• Like
Tutorial: Business-Critical SharePoint by Ben Curry - SPTechCon
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

Tutorial: Business-Critical SharePoint by Ben Curry - SPTechCon

  • 451 views
Published

Half-Day Tutorial …

Half-Day Tutorial
Sunday, March 3
9:00 AM - 12:15 PM

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
451
On SlideShare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
85
Comments
0
Likes
1

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide
  • To compound the problem, there are many types of documents in use in any organization. Think about your company. How many different document types to you deal with on a daily basis? How many of those documents trigger business processes that drive revenue? How many support these processes?For example, we have one healthcare customer that has over 700 forms, in ONE business unit. They have over 5000 different forms in their organization.
  • Let’s start by recognising some important charateristics of business processes.Many business processes are what we could call “Routine procedures” – they are clearly defined “up front” and run start-to-finish according to that design with no deviation from the path. The worker has no flexibility to determine what steps are taken or in what order.
  • But few processes are set in stone in the 21st century.The era of inflexble, unchanging business processes is ending.
  • In fact many business processes today are quite unpredictable. Often called Case Management processes, these processes cannot be cast in concrete upfront. Instead, the knowledge worker chooses which fragments of process will be executed, and in what order. That knowledge worker decides what steps to take next so that the business goal can be achieved. For example, a customer service worker will decide what to do next in order to meet the agreed Service Levels for his customer. Workers can choose from a pre-defined set of routine process fragments at any time (e.g. “perform credit check”) or can execute an “ad-hoc” task uniquely for a particular customer.In reality, most business processes are a combination of Routine and Unpredictable processes.
  • Kofax BPM solutions support Routine & Unpredictable processes, delivering business value across the entire Business Process spectrum.On the left side of this Specturn are those “Routine Procedures”, such as invoicing, where command and control are crucial. These processes are well defined upfront, allow little or no worker discretion, and are highly controlled and easily automated. On the right side are “Unpredictable Practices”… where the ability to sense and respond is more important. In these processes, each case is different and involves the judgement and discretion of knowledgeable workers as the case progresses. This kind of process is more goal driven that procedural and it is typical for Knowledge Workers to be operating in a “Sense and Respond” mode. As we have seen, these processes are often called Case Management processes, because there’s a high level of uniqueness on a case-by-case basis. Many processes in an organization are a combination of the routine and the unpredictable, and it’s critical that the organization can deal with the unpredictable in any process – otherwise the organization can’t be agile and cannot meet its goals..
  • We use capture at the Point of Origination to connect the processes in a secure and compliant manner. PofO provides simple to understand user interfaces that require minimal or no training. By capturing information at the source, we never lose custody of the content throughout the entire process. Solutions that simply drop information into shared network folders can’t provide this audit trail. By leveraging VRS, KC, and KTM, we can provide ‘touchless processing’ solutions that processes content as it’s receivedA common set of business rules is now applied to all content, regardless of the format or method of captureAnd since it’s all tied to Kofax Capture, we can have complete visibility throughout the process
  • To compound the problem, there are many types of documents in use in any organization. Think about your company. How many different document types to you deal with on a daily basis? How many of those documents trigger business processes that drive revenue? How many support these processes?For example, we have one healthcare customer that has over 700 forms, in ONE business unit. They have over 5000 different forms in their organization.
  • Classification and extraction can be applied to any document type. It doesn’t matter if the document is highly structured like a form, semi-structured like an invoice, or even completely variable like correspondence.Here we have a paper timesheet that is generated from an ERP system. The employee then fills in certain sections by hand. <click>Upon capture, the document is scanned, and automatically recognized as a timesheet. Since it’s a timesheet, we know what data we want to extract from the document. Information may be typewritter (machine generated) or it can be handwritten. Multiple languages are supported, as are right to left alphabets. <click>Then the document is imported into SharePoint. It’s been converted to PDF for archival, and the column data in SharePoint has been populated with the data we extracted from the timesheet: Personnel #, Week Commencing, and Work Centre Code <click>But wait there’s more. All of the line items from the timesheet have also been extracted into a tab delimited file for import into the company’s homegrown ERP system. This is a common occurrence. Information captured from a document is not only used to populate column and field data in SharePoint, it’s also used in other downstream business processes such as BPM, ERP, and CRM systems such as Microsoft Dynamics.
