Novell Teaming Use Cases

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  • The Durango release is planned for the second half of 2010. This release will see significant improvement to the user experience, simplifying the ability to brand with corporate colors and graphics that match company web standards. The left navigation and menu structure will be simplified based on user feedback from the release of Teaming 2.0. User profiles will be enhanced (think of LinkedIn) to improve skills and expertise location. A simple organization chart will be added to allow for quick access to organizational data. The long awaiting integration of GroupWise calendars and tasks with Teaming calendars and tasks will be addressed. This will be done via a new Teaming connector using Novell Data Synchronizer. The presence and conferencing integrations will be updated to work with GW Instant Messenger and Novell Conferencing. This will facilitate a more seamless collaboration experience for the end user. Document management capabilities will be improved by introducing major and minor version,s entry level access control and entry versioning. This will help GW DMS customers that are looking to migrate to Teaming as well as provide commonly requested document management improvements.
  • The Durango release is planned for the second half of 2010. This release will see significant improvement to the user experience, simplifying the ability to brand with corporate colors and graphics that match company web standards. The left navigation and menu structure will be simplified based on user feedback from the release of Teaming 2.0. User profiles will be enhanced (think of LinkedIn) to improve skills and expertise location. A simple organization chart will be added to allow for quick access to organizational data. The long awaiting integration of GroupWise calendars and tasks with Teaming calendars and tasks will be addressed. This will be done via a new Teaming connector using Novell Data Synchronizer. The presence and conferencing integrations will be updated to work with GW Instant Messenger and Novell Conferencing. This will facilitate a more seamless collaboration experience for the end user. Document management capabilities will be improved by introducing major and minor version,s entry level access control and entry versioning. This will help GW DMS customers that are looking to migrate to Teaming as well as provide commonly requested document management improvements.
  • Novell Teaming Use Cases

    1. 1. Novell Teaming Customer Use Cases Rob Luhrs Consultant , Novell Teaming [email_address] Tracy Smith Product Manager, Novell Teaming [email_address]
    2. 2. Team Challenges – Dispersed Teams – Information Overload – Finding Information – Leveraging Resources GW TM CN IM GroupWise Teaming Conferencing Instant Messenger
    3. 3. Customizable Workspaces Relevance Dashboard Social Tools Robust Workflows Content Management Components User-based Access Control Teaming 2
    4. 4. Teaming: Key Success Areas Knowledge Repository Document Management Project Collaboration Process Automation New: Intranet Replacement/Augmentation Customer Themes / Profiles Distributed Teams, Security and Identity, Knowledge Retention, Collaboration vs Sharing, Cost, Support, Experience, Open & Flexible
    5. 5. Validation “ Teaming brings very strong capabilities for workspaces and collaborative application development, particularly in the area of workflow” — The Forrester Wave™: Collaboration Platforms, Q3 2009 Rob Koplowitz , Forrester Analyst, United States Novell Teaming 2 Named a Leader in Forrester Wave Report
    6. 6. Energy Solutions Company Size : Large Enterprise 10,000 + Challenges and Pain Points <ul><li>Searching for a way for cut down on travel costs, managing a large and distributed workforce, particularly in the areas of problem resolution and knowledge management. </li><ul><li>These issues are exacerbated by the fact that employees change jobs every 3-4 years, </li></ul><li>Improve knowledge management,
    7. 7. Foster collaboration between E&P experts,
    8. 8. Increase the efficiency of operations worldwide. </li></ul>
    9. 9. Energy Solutions Company Why Teaming? <ul><li>Teaming allowed for the realization of substantial production savings each year by facilitating improved global information sharing and problem solving through: </li><ul><li>More efficient communications and information management
    10. 10. Enhanced information gathering and sharing
    11. 11. Improved project management
    12. 12. Accelerated progress on project issues
    13. 13. Easier access to project material </li></ul><li>Using Teaming, 13 communities of practice were formed; three big communities, which cover the total core upstream business, and 10 smaller ones for the supporting cross disciplines, including Finance, Procurement, HR, IT, and Health, Safety & Environment. These communities now encompass more than 16,000 users. </li></ul>
    14. 14. Energy Solutions Company Lessons Learned <ul><li>Communities of practice are knowledge networks that make up much of the intellectual capital in company.
