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SharePoint Governance. Stop features thinking,
 

SharePoint Governance. Stop features thinking,

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Stop talking about features, features, features in your SharePoint Governance.

Stop talking about features, features, features in your SharePoint Governance.

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  • Enough about me, let’s talk about you.Enough about you lets talk about sunshine
  • SP governance + successful delivery = as much art as sciencePractioners need Deep product expertise and technical skill Deep understanding of the softer side of SP delivery , the more HUMAN facets
  • Really nice features, nice interface, we (as IT people love it)
  • Like on a ship, you need to know where you are heading for. BUT… everybody is working individually, there is no focus on the destination.People navigate, people clean the deck, people prepare food, ..It is to technical……..Latin: gubernatio (“‘management, government’”), Ancient Greek kubernesis, "steering, pilotage, guiding" < kubernao, “‘I steer, drive, guide, pilot’”).If your read the definition of SP governance and you need to take an extra breath, then it’s TOO long
  • Confusing means with the end. Governance = word in green star that should provide the meant to an end.Define governance: 3 – 4 paragraph definition that covers everything-> confuse problems tend to be slipperyDeep explanation (fundemental) Invent other wordPut a painpont in the star, definition doesn’t matterWhat is present stateMany Future states, why this one
  • PS  Stop FAP (Fixed Action Pattern)A user is explaining his business case, and you just start interfering his talk and explain your idea because you think understand the need. While of course, listening is GOLD
  • Who recognizes this diagram?
  • Project handling like this would work in case of Project is upgrade Exchange server. Or upgrade SQL serveranybody did a thesis? first 25% library next 25% reading + thinking then anayses then write it?
  • Suggest potential problem to understand the solution better
  • Understand the problem Brain surgery for headache?
  • THE PROBABILITY OF PROJECT SUCCESS IS INVERSELY PROPORTIONAL TO THE TIME TAKEN TO COME UP WITH A MEASURABLE KPI
  • Big project
  • How can you be sure that you (as IT) are providing the right enabler for his?YOU CAN’TIf you ask stakeholders their opinions, chances are that they vary. Examples of “improved collab” would be : Adoption of a social networking technology in the enterpriseBeing able to track telastes status of a projectBeing able to find a person with a specific expertise to help you solve a particular problemDealing with multiple future states is not only a SharePoint Governance challenge, it is the key challenge to ANY successful project
  • You can invert it, and if it makes no logical sense (Platitude is like a mirage. It looks like a goal, but in reality it is nothingOperational
  • Do the inversion test
  • If you’d have it, what would it look like.
  • Project across time.Y=uncertainty. Projects and teams usually go through a cycle of divergent thinking, followed by a period of convergent thinking as the team becomes more aligned with and the problem is better understood.The point where divergence ends and convergence starts is never clear, but what is clear is that the peak of is usually a time where project “chaos “ is at its peak
  • Certain projects tend to diverge sharply and significantly and convergence seems almost impossible. (SP projects)They are a result of varied implicit assumptions that stakeholders have about the difference SP would bring into organization
  • Front ends are upSQL is tunedLoad balancer is working perfectlyLatest Service packs are installled
  • a candle, some thumbtacks, a book of matchsticks + cork wallFind out if anyone has ever heard of the candle problem and if so, politely ask them to keep quiet at this stage.task is to fix the candle to the wall and light it so that the wax doesn’t drip onto the table or floor below.
  • The Opera House was formally completed in 1973, having cost $102 million.The original cost estimate in 1957 was $7 million. The original completion date set by the government was 1963. Thus, the project was completed ten years late and over-budget by more than fourteen times.
  • “The ‘Holy Grail’ of effective collaboration is creating shared understanding, which is a precursor to shared commitment”

SharePoint Governance. Stop features thinking, SharePoint Governance. Stop features thinking, Presentation Transcript