  • SharePoint 2010 added new capabilities that let you automate business processes fairly easily within the SharePoint environmentThe content organizer is a special new library type. After turning on the content organizer you define rules that act on content placed in the Content Organizer. You can move documents to new locations, change types, modify permissions, etc. based on the column data provided by KofaxSharePoint 2010 also adds better workflow capabilities. When Kofax releases content into SharePoint, the document type can automatically trigger a workflow. Column data can be used to automate decision making during the workflow processes. It’s not however a BPM tool.

Transcript

  • 1. BUSINESS CRITICALSHAREPOINT WORKSHOPPlatform Strategy. Governance. ECM. InformationArchitecture. BCSP. BPM. Business Alignment.Usability. ROI. LoB. SoR. SoE. What do these reallymean and where do you start?
  • 2. BEN CURRY, MANAGING PARTNER • Founding Partner of Summit 7 Systems, Inc. • Summit 7 Systems Lead Architect • Six time Microsoft® MVP for SharePoint Server • CISSP, Microsoft Certified Trainer, CCNA, MCITP: SharePoint Server • Author of several SharePoint books by Microsoft PRESSS • Master SCUBA Diver Trainer • Ben.Curry@summit7systems.comcurryben http://summit7systems.com/blogs/author/ben-curry/
  • 3. OUR BACKGROUNDSummit 7 systems is a premier provider of consulting and implementation services specializing on theMicrosoft SharePoint Platform and FAST Enterprise Search. » Summit 7 Systems was chosen by KMWorld Magazine as one of the top 100 Companies that Matter in Knowledge Management along with companies such as Microsoft, Oracle and IBM. » Summit 7 Systems was named to the 2011 and 2012 CRN Next-Gen 250 List as a company bringing innovative processes, methodologies and models to the solution provider industry. » Top 1% of Microsoft Partners Worldwide » Summit 7 Systems was named #6 on the 2012 CRN Fast Growth 100 based on our 2009 – 2011 growth of over 930% per year. » ~ 50% of Technical Staff hold US Government SECRET Clearances. » Service Disabled Veteran Owned Small Business (SDVOSB).
  • 4. PLATFORMS, SOLUTIONS & SERVICESSOFTWARE PLATFORMS SERVICES FAST Enterprise Search SharePoint QuickStart SharePoint 2007 Information Architecture and Governance Development SharePoint 2010 Upgrade and Migration SharePoint 2013 Branding and Design (User Experience) Office Platform Web Content Management Design and Deployment Sitecore SharePoint Search Custom Workflow or Web Part DevelopmentSOLUTION AREAS InfoPath Forms and Workflows SharePoint Platform Solutions Performance Baselines and Best Practices Optimization Enterprise Search Mapping Business Process to Software Platforms Enterprise Content Management Cloud Services Design and Provisioning Internet / Web Content Management Remote Support Contracts Extranet Solutions Compliance Quickstart Intranet Solutions Business Process Management Enterprise Project Management Exchange Server
  • 5. COMMERCIAL PAST PERFORMANCE MEDICAL/PHARMA FINANCE ENERGY/CHEMICAL EDUCATION MANUFACTURINGUniversity of Utah Medical OneWest Bank Otter Tail Power Kentucky Community and Hawker-Beechcraft Center Technical College System BBVA Compass Nova Chemicals Kimberly-ClarkSt Jude Children’s Research Texas A&M University, Hospital WellPoint Champion Technologies Qatar Coca Cola Bottling Consolidated Nektar Therapeutic Bank Independent QuikTrip UNC-Charlotte SC Johnson Pfizer Kraton Escola de Sao Paulo, Macau, China Nucor Steel
