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SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
SharePoint and the Lean Enterprise
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SharePoint and the Lean Enterprise

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From the lean enterprise to the lean startup, organizations are increasingly turning to lean production practices to create and preserve value with less work. SharePoint’s broad deployment, mature …

From the lean enterprise to the lean startup, organizations are increasingly turning to lean production practices to create and preserve value with less work. SharePoint’s broad deployment, mature functional capabilities and robust extensibility make it a natural candidate for lean development scenarios, yet realizing the promise of the platform is not without risk.

This session covers the basics of lean production and explores the risks and possibilities in lean development with SharePoint. Through real-world case studies we discuss the seven most important factors for accelerating time-to-value across
- Economic,
- Cultural, and
- Engineering dimensions.

This session is appropriate for business leaders exploring lean implementation strategies and experienced SharePoint technologists looking to enhance their development processes with lean practices.

Published in: Business, Technology
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  1. presented by Dave Healey dhealey@chrysalisbts.com (206) 734-9414 09/20/2013 SharePoint & The Lean Enterprise Critical Factors for Accelerating Time to Value
  2. Welcome & Introductions Chrysalis | Business Technology Solutions • Drive performance improvement through the strategic application of technology • Business Process Optimization, Business Intelligence, SharePoint Application Development • Business application implementation and management • Specialization in Microsoft SharePoint Dave Healey, Managing Partner • 20 years industry experience • Knowledge & Information Mgmt. Andrew Hopkins, Principal Consultant • 22 years industry experience • Enterprise Information Management Presentation Team
  3. • Who are you? • Name, Company, Title • How are you using SharePoint today? • What do you hope to get out of this session? Welcome & Introductions
  4. “Success is not delivering a feature; success is solving the customer’s problems.” – Mark Cook, VP Products Kodak Gallery
  5. The Lean Startup Based on Lean Methodology Scientific approach to • A delivery model designed to help discover and deliver on customer needs • Deliver a new solution under conditions of uncertainty • Get a desired solution into customers’ hands faster • Validated Learning
  6. Ideas Build Product Measure Data Learn 8 Build-Measure-Learn Feedback Loop Minimize Total Time Through The Loop
  7. Idea, Build • Experiment with product and process • Incremental / Disruptive • Start small 9
  8. Zappos Hypothesis and Validated Learning
  9. Idea, Build • For internal users, perform customer discovery & interviews • Identify users that impact business metrics • Start small 11
  10. Transportation Safety Board Vision • More consistent, less complex information management practices • More efficient, effective, reproducible and defensible analysis • Better utilization of knowledge nationally • Ability to find information and records in response to any challenge • Less expenditure at local levels on non-standard software
  11. Iterative, Validated Learning Approach Business Process Reengineering Business Process Reengineering • Analysis and design of workflows and processes within an organization Mission Work Processes Decisions Information Technology Defines Executes Considers Employs Accomplish Guides Supports Processes
  12. Agile Modeling Epics, Stories and Sprints • Iteration 01 • E-Workspace • Report Workflow and Production • IS/IM Tools Re-Design • Development and Configuration Management Tools • Iteration 02 • E-Workspace • Data/Information Collection Tools • Investigation Milestone & Cost Tracking • Corporate Information Management • Iteration 03 • Report Production Workflow • Fatigue Assessment Re-Design
  13. TSB Information Gateway Iteration 2
  14. Idea, Build • If you have User Stories, add a hypothesis that states the expected outcome on a specific metric • Feed the learning back into the product backlog… • Start small 16
  15. • Cultural • Budget constraints • Internal resistance Critical Factors Risks to Success
