components of the portal and develop them to suit their own needs with little coordination or regard for how this will affect other groups. In short, without portal governance guiding processes, developing policies and procedures, and maintaining authority, portal projects risk absolute failure© SAP AG 2007, Title / First Name Last Name / 7
  • 8. Motivation and Objectives for Portal Governance The motivation behind Portal governance is to provide employees with reliable, relevant and fresh information via Portal. Content Reliability Ensure that content within Portal is trustworthy and consistent. Content Guarantee that information is complete but does not overload the Completeness & Relevance user. Content Freshness Ensure the information offerings are up-to-date. End-User Make Portal the preferred entry point to information and a great tool Experience to work with. Process Efficiency Manage the content life cycle efficiently.© SAP AG 2007, Title / First Name Last Name / 8
  • 9. 01 What is Portal Governance02 Why Do We Need Governance03 Starting the Governance Process04 What Needs to be Governed05 How is it to be Governed06 How Do We Grow Governance07 How Do We Enforce Governance08 How Do We Measure Its Success
  • 10. When Should the Process Start?Have an Executive Sponsor or Recruit OneExecutive Steering CommitteeInvolvement of key stakeholders
  • 11. When Should the Process Start? Early and effective portal governance is crucial. Implement portal governance properly, and you are well on your way to helping ensure your portal investment will deliver on its promise. Ignore or under-appreciate governance, and your portal investments could be in jeopardy. Yes, this may sound dramatic. In our experience it is true. Designing process – the processes need to be in place before the technical governance. Have people in place for legacy systems deciding what to move, what is important. People and process should be in place before technical implementation.© SAP AG 2007, Title / First Name Last Name / 14
  • 12. When Should the Process Start?Have an Executive Sponsor or Recruit OneExecutive Steering CommitteeInvolvement of key stakeholders
  • 13. Have an ExecutiveSponsor or Recruit One"Without a sponsor, the project willdie," says Mike Yonker, CFO of InFocus Systems Inc.,
  • 14. Why Executive SponsorshipWhat They DoInvolvement of key stakeholders
  • 15. Why Do We Need Executive Involvement Because based on current successes, without Executive visibility and leadership, the portal projects are inclined to fail. They help… To Provide Vision to the project from a Corporate level To give project credibility To help facilitate buy-in from other LOB’s Address cultural process Business change Remove barriers; Leverage enterprise-wide resources; Act as chief evangelist To Work with – external third parties as well as – internal stakeholders to expedite and resolve issues that require the highest executive level involvement such as contract amendments. – The Executive Sponsor will participate on the Executive Steering Committee and will be a project champion and promote the visibility and credibility of the project.© SAP AG 2007, Title / First Name Last Name / 18
  • 16. What If…You don’t have executivesponsorship?
  • 17. Get Executive Sponsorship… Here is the hard part. How do you influence someone who is above you in the organizational pecking order? The answer lies in what comes before the critical moment when you require the services of your executive resource. How have you positioned the change initiative with the executive? How have you positioned your relationship with the executive? What are your channels of communication? In other words, how many preparatory deposits have you made in the relationship account so that when a withdrawal is necessary you are covered?© SAP AG 2007, Title / First Name Last Name / 23
  • 18. When Should the Process Start?Have an Executive Sponsor or Recruit OneExecutive Steering CommitteeInvolvement of key stakeholders
  • 19. Executive SteeringCommittee
  • 20. Executive Steering Committee… Made up of primary stake holders in the success of the portal. – Should be cross-functional with key business executive involvement Should be formed as early in the envisioning and planning of the deployment as possible. To participate in the discovery process for identifying and prioritizing the key applications to deploy. This executive meets occasionally to review the portal strategy and status of high-level issues. – The primary objective for this team is to ensure that the strategy aligns with the key business imperatives of the organization. – This team might also be involved in reviewing other key IT initiatives as part of a general IT governance and strategy team.© SAP AG 2007, Title / First Name Last Name / 27