    15. 15. Some people raise questions on the issues they are facing, while others offer solutions that can be directly applied to help achieve resolution. All questions are posted in a “high traffic” area. On average, a question posted will generate three or four answers within 24 hours. After 30 days the questions and answers are archived according to subject matter, creating knowledge bases that get populated and updated automatically by the community through their Q&A process.
    16. 16. In fact, encouraging users to search the archives, their knowledge base, works as their first step toward getting answers to questions or gaining insight for resolving issues. </li></ul>
    17. 17. City Government Size : 50 -> 450 -> ++ Challenges and Pain Points <ul><li>Better management and sharing of information on projects and between departments.
    18. 18. A lot of collaborative work down between local governments. A lot of meetings. Follow up information is shared via email. </li><ul><li>Information is not managed, gets lost and can't find latest version </li></ul><li>Police use twitter to communicate to citizens and same with other city. </li><ul><li>Not an effective way to share information between shifts. </li></ul></ul>
    19. 19. City Government Result <ul><li>Best benefit is consolidation of information.
    20. 20. Teaming has been the most productive method to manage projects. </li><ul><li>Anything related to projects is stored in Teaming
    21. 21. Because it (Teaming) was a new tool (have tied many) it was hard to get people to try it.
    22. 22. It was difficult from the project management side. Its hard to get them away from MS Project. They don't really track resources and use gant charts. But there is a lot of information to track. Tried using a lot of tools and processes to manage projects. </li></ul><li>One department that didn't accept Teaming 1 took to Teaming 2 quickly simply because of the UI improvements. No new requirements from department. </li></ul>
    23. 23. City Government Result - Cont. <ul><li>Very disciplined in getting people to work out of Teaming and not use email. Started to really find success after a month.
    24. 24. Don't really have ad hock workspaces. The organization is tightly controlled so things don't get out of control. </li><ul><li>Access controls are more managed by someone with training on the organization instead of just opening it up to all. </li></ul></ul>
    25. 25. City Government Future Plans and Needs <ul><li>Biggest initiative is the police web site.
    26. 26. Really looking forward to Calendar and Task sync with GW
    27. 27. Wants survey improvements to replace Survey Monkey
    28. 28. Improve land page layout and functionality
    29. 29. eGuide functionality
    30. 30. Plan to replace Wordpress Intranet with Teaming
    31. 31. Implementing ifolder very soon. Teaming and ifolder are mobile strategy.
    32. 32. Joint collaborative efforts between police departments.
    33. 33. Be nice to create temporary user accounts that expire. Want to keep their content but don't need a unique license for them. </li></ul>
    34. 34. County Government Size : 200 -> 3000 -> ?? Challenges and Pain Points <ul><li>Right now as people work together they email it
    35. 35. The county is 30+ companies in one
    36. 36. Need a central place that can span agencies
    37. 37. Need a more affective way to share and collaborate information
    38. 38. Its not only our agencies, but others: Office of emergency, committee that provides input from outside people, cities agencies, state agencies, public, air pollution control </li></ul>
    39. 39. Council Government Size : 275 -> 20,000+ Challenges and Pain Points <ul><li>Really need to try and pull the information in one place so everyone can have access to it
    40. 40. Need a way to pull all the file shares together.
    41. 41. Need to provide a more mobile solutions to allow people to log in from home
    42. 42. Need to get a handle on the information, quality, storage, version, official, what is the latest
    43. 43. Hundreds of thousands of files just in IT, operational support guides, project doc, support stuff, processes and more
    44. 44. Geographic issues – over 400 sites </li></ul>
    45. 45. Council Government Results <ul><li>“ On the whole we are quite happy”
    46. 46. Primary Purpose for Teaming is Doc Asset Library
    47. 47. This helps with the mobile goals – allows people to log in from home
    48. 48. Use the system to manage projects and will work with the librarians who will have the only access to edit the documents
    49. 49. In the workspaces there are controlled documents then more open area that the team contributes to
    50. 50. Each team site will have an area, that now includes discussion groups.
    51. 51. Have their own version method and does not use the Teaming version feature.
    52. 52. Personal workspace, calender, files folder (f drive), task, limited personal data and doc review process. </li></ul>
    53. 53. Council Government Competitive Notes <ul><li>There was real focus on SP for about 6 mo and just couldn't get it to work
    54. 54. They were getting ready to role it out but really felt like they had to give up just way too much was being sacrificed.
