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Share Point Summit 2010 - Selling SharePoint to Decision Makers
 

Share Point Summit 2010 - Selling SharePoint to Decision Makers

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Steps for Selling SharePoint to Decision Makers

Steps for Selling SharePoint to Decision Makers

Rich Blank
getrichieb@gmail.com
704-243-9153

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  • Describe a typical collaborative team structure within your organization - number of members, internal vs. external members, highly cross functional or matrix, nature of work you collaborate on, diversity of locations).Examples would include file shares, SharePoint, third party hosted solutions, web 2.0, etc. What business purposes does the technology address? Are there areas where existing collaborative technology has already proved beneficial? (infrastructure technology or system dependencies e.g.. security, Active Directory, etc..)
  • Teams are more matrixed and less hierarchical then ever beforeTeams span functional, geographical and line of business boundariesTeams include external partners, suppliers and customersCurrent collaborative tools are inadequate, unintuitive or just unavailable. They are unable to support the new team structures.People still use email as the primary collaboration tool across the organizationThere is currently no secure means of global collaborationWe need capabilities for employee connections, secure teaming, content management, workflows, information consolidation, enterprise search and communities of interestInvestment has been in Microsoft SharePoint solutions, validating platform’s valueSilos are preventing collaboration across groups and across functionsCosts have been identified to create and support these sitesThere are in-flight initiatives to build more silos
  • Better information sharing, decision making, management of information, and security
  • www.wssdemo.com
  • to help with case studies, reaching out into your organization, demos, pilots, etc…

Share Point Summit 2010 - Selling SharePoint to Decision Makers Share Point Summit 2010 - Selling SharePoint to Decision Makers Presentation Transcript