  • 21. Involvement of Stakeholders© SAP AG 2007, Title / First Name Last Name / 29
  • 22. 01 What is Portal Governance02 Why Do We Need Governance03 Starting the Governance Process04 What Needs to be Governed05 How is it to be Governed06 How Do We Grow Governance07 How Do We Enforce Governance08 How Do We Measure Its Success
  • 23. Portal Governance at SAP: What’s part of it?One single Corporate Portal as a global and individual access point to information, collaboration and application services© SAP AG 2007, Title / First Name Last Name / 31
  • 24. Define Governance Deliverables – Example RolesMake the Master ListTurn It Into a Project Plan
  • 25. Why Roles…? Roles built in the portal represent ‘what people do’, thus enable the content they will have access to. Controlling the development of roles through governance automatically advocates governance for everything which makes up a role. Having a baseline role development strategy, makes the process of implementing governance speedier and easier. Portal Roles are a classification of portal users! Portal Roles do not provide any portal content but dictate the content to be displayed and used! Portal Roles are based on company structures instead of user specific tasks.© SAP AG 2007, Title / First Name Last Name / 34
  • 26. List Processes, Task and Objects for each… IA and roles : w w 44 scope as heads start for both - w w 26 heads start fyi as follow s handoff biz packages: pankaj and leland starting w w 23 content head start - check w ith brian proposed lead larry bob/rus Kyle Vineet (include ktbr in team) (include ktbr-COG in team) (include ktbr in team) roles governance defined content governance biz packages (7 Process deliverables establish EP governance WW seq (6 processes ) LOE ww seq defined ( 10 processes) LOE ww seq processes) LOEIdentified 8 w eeks --> 5 process for Bold - detailed identify if existing governance process for role naming w eeks due to head kickoff activity: define naming include in content determining BPKG deliverables in place (as is) done 2 convention start n/a convention for content migration process 1 need 8 w eeks roundout task: implement 3 w eeks - w ithout kickoff activity: group process question to be asked for process for black - reitterative tasks establish enterprise portal naming convention for in flight CW and MY Finance in to standards, policies and each process listed determining/selecting for each delierable governance core team w w 27 4a projects w w 44 gaps : TBD n/a processes below as its addressed 2 BPKG 8 w eeks process for introducing new Process for Importing create governance charter w w 27 3 roles 8 w eeks 2 content publishing process OC reuse - 8 w eeks 3 BPKG 8 w eeks 8 w eeks --> 5 Process for determine how governance w ill w eeks due to head metadata process (KM taging, distribution/usage of be managed w w 28 1 process for role structure start 3 document tagging) 10 w eeks 4 BPKG 8 w eeks establish governance sub teams (team leads, team process for employee process for BPKG members,roles) w w 28 5 attributes governance 8 w eeks 4 content creation process OC reuse - 8 w eeks 5 baselining 8 w eeks guiding principle : w hat process for migration of in 8 w eeks --> 5 skel skeleton 4 w eeks -- implement baseline 3 w eeks - determines need for flight Roles to 3T strategy w eeks due to head eton 2007 4 w eeks to process for in flight w ithout government w w 29 4 governance start stru w orksets governance process roundout 5a projects (catch up CW and guiding principle: governance Process for enternance criteria w w 29 6 process for w rapper roles 8 w eeks 5 usage rules processes 10 w eeks 6 maintaining/changing 8 w eeks sub team member r&r (list process for BPKG CAIRO) w w 29 define process scope 4 hours H1 w eb parts library process 10 w eeks 7 archiving 8 w eeks determine the governance process template to be used by content archiving & EOL all subteams w w 30 define process steps 3 w eeks H2 (delete) process 10 w eeks define process scope 12 hours identify dependant governance needs w w 30 