    55. 55. They even had some AD issues, got it working at some point but different password and user name and required domain name because of the system set up
    56. 56. It just was not feasible to go forward with the solution that they had built with SP. It just was not working for their core need which was Doc Management
    57. 57. If Teaming was not there, they were prepared to completely dump all the SP work and look at something else.
    58. 58. They bought designer, and then was trying do everything with the free version SP </li></ul>
    59. 59. IT Solutions Provider Size : 500+ Challenges and Pain Points <ul><li>This Government Agency was in charge of answering RFP's from other Agencies. This process was taking up to 18 months from RFP to delivered proposal (not including implementation).
    60. 60. This business proposal process touches nearly every aspect within the agency, thus it was critical that the solution fully satisfy business process needs across the entire organization. </li></ul>
    61. 61. IT Solutions Provider Why Teaming? In order to successfully manage the consolidated, centralized business functions required to support a state-of-the-art, highly automated business process, a software solution that provided the following capabilities was required: <ul><ul><li>Automated, event-driven process flow with specifically formulated business rules
    62. 62. Event notification and message management with guaranteed and often simultaneous delivery
    63. 63. An interconnected document management/retrieval system, which supports multiple standard document formats
    64. 64. Easily accessible audit, status, and metric reporting, including notification for out-of-bounds conditions
    65. 65. A search engine to provide knowledge management capabilities and support record/data research </li></ul></ul>
    66. 66. IT Solutions Provider Lessons Learned <ul><li>After evaluating various options, it was determined that Teaming provided the best solution for addressing the complex requirements of the initiative.
    67. 67. Novell providing the software, installation, training, and implementation consulting services required to install, deploy, and maintain the system.
    68. 68. Has resulted in the 18 month process being cut down to a 3 month process.
    69. 69. Future work is underway, to enrich the Implementation process as well as the reporting capabilities of the software. </li></ul>
    70. 70. Novell Teaming Library www.novell.com/teaming_library See complete library at:
    71. 71. The Road Ahead <ul><li>Simplified user experience
    72. 72. Customizable look and feel
    73. 73. Tight Novell product integrations
    74. 74. File system integrations
    75. 75. 3 rd Party product integrations
    76. 76. Off-line Access
    77. 77. Distributed environment
    78. 78. Enterprise Search
    79. 79. Document and Records </li></ul>THE NEXT 3 YEARS Note: Shorter Release Cycles
    80. 80. Novell Teaming “Durango” User Experience Improvements <ul><li>Easy site branding ▪ Simplified menus and navigation
    81. 81. Easy editor ▪ Enhanced user profiles </li></ul>Novell Integrations <ul><li>Novell GroupWise calendar and tasks
    82. 82. Novell Conferencing
    83. 83. Novell GWIM presence </li></ul>Document Management <ul><li>Major / minor versions
    84. 84. Entry versioning
    85. 85. Entry access controls </li></ul>
    86. 86. Novell Teaming “Durango” End of Summer 2010
    87. 88. Unpublished Work of Novell, Inc. All Rights Reserved. This work is an unpublished work and contains confidential, proprietary, and trade secret information of Novell, Inc. Access to this work is restricted to Novell employees who have a need to know to perform tasks within the scope of their assignments. No part of this work may be practiced, performed, copied, distributed, revised, modified, translated, abridged, condensed, expanded, collected, or adapted without the prior written consent of Novell, Inc. Any use or exploitation of this work without authorization could subject the perpetrator to criminal and civil liability. General Disclaimer This document is not to be construed as a promise by any participating company to develop, deliver, or market a product. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. Novell, Inc. makes no representations or warranties with respect to the contents of this document, and specifically disclaims any express or implied warranties of merchantability or fitness for any particular purpose. The development, release, and timing of features or functionality described for Novell products remains at the sole discretion of Novell. Further, Novell, Inc. reserves the right to revise this document and to make changes to its content, at any time, without obligation to notify any person or entity of such revisions or changes. All Novell marks referenced in this presentation are trademarks or registered trademarks of Novell, Inc. in the United States and other countries. All third-party trademarks are the property of their respective owners.

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