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Slides from my reccent keynote at the UCISA SharePoint conference for Higher Education

Slides from my reccent keynote at the UCISA SharePoint conference for Higher Education

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  • The wisdom of collective experience


  • 1. The Anatomy of a SharePoint Strategy
    Ian McNeice
    The Salem Consulting Group
  • 2. Anatomy, SharePoint & Strategy ?
    Anatomy, a word meaning to cut up, or cut open
    SharePoint is the appliance of comprehensive technology services to meet a wide range of business information requirements
    Strategy, a word of military origin, refers to a plan of action designed to achieve a particular goal or goals.
  • 3. AIIM Report 2010
    In the summer of 2010, AIIM released a report on their findings regarding the current state of play in terms of their client’s approach to SharePoint.
    The survey was taken by 624 individual members of the AIIM community between May 6th and June 5th, 2010
    (Source: AIIM Industry Watch report, “State of the ECM Industry 2010” available for free download at www.aiim.org/research)
  • 4. AIIM Health Check
    A third of implementing organizations have NO plans as to where and where not to use SharePoint, suggesting a lack of management direction.
    26% reported that the IT department is driving the project with NO input from information management professionals.
    50% of SharePoint implementations went ahead with NO business case being made to justify the investment. Only 23% were required to make a financial justification.
  • 5. AIIM Health Check
    SharePoint is no passing fad. It is in use in a majority of organizations and is being rapidly rolled out for universal employee access. (500% market growth between November 2010 and April 2011)
    Two-thirds of SharePoint users have existing ECM, DM or RM suites. For many, there is considerable confusion regarding their future strategy for using and integrating SharePoint.
  • 6. AIIM Health Check
    The deployment experience suggests that SharePoint must be considered as an enterprise-wide project. It therefore requires a sufficient degree of planning, training and policy setting to ensure infrastructure integration, metadata standardization and above all, employee acceptance.
    Third-party additions have a strong role to play in extending and reinforcing SharePoint functionality, and building a rich and robust ECM capability.
  • 7. AIIM Health Check
    Most SharePoint deployments are being driven by IT or devolved to individual departments. As a result, traditional information governance and compliance issues are largely being ignored. This is likely to replicate the content chaos of the file share inside of SharePoint, and it will hamper efforts to improve legal discovery and long-term records management.
    Even if it starts out small, SharePoint is likely to turn into an enterprise programme. Plan accordingly.
  • 8. AIIM Autopsy
    “49% of all SharePoint clients have no SharePoint strategy”
  • 9. The Anatomy – dissected
    Executive Sponsorship
    An Institution-aligned Roadmap
    Institution-aligned Prioritization
    The Requirements to Scale
    Timeline Expectations
    Programmatic Design and Planning
    Resourcing and Skills
    Adoption Strategy
    Success Criteria and Metrics
    Governance and Policy
    The End Game
    Technology Considerations
  • 10. Executive Sponsorship
    SharePoint requires business leadership & direction
    SharePoint requires continuity
    SharePoint requires time, budget, dedication and institutional business alignment
    SharePoint requires a wide range of business skills
    SharePoint requires adoption to be driven top down
    SharePoint requires governance and policy to drive adoption
    SharePoint will change the way the institution presents and processes its information
    SharePoint may create ‘turf wars’
  • 11. Institution-aligned Roadmap
    Be clear on the key institutional priorities this year and next year and the year after
    Find out what the institution desires to do better
    Discover what services are currently simply not provided at all or are adjudged currently ineffective
    Define a SharePoint service roadmap based on institutional objectives
    Define who will ‘own’ the programme
    Define how the programme will be paid for and by whom
  • 12. Yes But My Institution Doesn’t Know What it Wants
    From a business perspective yes it does but the thinking may not yet be joined up
    We can present a SharePoint roadmap and then adapt it year on year
    We can join up the thinking for the institution using a business-aligned roadmap
    We can then match the institutional priorities to sequential service delivery
    We can influence sponsorship & adoption by aligning the roadmap with the institutional strategy
    We can create a process for agile service delivery
    We can formalise the approach underpinned by institutional and IT governance
    We can use an adoption strategy to underpin effective training
  • 13. Institution-aligned Prioritization
    SharePoint Service delivery should match specific business priorities and underpin them
    Logic should be applied to which services are delivered in parallel and in sequence
    A clear roadmap should be communicated via awareness sessions to allow the business to understand what comes next
    An ad hoc request system will be required to facilitate creative requests
    Priorities will change and the ability to re-budget may be required
    IT and business priorities sometimes conflict
  • 14. The Requirements to Scale
    A planned service release mechanism caters for scale
    Organic growth cannot cater for scale
    One service delivered in isolation may hinder another future service
    Early technology decisions must be made to enable growth
    The design decisions of one service will impact other services and should be anticipated
    Agility of service provisioning creates growth & underpins adoption
    Devolution of administration is a key factor for growth