define line of accountability part of the above H1 page governance process 10 w eeks define process steps 3 w eeks Work w ith dependant governance ow ners on next collaborative application define line of part of steps TBD create a process flow chart 12 hours H2 governance 10 w eeks accountability the above update enterprise portal ratify process w /governance create a process operating model w w 31 core team 1 w eek 1 content migration process 10 w eeks flow chart 12 hours subset of determine policy and standard establish change control for governance core team document ratified process 12 hours define process scope 12 hours ratify process 1 w eek noted as a sub team output: process process step document ratified ongoing ow nership identified for each baseline process 4 hours define process steps 4 w eeks process 12 hours sub team output: change communicate process - to control processes in place TBD teams/PMO 1 w eek define line of accountability part of the above baseline process 4 hours final output: governance noted as a guidelines f or f uture projects in process step communication process - to communicate process place for each TCM same as above create a process flow chart 1 w eek - to teams/PMO 1 w eek final output: governance guidelines communication implement governance communication modal in place TBD methodology 2 w eeks ratify process 1 w eek process - to TCM 1w eek implement monitor process for included in process governance improvement ongoing document ratified process flow methodology TBD sub total process monitor process for duration 7-8 w eeks baseline process 4 hours improvement TBD communicate process - to sub total process 7-8 teams/PMO 1 w eek duration w eeks communication process - to TCM same as above implement governance methodology 2 w eeks monitor process f or improvement TBD sub total process duration 9-10 w eeks © SAP AG 2007, Title / First Name Last Name / 47
  • 27. Example of Governance Tasks create naming convention LOE collect BKMs from other companies ww22 learn the naming convention in place for rev1 IA (if) ww21 get BAO common list of roles ww22 identify which data elements in portal role name (~120 positions) need to be governed ww23 create a pattern for initial scope ww23 determine who owns naming convention ww23© SAP AG 2007, Title / First Name Last Name / 48
  • 28. Tasks – Processes and Responsibilities Each Deliverable has two elements: Tasks Processes Processes A process was needed to enforce the criteria set Sometimes a process needed to be identified to develop the criteria Tasks Had Deadlines Responsibilities Who was responsible for achieving the results Group responsible for defining the process and/or criteria© SAP AG 2007, Title / First Name Last Name / 49
  • 29. Project Plan with Due Dates and Responsible OwnersID Task Name WW Duration Start1 ESP Enterprise Portal 245 day Mon 62 Governance 245 day Mon 63 Establish Foundation ww27- 40 day Mon 64 Identify Governance "A don 1 day Mon5 Establish Core team ww2 5 day Mon6 Create Governance cha ww2 5 day Mon7 Determine how Govern ww2 5 day Mon8 Establish Governance S ww2 5 day Mon9 Define sub team memb ww2 5 day Mon10 Define guiding principle ww29- 10 da Mon © SAP AG 2007, Title / First Name Last Name / 50
  • 30. Method of and Whodoes the Governance?
  • 31. e? nanc eG over do es th h o wa nd W HoCentralized GovernanceDecentralizedRepresentativeRoles and Responsibilities
  • 32. Centralized Governance Model Governance models traditionally fall into the category of centralized – In a centralized approach, a small team of employees that have the skills and knowledge needed, both technical and business, are in charge of managing the portal. This centralized team is responsible for gathering the requirements from all potential portal users and building the portal to suit these stakeholder’s needs. – By keeping the process centralized, it is only necessary to train a small team on the various functionalities of the portal software. – Therefore, decision-making becomes easier and more uniform, clear accountability and authority exists, and costs can be kept lower. – However, there are several drawbacks to this approach as well. One major drawback in many smaller organizations is that it may be infeasible to solely dedicate resources with the necessary skills to maintain and enhance the portal. – In addition, a centralized approach may slow development and add a bottleneck as the small staff cannot keep up with requests from stakeholders. – Furthermore, a centralized team may not contain the breadth of knowledge necessary to truly personalize a portal for an organization of diverse stakeholders and business areas.© SAP AG 2007, Title / First Name Last Name / 55