  • 6. STATE & LOCAL PAST PERFORMANCE MINNESOTA CITY OF COUNTY OF ALABAMA KENTUCKY COMMUNITY & GALVESTON DEPARTMENT OF CHARLOTTE, SANTA CLARA, MEDICAID TECHNICAL COLLEGE SYSTEM COUNTY, TEXASTRANSPORTATION NORTH CAROLINA CALIFORNIA 1 Year 14 Months Strategy and Governance 18 Months Employee Portal 4 Months 8 Months 902TS Professional AvePoint DocAve SharePoint 2007 toServices Contract Holder Architecture, SharePoint 2007 to SharePoint 2010 SharePoint 2010 Migration SharePoint 2010 SharePoint 2010 Implementation and Migration Extranet Requirements, Requirements, Design SharePoint 2007 to Support SharePoint 2010 Public Planning and Design and Implementation BPOS-Dedicated SharePoint 2010 to SharePoint 2013 Farm Branding, Custom SharePoint 2010 Operations and Migration Development and Website Migration Maintenance through Buildout AnchorPoint Business Process Automation Business Data Catalog Operations and Development Project Management Office Maintenance through AnchorPoint SiteCore Web Content Management Operations and Maintenance through AnchorPoint
  • 7. FEDERAL PAST PERFORMANCE NATO MEADS REDSTONE TEST MISSILE DEFENSE SPACE AND MISSILE DEPARTMENT OF INTERNAL REVENUE MANAGEMENT CENTER AGENCY DEFENSE COMMAND VETERANS AFFAIRS SERVICE AGENCY Sub to ERC and Bering Sub to Boeing, SRA Sub to ASD Sub to KAI Global Sub to Dell / Quest Sub to Dell / Quest Straits Information International and Software Software Technology Trident Group 2 Months 5 Months 9 Months 9 Months 22 Months 10 Months Custom Workflow SharePoint and K2 Quest SharePoint SharePoint 2007 toInformation Architecture Information Architecture Development Workflow Development Toolset Requirements, SharePoint 2010 Development Development / Troubleshooting Design and Migration SharePoint Branding and Implementation System Stabilization SharePoint Logical and UX SharePoint 2010 Physical Architecture Migration Dashboarding and Business Intelligence
  • 8. The fastest growing Microsoft serverin company history65,000 customers>700,000 developers
  • 9. Inefficient processesBusiness-critical data stuck among disconnected in siloed systems teams Different vertical Business users with no applications used bydirect access to vital data different teams
  • 10. AGENDAWhat is Business Critical SharePoint (BCSP) ?Why do I want BCSP and what are the challenges?Understanding Your Platform Decision PathsBCSP Technical ArchitectureBCSP Conceptual DesignBCSP Logical Architecture
  • 11. UNDERSTANDING YOURDECISION PATHS
  • 12. SOLUTION REQUIREMENTS VARY DEPENDING ON ROLE: Executive Buyers care about STRATEGIC IMPACT and understand the role of process as an enabler of better CUSTOMER ENGAGEMENT Janet – CEO E “Customer Satisfaction and experience is important” Solution Buyers Mr. Chang – VP Sales Need resolution of a Technologists “Time to Revenue is specific industry or Need resilient killing me” horizontal process technical problemarchitecture that’s cost efficient and Jim – CIO BPM“Standardization is key, Naturals maintainable but so is flexibility”
  • 13. DECISION PATHS Is SharePoint directly Is SharePoint critical to your supporting executive daily business operations? strategy?• Process Improvement • Critical content management• Operational Efficiency • Web Site• Customer Onboarding & • Business Intelligence Portal Sustainment• Sales and Delivery • Case Management / BPM• Claims Processing Platform
  • 14. WHAT IS BUSINESS CRITICAL SHAREPOINT? SharePoint is an SharePoint is SharePoint IS integrated with your critical application layer for other other critical business critical business business platform platforms systems ECM BPM ECM WCM BI Social/Collab Social/Collab WCM BI Search Search
  • 15. ORGANIZATIONS RECEIVE INFORMATION IN MANY KINDS OFDOCUMENTS FINANCIALS Invoices CUSTOMER SERVICE Cash receipts Correspondence Tax documents New accounts Proofs of delivery Address changes Expense accounts Service requests Inquiries HR Application forms SALES Resumes/CVs New orders Benefits forms Contracts Healthcare forms Proposals Forecasts AND… Insurance claims CORPORATE Loan applications Correspondence Accident reports Litigation Patient records Contracts Policies Proofs of residence Regulatory Documents
  • 16. WHY BUSINESS CRITICAL SHAREPOINT?Lower licensing and maintenance costs than traditional “BIG ECM” systemsRich client Integration › Mobile, Desktop, Cloud, CollaborationRe-use of technology › Use existing knowledge and lessons learned for Collaborative, mid-range SharePoint implementationsLeverage existing skills and education › Single Business Critical Platform for • ECM, WCM, BPM, BI and Social › Lowers cost of maintenance by re-use of skills and support