  • SharePoint GovernanceStop talking about features, features, features in your SharePoint Governance Patrick Sledz @patman2520 http://www.officeandbusiness.be
  • Register today and save $500 before August 1st Save the date: watch live stream, join local events by MSDN BeluxWin a ticket today at Communiday Day!• Take a picture wearing the BUILD t-shirt.• Tweet or blog the picture, link to www.buildwindows.com, use tag #bldwin and #comdaybe• Wear the t-shirt and be there for the closing prize draw http://www.buildwindows.com/
  • Patrick SledzGSM: +32 (0)475 330.003Email: Patrick@officeandbusiness.beTwitter: @patman2520Blog: www.officeandbusiness.be
  • Quick PollRaise your hand if you are :• A developer• An IT PRO• Project Manager• None of the above
  • Agenda• SharePain• A different approach to SharePoint Governance• Hashtag: #comdaybe
  • Acknowledgements
  • Why SharePoint
  • SharePain: The SharePoint project pain• “They don’t know what they want!”• “The requirements are too vague!”• “If only they had listened to me”• “Not another %$%$% meeting!”• “I was never consulted”• “This is ridiculous – it won’t work”• “How am I supposed to estimate that?“• “It was in the minutes – did you read it?”• “Well if everyone actually followed the process…”SharePain
  • A differentview ongovernance
  • ContextNeeded skills for SharePoint governance:• Deep product knowledge and technical skills• Deep understanding of the softer, more human facets of SharePoint delivery Guess which one do we suck at?
  • (SharePoint) Project pain…• “They don’t know what they want!”• “The requirements are too vague!”• “If only they had listened to me”• “Not another f#@%$ meeting!”• “I was never consulted”• “This is ridiculous – it won’t work”• “How am I supposed to estimate that?“• “It was in the minutes – did you read it?”• “Well if everyone actually followed the process…”
  • SharePoint is cool
  • Why does it look like this?
  • F-laws• “f-Laws are truths about organisations that we might wish to deny or ignore – simple and more reliable guides to everyday behaviour than the complex truths proposed by scientists, economists, sociologists, politicians and philosophers”
  • F-Law 1• THE MORE COMPREHENSIVE THE DEFINITION OF “GOVERNANCE” IS, THE LESS IT WILL BE UNDERSTOOD BY ALL
  • Governance = to steer
  • Steer where?Aspirational future state Present state
  • Steer where?
  • Steer where?
  • Steer where? MSFT and others
  • Steer where? MSFT and others This session
  • Takeaways f-Law 1• Governance is the means to an end• Begin with the end in mind and try to achieve this. This is governing• Don’t over-define it to understand it
  • F-Law 2• THERE IS NO POINT IN ASKING USERS WHO DON’T KNOW WHAT THEY WANT, TO SAY WHAT THEY WANT PS. There is even less point in thinking that you already know what they want
  • Knowing versus Learning
  • Knowing versus Learning
  • Knowing versus Learning
  • opportunity driven learning• “The truth about Einstein is he didnt arrive at his famous equation by complex mathematical reasoning. In fact, he didnt use mathematical or scientific reasoning at all!”
  • • “Einstein was intrigued by ‘holes’ in prevailing theories. He enjoyed posing ‘mind riddles’ to himself, just to see if present theories could satisfactorily explain them.• Einstein refused to give up until he solved the riddle. He didnt stay with this riddle for just a week or two, as you or I might have done. He didnt even quit after a year or two of racking his brain.• He stuck with the riddle for... • Joseph W. Graham
  • 10 full years! E=MC² 1895 1905
  • Takeaways• Expect fluid requirements• Expect scope changes• Involve stakeholders!• Expect resistance and pullback• Plan for prototyping• Be adaptable• Do not penalise people for their learning
  • F-Law 3 THE PROBABILITY OF PROJECTSUCCESS IS INVERSELY PROPORTIONAL TO THE TIME TAKEN TO COME UP WITH A MEASURABLE KPI
  • What project is this?
  • What project is this?
  • What project is this?
  • Takeaways If you cannot tell me the difference made byimplementing SharePoint, how can anyone else know the difference? Even if you can, how do you know that everybody else sees it the same way as you?
  • F-Law 4 MOST STATED GOVERNANCE OBJECTIVES ARE PLATITUDES – THEY SAY NOTHING BUT HIDE BEHIND WORDSPS. Most governance platitudes simply reflect the broader project platitude
  • Governance objectives
  • A gold medal winner platitude“The Montgomery Burns Award for OutstandingAchievement in the Field of Excellence"