  • 33. Decentralized A Decentralized Approach Though inherently more complex, – better suits the needs of many organizations. – The decentralized approach gives business units more flexibility by putting portal capabilities such as content management and portlet development directly under their control. – The decentralized approach takes advantage of the portal’s natural capacity to serve multiple types of users, allowing these various stakeholder groups to build the portal to suit their own needs. – With these benefits, however, come the risks that a decentralized governance model is much more difficult to manage and may result in inconsistent decision- making and development. – In addition, a decentralized approach requires a cultural change in most organizations, with new portal-related responsibilities falling on the shoulders of already busy existing employees.© SAP AG 2007, Title / First Name Last Name / 56
  • 34. Representative Another option is a Representative of the two approaches known as the Loose-Tight Governance model. – In this scenario, a small team of dedicated resources maintain administrative responsibilities over the portal and are responsible for portal governance and the publication of policies and procedures. – In addition, these dedicated resources are responsible for training stakeholder groups and “marketing” the portal to them. – In the Loose-Tight scenario, this small team of dedicated resources allows a centralized portal team to set guidelines that ensure the portal is effectively developed and deployed. – At the same time, it will provide stakeholder groups and end users with the capabilities and guidance necessary to personalize the portal to suit their own needs and interests, but in a manner that is deliberate and beneficial to the entire portal audience.© SAP AG 2007, Title / First Name Last Name / 57
  • 35. Portal Governance Models There are three primary governance models: decentralized, representative and centralized. There’s no one governance model that fits all. SAP‘s choice: Decentralized Representative CentralizedCentral body does not exist or has Governance body or bodies consist of More “command and control” —minimal decision making authority. business representatives from across centrally oriented decision makingOnly responsible for overseeing top- lines of business. processes and power structure.level site and providing basic Central body is responsible for Central body makes the decisionsnavigational links to lines of business. decisions related to creating a unified related to areas such as standards,Each line of business is responsible image, branding etc.; some degree of functionality, funding and hosting.for their own eBusiness/portal standardization implemented to Information flows from central bodygovernance strategy and structure. achieve consistency and economies of to lines of business. scale.Almost no information flow orinteraction between the autonomous Central body may provide someunits. high-level decisions relating to the flow of information and funding, but most substantive content/functionality decisions are made at the line of business level. Information flows mostly between units and corporate, not between units © SAP AG 2007, Title / First Name Last Name / 58
  • 36. SAP’s Model Decentralized Centralized Portal Portal Lead Governance Lead incl. information governance Content Business Collaboration Collaboration Role Owner KM Consultant Role Manager Area Manager Manager Coordinator Technical Role Owner Publisher Room Lead (TRO) Collaboration Author Room Member End-User Professional Community© SAP AG 2007, Title / First Name Last Name / 59
  • 37. SAP best practice example© SAP AG 2007, Title / First Name Last Name / 60
  • 38. Org Chart LayoutHow Portal Org Fits into CompanyOrg Chart