  • 17. BCSP 101• Deliberate, purpose-built SharePoint platform• Communicate with the business and fully understand their requirements• Decide what part of the stack will be business critical › Web Content Management › BPM / Case Management › Document Management/ECM › Social/Collaboration › Project Management › ExtranetCloudy?
  • 18. CHALLENGES OF IMPLEMENTING STRATEGIC SHAREPOINTHigher cost than often perceived…but: › Truth: Still much less than classic “BIG ECM” systemsMigration from legacy systems can be difficult and expensiveProfessional Services costs rarely change › But HUGE savings in licensing, software maintenance › Much more robust and flexible software platform 20
  • 19. Collaboration and Social Business Process Management THE SHAREPOINT DILEMMA Enterprise Content Management & Governance and Security SearchUsability and Adoption Insights and Composites
  • 20. Top-Down (Business Executive Support) Executive Pet Projects Process Improvement • Commitment usually based on global, • Commitment by single authority or very Full Scope Projects strategic needs. small group of CMO / PMO individuals Sales & Delivery gain •Strategy alignment w/information architecture, Unusual to have SharePoint defined as • Make their project “shine” to governance, taxonomy, process management,Start Small Customer Onboarding strategically necessary by CEO Start Big credibility to move bigger ECM Migration • Know your place.ECMusually not here. It’s Electronic Health Records / SOX Compliance Records Management • Must be some level of commitment by the • Team or Department level commitment Small to Mid-size Projects organization to enableSearch Enterprise system-wide usage • Work to find Top Down/Start Small Pet Departmental/Division ECM of SharePoint features Management Enterprise Content Project to move up Performance and Capacity Mgmt • Bear in mind- you have higher visibility than Migration & Upgrades • Work to generalize adoption to move bigger Collaboration & Social you think Bottom-Up (Business User or IT Driven)
  • 21. BALANCING ACT
  • 22. WHY BUSINESS CRITICAL SHAREPOINT?Lower licensing and maintenance costs than traditional “BIGECM” systemsRich client Integration › Mobile, Desktop, Cloud, CollaborationRe-use of technology › Use existing knowledge and lessons learned for Collaborative, mid- range SharePoint implementationsLeverage existing skills and education › Single Business Critical Platform for • ECM, WCM, BPM, BI and Social › Lowers cost of maintenance by re-use of skills and support 24
  • 23. CHALLENGES OF SELLING STRATEGIC SHAREPOINTHigher cost than often perceived…but: › Truth: Still much less than classic “BIG ECM” systemsMigration from legacy systems can be difficult and expensiveProfessional Services costs rarely change › But HUGE savings in licensing, software maintenance › Much more robust and flexible software platform 25
  • 24. SHAREPOINT IS AN INDUSTRY LEADER Site/Portal Communities/ • Search Real Scalability Social • Real Resilience • Robust ECM Features SharePoint • Improved Records Management Composite ECM Applications Business Insights
  • 25. GARTNER GAPS SharePoint has no BPM or Case Management natively › Only workflow SharePoint has limited permissions, roles, business rules, and auditing capability › DeliverPoint, AvePoint and ControlPoint Limited geographic replication Easy RBS 27
  • 26. PLATFORM GAPS (CONT’D) Backup and Restore Migration Governance 28
  • 27. BPM FOR “ROUTINE” BUSINESS PROCESSES Routine Processes Process is well-defined upfront, i.e. at “design time” Will run from start to finish as designed Decision logic is specified clearly in business rules Rule evaluation is automated Embedded processes are invoked according to design Execution can only follow the steps specified by the process designer(s)
  • 28. BUT SOME PROCESSES CANNOT BE SET IN STONE...