  16. Problem Solution Process Known Known Known Unknown Unknown Unknown 18 Recognizing Opportunities for Lean Waterfall, Agile Agile Lean
  17. So Why SharePoint? Pros • Facilitates experimentation • Not Open Source • Enables continuous integration • Broad base of skilled resources Not Pros • Stack is resource heavy • Not Open Source • Requires proactive management • Ignoring / deferring architecture is not a best practice 19
  18. Product, Measure • Customer interviews • Walkthroughs of wireframes • Minimum Viable Product • Minimum you need to test validity • Some include Wireframes, Landing Pages, CRPs, PoCs, Concierge Product • Iterate (Agile) from there 20
  19. • Cultural • Working forward from the technology instead of working backward from the business results • “Get out of the building.” Critical Factors Risks to Success
  20. Code, Measure • Decouple from your existing brand • Ensure the right prototype fidelity • If you experiment in code, come back to: • clean it up • iterate • productize • refactor 22
  21. • Cultural • Wrong level of prototype fidelity • Too little / No user input • No validated learning Critical Factors Risks to Success
  22. 24 Clarity, Insight & Learning The Right Fidelity for the Right Audience
  23. 25 Clarity, Insight & Learning The Right Fidelity for the Right Audience
  24. Explore Access Download FAQ Contact Explore: GNOS Graphical Reporting Access: GNOS Browse and Download Communities Resources Download: GNOS Download News Download Request Status Progress Link Link Link Type Name Modified Talk To Us! What do you want to see? What works/doesn’t work? Welcome to the Annai reQuest Portal Demo Notes Clarity, Insight & Learning The Right Fidelity for the Right Audience
  25. Explore Access Download FAQ Contact
  26. Explore Access Download FAQ Contact DHealey27 > Explore EXPLORE: GNOS Graphical ReportingLibraries Explore
  27. 29 The Live Site (Then)
  28. SharePoint Lean Success Business Management, Microsoft Interactive Entertainment Business 30
  29. • Cultural / Engineering • Lack of understanding of the platform • Unwilling to refactor Critical Factors Risks to Success
  30. Product, Measure • Don’t release it to everyone all at once • Target specific cohorts with a/b testing • You cannot learn if your feedback loops are broken • Just because you can measure it, does not mean you should measure it
  31. • Engineering • Over-engineering • Breaking the feedback loop Critical Factors Risks to Success
  32. • Identity Federation – third party authentication authority support and integration • OAuth, OpenID, Shibboleth • Integration with other systems • Continuous Integration (automated build, test, & deployment) • Visual Studio vs SharePoint Designer • Crippled “Build-Measure-Learn” feedback loop “Don’t build what the customer isn’t asking for.” 34 Do Not Over Engineer Critical Factors
  33. SharePoint Architecture and Lean Run the Wizard. Put It In Prod.
  34. Balancing Speed against Stability Aligning, Balancing, Realizing
  35. The Importance of Application Architecture Refactor Less. Deliver More. • Building A Custom Big Data Management Application with SharePoint Search • Andrew (Andy) Hopkins 10:30 – 11:45 Baker
  36. • Economic • Licensing • Cost containment • Cloud options and impacts Challenge Risks to Success
  37. Data, Learn • Interviews • Surveys • Observation • Web analytics • Telemetry data • System generated data 39
  38. • Cultural • Track the “right” metrics • Beware “vanity metrics” • Be prepared to “Pivot” Critical Factors Risks to Success
  39. Pivot • Change direction • Change the model • Formulate new hypotheses • Generate new ideas 41 Reboot Forward
  40. • Cultural • Review and question your hypotheses • No “sacred cows” • Engineering • Technology selection • Design strategy • Experiment to align customer & solution Challenge Risks to Success
  41. Idea, Build • Lather, Rinse, Repeat 43
  42. Resources and Contact Chrysalis Business Technology Solutions SharePoint & Lean Development Presentation • www.slideshare.net/dhealey27 Dave Healey • dhealey@chrysalisbts.com • @dhealey27 Don’t Touch That Dial Building A Custom Big Data Management Application with SharePoint Search • Andrew (Andy) Hopkins • 10:30 – 11:45 in Baker
  43. 49 &
  44. 50 presented by Dave Healey dhealey@chrysalisbts.com (206) 734-9414

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