  • 39. Executive Steering Committee Org Chart Governance LOB A LOB B LOB C Portal Lead Portal Lead LOB A Role Manager Role Manager Portal LeadRole Manager Content Area Manager Content Area Manager CAM Business Role Owner Business Role Owner BRO COLL BRO COLL Technical Role Owner LOB A BRO Portal LeadRole Manager Technical Role Owner CAM BRO BRO Technical Role Owner BRO Collaboration Manager Technical Role Owner BRO Technical Role Owner BRO Technical Role Owner The roles expressed are not an COLL indication of head count. The LOB A Portal Lead number of roles and types will beRole Manager determined by the complexity of the CAM BRO organization and the work load. COLL © SAP AG 2007, Title / First Name Last Name / 79
  • 40. SAP Portal Governance Org Chart© SAP AG 2007, Title / First Name Last Name / 80
  • 41. SAP Portal Governance Org Chart© SAP AG 2007, Title / First Name Last Name / 81
  • 42. SAP Portal Governance Org Chart© SAP AG 2007, Title / First Name Last Name / 82
  • 43. SAP Portal Governance Org Chart© SAP AG 2007, Title / First Name Last Name / 83
  • 44. SAP Portal Governance Org Chart© SAP AG 2007, Title / First Name Last Name / 84
  • 45. SAP Portal Governance Org Chart© SAP AG 2007, Title / First Name Last Name / 85
  • 46. Process Flow
  • 47. Process Flow LOB Governance Flow Governance Baord Implement Implement Reques? Request? No No Yes Yes Portal Lead Receives input Terminate Communicates to Terminate Acknowledges Valid Reques? No Valid Request? No from BRO Request PL Request Confirmation No Business Role Role Content Owner Gets Input from fits into Updates Change Works with TRO End-User on an Receives Details Evaluates Governance Managerment for Details ongoing basis Model? Yes Role Manager Technically Implements Feasible w/in No Change Governance? Yes Technical Role Owner Implements Request End User Interacts with Communicates / managers/user for Trains end-users / Role requests feedback© SAP AG 2007, Title / First Name Last Name / 88
  • 48. Introduction01 What is Portal Governance02 Why Do We Need Governance03 Starting the Governance Process04 What Needs to be governed05 How is it to be Governed06 How Do We Grow Governance07 How Do We Enforce Governance08 How Do We Measure Its Success
  • 49. What Do We Mean? Being able to encourage other LOB’s to join the portal and take ownership of their content. To be a partner along with the other LOB’s to encourage the best information possible to the users. Cannot Mandate Even if participation is mandatory – In some instances, the enterprise will announce the ‘new’ portal and participation is not an option, this is the ‘new’ company way. Encouragement to participate is still necessary LOB’s need to take ownership of their content LOB’s need to not only govern their LOB, but help govern the entire portal for the everyone’s benefit.© SAP AG 2007, Title / First Name Last Name / 90
  • 50. Communication approach Inside-out communication with one voice Close cooperation with SAP Global Communications Line of Business specific and regional communication done by local teams with support and guidelines from the Corporate Portal team Communication tools / means include Program newsletters (mail) Surveys for pilot users Regular updates (Board updates, SAP News publication, mail, broadcast,…) Corporate Portal team BU / LoB Given the duration of the Program, a deliberate Communication decision not to involve too big user groups too Editors / Pilot early Users Corporate Portal End Users For general availability in October 05, message was reinforced by a communication sent from CEO to all employees / users in each region according to the go-live schedule© SAP AG 2007, Title / First Name Last Name / 91
  • 51. Platform for joint decision making: Focus GroupsFocus Groups have been established to drive topics of cross-functional interestthat need detailed expert knowledge and special dedication. Drive innovation and change Best practice exchange Create portal-related concepts, standards & guidelines Align on topics of cross-functional interest Preparation for decision making Company & My Work Focus Groups: Link between PSC and Portfolio Central Team: Overview of focus Self Services groups in 2006: Knowledge Management End-user orientation (incl. Collaboration, & Usability Search & Content (incl. Design Management) & Navigation) © SAP AG 2007, Title / First Name Last Name / 92