    Platform design must be made with scale in mind
    Your staff WILL become creative with SharePoint
  • 15. TimelineExpectations
    Be realistic and pragmatic – the impact of the academic year will take precedence
    Governance and policy definition takes time
    End user adoption takes time
    End user training takes time
    Technical training takes time
    A programme runs over years not months
    Break each year into logical and sequential deliverables as projects
    Define a three year logical map from the outset
    Run an awareness campaign from the outset
    Set realistic expectations from the outset
  • 16. Programme Design and Planning
    SharePoint should be approached as a unified business programme not an IT project
    The primary purpose of SharePoint should be to solve successive institutional business information problems
    A SharePoint programme:
    unifies information and collaborative working techniques and info sources gradually
    builds layer upon layer of rich services following a progressive path
    defines clear budget requirements over multiple years
    defines resourcing requirements well in advance
    requires specific knowledge and skills
    sweats the IT assets and provides far greater return on investment
  • 17. Strategic Budgeting
    You cannot budget for the unknown but you can anticipate by using a business-aligned roadmap
    Early technology decisions will affect budgeting later in the cycle
    Do not budget for SharePoint until a defined business-aligned strategy has been agreed
    You must budget for adoption and training to be successful
    Effective budgeting requires executive sponsorship
    Skilled resources cost money
    Adoption and training must be budgeted for
    Budget on a service by service basis as part of the roadmap
  • 18. Budgeting and Ui
  • 19. Resourcing and Skill Requirements
    There are at least 15 technical skilled roles in SharePoint, not three (e.g. architect, administrator, developer)
    One single person cannot perform all SharePoint skilled roles effectively
    Developers are not an early SharePoint requirement in most instances
    Understand the range of institutional roles required well in advance and plan for them
    The vast majority of resources required are not IT-based (communication, early adopters etc.)
    Plan for the wide range of roles you will need to resource
    Skilled resources are in high demand
  • 20. Governance and Policy
    Clear governance and policy leads to effective SharePoint adoption and training
    If a user doesn’t know the rules of engagement they will not adopt the technology
    Establish an institutionally-representative governance board from day one to define policy
    IT governance compliments business governance
    Governance will be required throughout the entire programme lifecycle – plan for the impact on business time
  • 21. Success Criteria
    You will need a method of defining success
    You will need a method of quantifying success
    By proving success you will be able to budget more effectively
    Many aspects of collaborative success are difficult to quantify
    The success criteria should be defined by a steering committee
    Success in adoption is as much a business issue as an IT issue
  • 22. The End Game
    Meet institutional objectives progressively
    Meet institutional priorities timely
    Meet institutional requirements methodically
    User SharePoint to be a business service facilitator easily
    Drive down the cost of IT efficiently
    Increase and enhance IT services dramatically
    Integrate and enhance access to information effectively
    Unify information through a single window cohesively
    Reduce eclectic and expensive IT skills pragmatically
    Drive your institution forward successfully
  • 23. Technology Considerations
    A medium server farm catering for up to 30,000 users is already clearly defined by Microsoft
    To build and configure a SharePoint environment requires explicit expertise
    It takes time to learn to administer SharePoint effectively – use an expert Microsoft Partner for cross skilling
    Deliver out of the box services long before taking a development route (if at all)
    Commodity application solutions are readily available for many business scenarios
    Define your IT governance and policy framework from the outset
    Do NOT treat SharePoint like any other application
    Employ a SharePoint Project Manager from the outset
    Organic growth has been proven not to work
  • 24. An Ideal World ?
    No it’s the reality. Salem is contacted by companies every week who have hit a brick wall with SharePoint after attempting to deliver and scale with no sponsorship, no business alignment, no strategy, no roadmap or who took the DIY approach and failed to gain business adoption and sponsorship.
  • 25. The Surgeon’s Notes
    Many IT-driven SharePoint projects fail as they are not aligned with business objectives – seen as technology for technology sake
    Business-driven SharePoint programmes have a high success rate
    Technology exists primarily to service business requirements. Define those requirements in advance
    SharePoint programmes require planning and reliable budgets in place from the start
    A business service delivery plan drives governance
    Governance drives effective policy
    Policy drives effective adoption
    Adoption drives effective training
    Training drives effective administration
    …Most of the thinking has already been done
  • 26. The Anatomy of a SharePoint Strategy – complete
    Executive Sponsorship
    An Institution-aligned Roadmap
    Institution-aligned Prioritization
    The Requirements to Scale
    Timeline Expectations
    Programmatic Design and Planning
    Resourcing and Skills
    Adoption Strategy
    Success Criteria and Metrics
    Governance and Policy
    The End Game
    Technology Considerations
  • 27. A Final Thought on SharePoint Strategy
    “Always begin with the end in mind”
  • 28. Contact Salem
    Email: ian@thesalemprocess.com
    Tel: 0207 788 9445
    London, United Kingdom