  • 29. BPM FOR “UNPREDICTABLE” BUSINESS PROCESSES BPM can handle unpredictable workUnpredictable Processes BPM provides ‘process fragments’ available to A choose from Relevant fragments are chosen by a case Budget Role worker when case is “in-flight” B Data Cost Selection not mandated in advance Resource “Standard” path can be overridden C Case Workers can create “ad-hoc” tasks not pre-defined Routine and Unpredictable processing is D combined to meet the case’s goal
  • 30. BPM Software has evolved beyond “command and control” ROUTINE PROCESSES UNPREDICTABLE PROCESSES Pre-defined processes Each case is different Employee Admin Claim Processing Underwriting Little or no worker discretion Placement Involves human judgement and discretionInvoicing Complaint Management Investigation Management Highly controlled Involves knowledge workers Purchasing Helpdesk Goal driven New Product Development Can be easily automated Customer Service Provisioning COMMAND AND CONTROL SENSE AND RESPOND  Consistency of Execution  More Agile Processes  Enforcement of Policy  Productivity for Knowledge Workers  Compliance to Regulation  Case-by-case Responsiveness to Customers  Productivity through standardization  Faster Time-to-Market  Visibility of Standard Process  Short Process Improvement Cycle  Automation of Work Flow  Empowerment of Workforce
  • 31. CONCEPTUAL DESIGNAligning with and supporting the Business
  • 32. UNDERSTANDING THE STAKEHOLDERS •Identify the stakeholders •Group Stakeholders •Understand their needs as a group •Target each group for their respective stakeholder groupings •People within each group often perform very similar tasks no matter the job
  • 33. STAKEHOLDER QUESTIONSPurpose Inputs/Suppliers • Why does this process exist? • Where does the information or material you • What is the purpose of this process? work on come from? Who are your suppliers? • What is the outcome? • What do they supply?Outputs • Where do they affect the process flow? • What product does this process make? • What effect do they have on the process and • What are the outputs of this process? on the outcome? • At what point does this process end? Process stepsCustomers • What happens to each input? • Who uses the products from this • What activities take place? process? • Who are the customers of this process?
  • 34. COMMUNICATE,COMMUNICATE,COMMUNICATE!