  • 52. Business Integration overviewRoles & responsibilities Corporate Portal Team Country / Business unit Business Integration Local Unit / BU level contact for project project management duration Local / business unit Standards & guidelines communication for content migration & Local / business unit role set-up SAPNet content Content download / analysis & clean up archiving tool for Business & usability driven Manual content approach SAPNet content migration Technical role set-up & Testing & Rollout provision of function description Coordination of resources providing Training materials content within country / Consult on content business unit structuring Business ownership 2nd level support related for defined backend-roles © SAP AG 2007, Title / First Name Last Name / 93
  • 53. Your Way to Portal Governance Definition Mobilization Integration Maintenance Assign Portal Lead BRO and CAM info Content Publisher Maintain portal (PL) sessions trainings governance (e.g. Define content scope Creation of role blue Role availability change of CAM) Portal governance Information/ print(s) Creation of new or Content application Structuring of existing updated content maintenance & Roles and new content improvement Appoint Business Role Assign Content Role maintenance & Owner (BRO) per role Publisher improvement Define Content Areas Assign Content Area Manager (CAM) Preparation of SAPNet Transition of existingTransition SAPNet transition SAPNet content How to grow Governance slide This is how we did it in SAP © SAP AG 2007, Title / First Name Last Name / 94
  • 54. Introduction01 What is Portal Governance02 Why Do We Need Governance03 Starting the Governance Process04 What Needs to be governed05 How is it to be Governed06 How Do We Grow Governance07 How Do We Enforce Governance08 How Do We Measure Its Success
  • 55. Office of the CEO: Pilot Enforcement Portal Governance Enforcement Methodology: Assignment Verification Communication Reduction Maintenance Review of Verify with Board area Collect Manage change existing assigned update information on within each governance set individuals Communicate content board area up with board change to end- publishing effort member / board Adjust users assistants assignments Evaluate publishing Assign community accountability reduction Evaluate shared services potential Place here Task finished for Office of the CEO link to org Roll-out publisher Currently in progress within Office of the CEO improved publishing model© SAP AG 2007, Title / First Name Last Name / 97
  • 56. Accountability - Transparency Goals Set Are Public Portal Governance Board Sets goals. The goals are published globally to All Portal Leads Accomplishments are Published Publicly – With Executive and Executive Steering Committee Visibility Accountability is mandatory with Portal Board and and Executive Sponsor The portal sheriff dashboard – excel sheet to put in things which do not conform to policy.© SAP AG 2007, Title / First Name Last Name / 98
  • 57. SAP best practice example Portal Governance: Publishing Centralization Target to reduce amount of publishers to 700 (equals a publisher/employee ratio of 1/53**) Overall, the number of Content Publishers has been reduced by 74% Centralized Publishing Teams Office of CEO established F&A in preparation, starting January 07 HRPP established GSS shared services pilot in preparation # of # of Publishers # of Current # of Publishers Line of Business Publishers according to ~Target Employees in Publisher / 12/06 01/06 survey 03/06 LoB Employee RatioOffice of the CEO 87 41 6 6 284 1 / 47Research & Breakthrough Innovation 120* 66 90 33 1 641 1 / 18Product & Technology Group 853 318 291 152 8 106 1 / 27Sales & Marketing 450* 220 56 118 6 249 1 / 112Field Services 100* 69 20 220*** 11 776 1 / 588Global Service & Support 400* 325 200* 128 6 807 1 / 34Finance & Administration 310 133 4° 11 564 1 / 141HR, Processes & Production 602* 296 6 32 1 741 1 / 290 Total SAP 2 869 1 487 673* 700 37 168 1 / 55*approximates **assigned individuals, not FTE! *** Field Services promotes moderated communities, set-up in progress° F&A central publishing services team starting January 2007© SAP AG 2007, Title / First Name Last Name / 99
  • 58. Content quality improvement initiativeStatus update – Improvement Solution Ratio – cutoff date: 05.07.06 Total Solution Ratio / Status Total Solution Ratio / StatusCross-Role Entries May 1st month June 1st monthCompany 7 29% 61 n/aCollaboration 11 0% 0 n/aPortfolio 0 n/a 0 n/aEmployee Services 18 17% 18 n/aWorkspacesOffice of the CEO 61 0% 10 n/aResearch & Breakthrough 62 0% 16 n/aInnovationProduct & Technology Group 38 21% 62 n/a Legend:Sales & Marketing 11 0% 0 n/a Solution- Ratio after:Field Services 26 0% 10 n/a 1 month >25% 25%-15% <14%Global Service & Support 23 26% 10 n/a 2 months >50% 50%-40% <40%Finance & Administration 17 0% 66 n/a 3 months >75% 75%-65% <65%HR, Processes & Production 6 0% 31 n/a 4 months 100% 99%-90% <90%Total per Category 280 7% 284 © SAP AG 2007, Title / First Name Last Name / 100