  • If you cannot reasonably disagree with anobjective, or measure it, then it is a platitude“Most corporate mission statements are worthless. They often formulate necessities as objectives; forexample, "to achieve sufficient profit." This is like aperson saying his mission is to breathe sufficiently.” Russell Ackoff
  • SharePoint platitudes “Collaboration will be encouraged” “To provide an effective collaborative experience for our users”“Deliver a best-practice collaboration platform” “We are striving for operational excellence” “It’s a SharePoint project”
  • Disneyland for Platitudes
  • Disneyland for Platitudes
  • Disneyland for Platitudes
  • Disneyland for Platitudes
  • Disneyland for Platitudes
  • Divergence – Multiple Future states
  • Platitude tests“Our mission is to conduct all of our businesses,both energy and financial related, with four keyvalues in mind: respect, integrity,communication and excellence. All businessdealings must be conducted in an environmentthat is open and fair”.Enron Mission statement. Yep, that Enron
  • Platitude tests“To produce high-quality, low cost, easy to useproducts that incorporate high technology forthe individual. We are proving that hightechnology does not have to be intimidating fornoncomputer experts."(former) Apple mission statement
  • non platitudesWe are proving that through better informationmanagement, we can improve our customerrelationship and trust building without over-burdening our staff” It can be measured
  • non platitudes“We grow the organization while reducing emailvolumes and centralizing document storage” It can be measured
  • non platitudes“By building communities of practice, we provethat we can reduce information overload andallow our users to find the right expertise” It can be measured
  • non platitudes“By building communities of practice, we provethat we can reduce information overload andallow our users to find the right expertise” It can be measured
  • F-Law 5Confidence is the feeling you have until you understand the problem
  • Divergence & convergence Chaos zone
  • SharePoint projects Time
  • SharePoint Guy (YOU) Business
  • I(T) don’t see a tech problem
  • Functional fixedness
  • Different views. What is the subject of thispicture? Or SHOULD be the subject?
  • Why do (SharePoint) projects #FAIL?• Lack of user input• Incomplete requirements & specifications• Changing requirements and assumptions• Lack of executive support•• ASS Technology incompetence of They make an Lack or resources out U ME and• Unrealistic expectations• Unclear objectives• Unrealistic timeframes• New technology
  • Remember legacy, not scope (or cost)1957-> 7 MIO Completed 1973Delivery : 1963 cost $102 MIO
  • One “best practice” to rule them all• Ensure a Share understanding of the problem among ALL participant
  • SharePoint pitfalls• Pursuing boiling the ocean – Learning project versus knowing project• Jump to the “how” before the “what” – Technical implementation versus business value – Fixed Action Pattern• Paint with the same brush – Generation Y think everyone want web 2.0 – Engineers think everybody needs wiki’s – Record managers hate wiki’s and think everything needs to be classified – Marketing thinks everybody will use it if it looks sexy and sparkles – Some will never break the folder habit
  • SharePoint pitfalls• Adaptive challenge – People tend to see what they loose over what they gain – Y: represents whatever dysfunction exist now – People love status quo.
  • Issue mapping
  • ISSUE MAPPINGdemo
  • Benefits issue mappingSimple, intuitive, adds clarity to discussion  Limited short term memory means exploration of a complex problem unaided is confusing and error prone  All participants have an organised point of reference  We have captured decision rationale and organisational memory!Democratic - Acknowledges all contributions  Disarms “truth by repetition”  Disarms “grenade lobbing” (topic shift)Takes the interpersonal “sting” out of supporting or objecting to an ideaFaster - allows a group to develop shared understanding with much less pain
  • Summing up• SharePoint governance is a means to an end• Achieving Shared understanding is mandatory – Watch out for platitudes – Don’t penalize people for their learning• IBIS & Dialogue mapping are complimentary tools – Help you to facilitate groups achieving shared understanding with much less pain – Great tool to deal with divergent stakeholders views
  • Feedbac http://bit.ly/BetterPatmank Thank you