  • 35. TRY AN OFFLINE CLIENT FOR STAKEHOLDER ADOPTIONTake the guesswork out of DM › Client compatibility issues › “OHS”, “PEBCAK”, and ID10T errorsCan addresses SLA concernsReduces perceived latency
  • 36. BALANCING STAKEHOLDER NEEDS Business Needs Employee Needs (top down) (bottom up)Structure Aggregation/Reporting needs are Need to know where to inefficient. store their stuffConsistency Same repetitive process Consistent Navigation, and user experiencesIntegrity Data must be good Trust that “your” information will still be there when you get backUsability Easy to find information Easy to store and find informationAdaptability ROI that snowballs Want a system that works Technology is flexible to for them the way “they” accommodate future pain points work The key is to find the right balance…
  • 37. IDENTIFY CRITICAL COMPONENTS OF BCSPScan & CaptureEnterprise Content ManagementBusiness Process Management / Case ManagementWeb Content ManagementService Applications such as BCS, Excel Services, PerformancePoint,User Profiles/Social, and Enterprise Search
  • 38. RESILIENCY…NOT JUST HIGH-AVAILABILITY
  • 39. RESILIENCYNot just High AvailabilitySharePoint has big advantage over “other” big ECM solutionsLogical Architecture can be resilient…Technical Architecture can beresilient…Conceptual model will be resilientSharePoint can adapt to changing requirements while preserving it’score purpose › preserving adaptive capacity…But only if the core purpose and design is kept simple
  • 40. FLEXIBILITY AND ADAPTABILITYParts can be de-coupled from the wholeSegmented/Isolated SLAs within a single technologyplatform › Same staff › Same 3rd party products › Shared knowledge and learningCloud and Hybrid-cloud enabled
  • 41. Caution: As we move deeper in the business side, there is more Room for finger-pointing and “blame the consultants” Dysfunction in the business surfaces as dysfunction in SharePoint…but Summit 7 Systems gets the blame!* Capturing and communicating Risks and Issues reduces the blame game.
  • 42. INFORMATION ARCHITECTURE 101 High-level Fundamentals
  • 43. ECM STORAGE HIERARCHY
  • 44. ECM SUCCESS •People • Taxonomy • Bi-directional Influencers • Consideration of stakeholder needs •Process • Easy to start People • Easily Repeatable • Manageable • Flexible Process Technology • Encourage improvements • Adaptable to future needs •Technology • Custom Code • • Enterprise Search Multi-MMS Environment ECM
  • 45. LEVERAGING TECHNOLOGY AND PROCESS•Competing Needs • Business = Standardization • Employee = Freedom Governance•Meet in the middle Structured Driven Data (taxonomy) • Freedom with managed constraint metadata •Technology and Process User Driven play referee Unstructured Data (Folksonomy)
  • 46. CRITICAL INFORMATION ARCHITECTURE SUCCESS FACTORSClear Definition as to Current and Future StateOpen Architecture that is covering all stakeholder and business basesClearly defined Governance roles and responsibilitiesArchitecture accommodates small and large business projects across regional andorganizational boundariesSystem and Enterprise VisibilitySustainment process that lowers the total cost of ownershipSolid monitoring and CooP StrategyConsider tiered logical architectureConsider tiered services architecture
  • 47. CRITICAL INFORMATION ARCHITECTURE SUCCESS FACTORSClear Definition as to Current and Future StateOpen Architecture that is covering all stakeholder and business basesClearly defined Governance roles and responsibilitiesArchitecture accommodates small and large business projects across regional andorganizational boundariesSystem and Enterprise VisibilitySustainment process that lowers the total cost of ownershipSolid monitoring and CooP StrategyConsider tiered logical architectureConsider tiered services architecture
  • 48. EXAMPLE TIERED LOGICAL ARCHITECTURE ManagedMetadata 1 https://critical Enterprise Human Employee Search Resources BI Portal Managed PortalMetadata 2 /sites/ Customer Legal Sales Marketing Claims OnboardingPerformance Point /sites/ http://teamsUser Profiles Projects 1 Consider2Moving Projects IT 1 IT 2 Building Maintenance To the Cloud /site/ Newsfeed BCS https://MySites Ben Mark Sabrina ContentSecure Store Profile Vendor Vendor Partner http://extranet
  • 49. EXAMPLE ONE-SIZE ARCHITECTURE ManagedMetadata 1 https://portal Enterprise Enterprise Human Employee Search Search Resources BI Portal Managed PortalMetadata 2 /sites/ Customer Customer Legal Sales Marketing Claims Onboarding OnboardingPerformance Point /sites/ http://teams Projects 1 Projects 2 IT 1 IT 2 Building MaintenanceUser Profiles /site/ Newsfeed BCS https://MySites CEO Mark Sabrina ContentSecure Store Profile Vendor Vendor Partner http://extranet
  • 50. EXAMPLE ONE-SIZE ARCHITECTURE ManagedMetadata 1 https://portal Enterprise Enterprise Human Employee Managed Search Search Resources PortalMetadata 2 /sites/ Customer Customer Onboarding Onboarding /sites/ http://teams Building MaintenanceUser Profiles /site/ https://MySites CEO
  • 51. GOVERNANCE STRATEGY
  • 52. GOVERNANCEMitigates Organizational Risk › Ensures executive support › Enforceable policiesConsider technical governance plan for farmConsider Site Owner/SC Admin governance plan › Don’t create one “uber” governance plan!