  • 59. Introduction01 What is Portal Governance02 Why Do We Need Governance03 Starting the Governance Process04 What Needs to be Governed05 How is it to be Governed06 How Do We Grow Governance07 How Do We Enforce Governance08 How Do We Measure Its Success
  • 60. Measurement & Analytics Initiative Measurement & Analytics Objective: to provide transparency and decision Initiative support on all stages of the content life cycle Highlights/Main requirements: Report provision within three dimensions: 1. Target group: Region, Role, Job, Hierarchy 2. Frequency: Hour, Week, Month 3. Measure: Hits, Downloads, Usage, Self-service report provision according to responsibility within governance model Status: Concept verification through upcoming focus group in Feb ’06 First deliverables expected with next Corporate Portal release April 29th. Evaluate Define process process & Business Business Blueprinting Realization Availability and tool technology Alignment Alignment maturity clusters© SAP AG 2007, Title / First Name Last Name / 103
  • 61. SAP best practice example Stability KPIs KPIAvailability May June July Aug. Sep Oct. Nov. Dec. KPI Productivity May June July Aug. Sep Oct. Nov. Dec. Single nodes restarts KPI May June July Aug. Sep Oct. Nov. Dec. © SAP AG 2007, Title / First Name Last Name / 107
  • 62. SAP best practice example Performance KPIs - localLogin KPI May June July Aug. Sep Oct. Nov. Dec.Navigation KPI May June July Aug. Sep Oct. Nov. Dec. KPIDownloaddocument May June July Aug. Sep Oct. Nov. Dec. *Calculated with business hours only© SAP AG 2007, Title / First Name Last Name / 108
  • 63. SAP best practice example Usage Statistics Top 20 Portal Page Hits Nov pos. Unique Visitors on Corporate Portal New Corporate Home (before login) 2.508.237 46.500 Old Corporate Home (after login) 1.396.266 46.000 45.500 Employee Services (ES) - Overview 432.821 45.000 ES - Personal Data 142.614 44.500 44.000 ES - Compensation 113.659 43.500 Collaboration Rooms (CR) – Home 103.909 43.000 August September October November ES - Learning 101.977 ES - Overview Purchasing 91.245calculated of all portal page hits, Content Management pages not included My work tab 77.586 ES - Vacation & Time Off 66.296 Penetration ES - Benefits 64.773 ES - Hardware & Software 60.773 45.800 47.700 user in potential user CR - Documents & Links 50.337 November CR - Documents inner 50.336 ES - IT-Services Overview 46.067 96% ES - Internal Opportunities 34.247 ES - Travel 31.487 Company - Local News 26.917 ES - Time & Expense 25.833total Corporate Portal User: 47.700 ~44805 D-/I-User ~2886 C-User ES - Bulletin Boards 23.613 © SAP AG 2007, Title / First Name Last Name / 109
  • 64. Final Thoughts
  • 65. Portal Governance: Potential Challenges and Risks Research and work with other company executives has shown several impediments to achieving and sustaining early gains Business acceptance of new governance model: Portal governance seen as one-time effort but is a ongoing task (history repeats itself). Cross-topics require a large portion of alignment work that might affect timelines. Attempt to establish a shared financing and project management between Business and IT is sometimes difficult. Inability to give Portal initiatives the right priority among the maze of other change initiatives. Lack of clarity around roles, responsibilities surrounding Portals. Discomfort with the level of risk around making decisions with incomplete information and less-than-precise analysis. Incentive plans that do not reflect the expectations around the Portal’s utilization. Approval processes that are too slow for identifying, selecting, funding and attacking Portal opportunities.© SAP AG 2007, Title / First Name Last Name / 111
  • 66. Governance – Final Thoughts There’s no one governance model that fits all – just commit to a pragmatic one and understand that it will evolve Leverage existing governance structures and people where possible, but… … don’t be afraid to design new ones Strong executive involvement is critical Be aware of, and prepared to challenge, your culture© SAP AG 2007, Title / First Name Last Name / 112
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