  • 53. GOVERNANCE STRATEGY End- user Governance Needs Social • Communication Targeted Audience Community • Support Communication Hubs • Training Site Coll. Admin
  • 54. GOVERNANCE HUBS Site Owner Social Hub End User Social Hub
  • 55. TECHNICAL GOVERNANCE COMMITTEE •New Server Farm (ConfigDB) •Disaster Recovery, Coop, and service level changes •Web application additions •Web application Policies additions or deletions Governance Committee Key •New Service Applications Business CriticalDecisions •3rd Party Products Project Owner Stakeholders •Custom Code Critical SP BPM •Records and Policy Changes Lead ECM Lead BA Lead Process Team Owners •Any high level information architecture modifications •Site collection structure template changes •Track system enhancement requests
  • 56. CRITICAL SUCCESS FACTORS•Clear Definition as to Current and Future State•Open Architecture that is covering all stakeholder andbusiness bases•Architecture accommodates small and large business projectsacross regional and organizational boundaries•System and Enterprise Visibility•Sustainment process that lowers the total cost of ownership
  • 57. INTEGRATING CAPTURE / CAPTURE-ENABLED BPMA Real World Approach forImplementation Success
  • 58. THE CHALLENGE OF PAPER Amount of important documents 62% still archived in paper form* Organizations that have deployed 16% content capture** 12 Pages printed from mobile devices billion in 2010*** * CNN Tech – March 2010 ** AIIM, November 2010 *** The Independent – October 2010
  • 59. MAKE EACH PROCESS CONNECTED, SECURE & COMPLIANT Simplicity for the user Single chain of custody Images processed inflight One set of business rules Central administration Full monitoring & reporting
  • 60. SHAREPOINT IS IN THE BIG LEAGUES FINANCIALS Invoices CUSTOMER SERVICE Cash receipts Correspondence Tax documents New accounts Proofs of delivery Address changes Expense accounts Service requests Inquiries HR Application forms SALES Resumes/CVs New orders Benefits forms Contracts Healthcare forms Proposals Forecasts AND… Insurance claims CORPORATE Loan applications Correspondence Accident reports Litigation Patient records Contracts Policies Proofs of residence Regulatory Documents
  • 61. CLASSIFICATION AND EXTRACTION 1. Document automatically classified as a timesheet 2. Based on classification, correct data is automatically extracted 3. Text can be machine generated or handwritten4. Converted to PDF and imported to SharePoint5. Column data populated automatically6. Additional data extracted into a tab delimited file for ERP
  • 62. PROCESS AUTOMATION IN SHAREPOINTContent Organizer Rules › Set rules that act on content placed in the drop-off library › Rules are triggered based on column data populated by KofaxSharePoint Workflow › Automatically trigger workflows upon creation of new document types › Make decisions based on column data populated by Kofax
  • 63. CAPTURE-ENABLED BPM VALUE PROPOSITIONReduce costs through touch-less processingSpeed processing through automated processingIncrease information & data qualityMake content smarter and more actionableEnhance compliance & governanceAutomate what were previously paper intensive processesEnable knowledge workers and reallocate resources as processes are streamlinedRealize an easily quantified ROI of less than 1 year
  • 64. BCSP TECHNICAL ARCHITECTUREThoughtful requirements, design, implementation, andoperational support
  • 65. ENVIRONMENTAL CONSIDERATIONSSharePoint is only as robust and resilient as the environmentaldependencies of the platform:• Storage• Network• Database• Authentication• Monitoring and platform Analytics• Virtualization and physical hardware• Hosting / Cloud Provider SLAs• Perimeter security and remote access providers
  • 66. WEB APPLICATION ARCHITECTURE: OVERVIEW http://portal.contoso.com Site Site Site Site Collection Collection Collection Collection Content Content Content Database Database Database
  • 67. WEB APPLICATION ARCHITECTURE: RESILIENCE ANDROBUSTNESS http://portal.contoso.com Site Site Site Site Collection Collection Collection Collection SQL Content Content Content Web Servers Database Database Database Server
  • 68. SERVICE APPLICATION ARCHITECTURE: OVERVIEW Web Application Service Application Proxy Service Service Service Application Machine Instance Machine Instance Service Instance Service Instance SQL Database
  • 69. Discovery & Requirements
  • 70. FIRST RULE IN DISCOVERY:DON’T MAKE ASSUMPTIONSDoes your dog bite?No? Ok…ouch!! I thought you said your dog didn’t bite?!!“That’s not my dog”
  • 71. EXISTING SYSTEMS AND DOCUMENTS•Project Management Plan•Process Improvement Plan•File / Records Plan•ECM Platforms and Governance Plans•Collaboration Platforms•Workflow / BPM Products•BI products•Executive Vision and Strategy (look around on the walls...)•Other systems governance plans•Organizational Chart for your company/organization•Any outside sources that have already been identified as integration needs•List of applications/file types•Employee Responsibility and Usage Policy
  • 72. INFORMATION ARCHITECTURE DISCOVERY•Know Your Audience • Create discovery templates for at least three audiences: 1. Stakeholders / Moneybelts 2. Business Managers and Users 3. Information Technologists
  • 73. DISCOVERY – KNOW YOUR AUDIENCEExecutive Question: “Is a shared understanding of the problem moreimportant than setting strategic goals?”Business User Question: “Do you guys wing it or do you have adefined process“Both questions drive discovery of the same design principle: Do we have a defined strategy for building the collaborative model?
  • 74. INFORMATION ARCHITECTURE DISCOVERYCulture•Why? • Any technology implementation that doesn’t align with corporate culture will most likely FAIL.
  • 75. INFORMATION ARCHITECTURE DISCOVERYCulture•How? • What do you do for fun? • How long have you worked here? • What drives you crazy about your job? • What do you love about your job?
  • 76. INFORMATION ARCHITECTURE DISCOVERYCollaboration & Communication Paths•Why? • Usability • Governance • Security
  • 77. INFORMATION ARCHITECTURE DISCOVERYCollaboration & Communication Paths•How? • What are your best sources of information outside of your team? • By percentages, how much of your daily interaction is with: Your Team or Department / The Entire Organization / Outside the Organization • Where is your team located?
  • 78. INFORMATION ARCHITECTURE DISCOVERYProcesses and Enterprise Content Management•Rarely can we separate the two • Almost all content is tied to a process • Map the process and you’ll know how to manage the content
  • 79. INFORMATION ARCHITECTURE DISCOVERYGovernance•Why? • Confidentiality • Service Levels • Operational Efficiency • Usability
  • 80. INFORMATION ARCHITECTURE DISCOVERYGovernance•How? • Who authorizes access to content? • How are processes patterned and managed? • Do you have an SLA? • Who will manage what? • Is this policy enforceable? (IF NOT – Throw it out!!)
  • 81. COMPLIANCE USUALLY WINS •Regardless of the impact to effective collaboration,compliance usual over-rides common sense • Oops, I meant to say priorities!
  • 82. APPROACH TO SUCCESSDefine Success!Engineer for those who careAlign with a strategic initiativeExpand executive support through tech re-useQuickly identify Point vs. Enterprise SolutionCommunicate, Communicate, Communicate! Awareness->Desire->Knowledge->Ability->Retention