  • 1
    Contact: Rich BlankNouvEON Consultingwww.nouveon.comphone: 704-243-9153blog: www.sharepointpmp.comtwitter: sharepointpmplinkedin: http://www.linkedin.com/in/richardblankemail: getrichieb@gmail.com
  • A Case Study: Steps to Selling SharePoint to Decision Makers
    Rich Blank
    NouvEON Consulting
    www.nouveon.com
  • A Case Study: Steps to Selling SharePoint to Decision Makers
    One of the challenges in deploying an Enterprise 2.0 platform like SharePoint is first figuring out how to get approval for funding such an initiative. I've read a few articles on ROI of Collaboration and the bottom line is that the bottom line of collaboration is often hard to quantify. So how do you sell the value of collaboration to those individuals who make decisions within your organization? It's often difficult to wrap your arms around concepts like blogs, wikis, or communities and even harder to quantify those in some type of hard ROI. However, there is a methodology to the madness of establishing value of these collaboration tools. And that methodology can be broken down into 7 key steps.
    3
  • Agenda
    Introduction
    Executive Overview: Client Case Study
    Steps for Selling SharePoint to Decision Makers
    Summary
    Questions
    4
  • Introduction
    About the Speaker:
    Rich Blank
    NouvEON Consulting
    www.nouveon.com
    • 15 years of consulting focused on portals, collaboration, content management strategy and technology consulting.
    • Current technology focus on Microsoft SharePoint Strategy, Planning, and Implementation. Prior experience with eRoom, Documentum, Lotus Quickr/Connections, Autonomy Interwoven, SDL Tridion, and other competing portal, collaboration and ECM platforms.
    • Certified Project Management Professional (PMP) and Six Sigma Green Belt.
    • Previous senior managing & technology consulting positions at IBM, EMC, KPMG, and HP.
    • Contact information is at the end of this presentation.
    5
  • Executive Overview: Client Case Study
    Audience: Sr. Architects, IT Project Managers, Sr. Managers, Directors, CxOs
    Objective: Share a client case study of a successful project focused on obtaining funding for the approval a centralized and global shared IT service for collaboration and information management leveraging the Microsoft SharePoint platform.
    Client Challenge: Billion dollar global industrial company with multiple sites on 3 continents, consumer and government lines of businesses. Traditionally decentralized IT organization with multiple silos of information, multiple software platforms from multiple vendors, and strict security requirements for government related groups. A centrally funded SharePoint project was prioritized at the bottom of the “nice to have” list vs. a “must do”.
    Solution: Consulting engagement following the following Steps for Selling Microsoft SharePoint to Decision Makers outlined in this presentation.
    Results: Approval of several million dollars for a centralized IT Shared Service for Global Collaboration Initiatives leveraging the Microsoft SharePoint Platform.
    6
  • Steps to Selling SharePoint to Decision Makers
    7
    End Result = Business Value of SharePoint and Funding
  • 1. Discover Current State
    8
    • Project Charter
    • Identification of the Stakeholders and Technical Subject Matter Expects
    • Current State Assessment
    • Current High level process flows
    • Voice of Customer (internal)
  • Current State - Questions
    Current organization and process:
    How are people collaborating today?
    How is work accomplished today? (e.g. email)
    Who is the audience?
    Current content:
    How do users access the information?
    High level types, Classifications, Lifecycles
    Which information is used in decision making?
    Existing collaboration or content management systems:
    The challenges using them where applicable.
    Technical architecture diagrams
    Existing Governance or related documentation
    How much are these current systems costing today?
    Where are these systems used and by whom?
    Pain Points?
    Any related initiatives currently in-flight?
    9
  • Current State – High Level Findings
    • People are working in larger and broader teams
    • Demand exists for Web 2.0 & collaboration capabilities and solutions
    • Many lines of business have independently invested in siloed solutions
    • Current tools for collaboration are not adequate
    • Difficult to use, navigate, and find content and information
    • User experience is inconsistent and not intuitive
    • Lack of capabilities, including document management, reduces adoption of current enterprise portal.
    • Securing information is not consistent across solutions and tools
    10
  • Current State – High Level Process Flow
    11
    Large files are constantly being emailed to large groups to work on, consistently forcing users to manage their email.   
    A document is emailed to a dozen people and their response is required very quickly. 
    The document is resent a few times because of edits.
    The document is resent a few more times because the original email gets lost in the shuffle of the hundreds of emails received daily. 
    Eventually all the responses are received and results compiled. 
  • Current State – Voice of Customer (VOC)
    12
    “Six Sigma Black Belts need to share best practices on how they solved problems at other sites.”
    “Project team sites are an extremely valuable resource that we don’t know we’re missing.”
    “We need a consistent way to work with customers, suppliers and subcontractors.”
    “We don’t know what we know (and don’t know), who knows it or who to call.”
    “Our biggest inefficiencies are disjointed systems.”
    “Customers expect collaboration technology.”
    “Our intellectual capital is underleveraged.”
    “Because of the abundance of e-mail, people are ignoring the messages.”
    “We need a forum to provide feedback so we can improve our processes.”
    “We’re in the same organization and are strangers… there’s no way to connect.”
  • 2. Define Business Drivers
    13
    Identified through:
    • Stakeholder Interviews
    • Business Strategy
  • Business Drivers – Questions for Stakeholders
    Examples:
    In general, does collaboration technology (including project team sites, expertise location, communities of interest, blogs, wikis, content management) relate to any current or future strategic initiatives, objectives or opportunities within your organization?
    Briefly describe specific business challenges you face which you believe could be improved with better collaboration.
    What barriers, inefficiencies or complexities exist with your current methods of working collaboratively?
    What is your definition of success for using a collaboration system to connect, share, team and manage?
    What needs to occur from the stakeholder viewpoint to gain their support of a collaboration initiative? What will get their vote?
    14
  • Business Drivers - Examples
    Opportunities for efficiencies, customer insights, and innovation.
    Enhanced knowledge and social learning. Maximize organization’s intellectual capital.
    Top-down communication continues to have less impact due to overuse of email and information overload.
    More engaged and connected employees and attracting talent who might otherwise go to other organizations with these technology capabilities.
    Individual lines of businesses will continue to build silos or independently go outside of the IT organization.
    Increased costs from duplication of effort
    The organization is a matrix with silos of information and people. Uncoordinated customer efforts across lines of business.
    Disconnected people and processes - decreased productivity due to the physical and organizational distance from one another.
    Competition is investing in it and will accelerate ahead of us.
    Primary tools for collaboration are not adequate, ineffective, or lack appropriate security.
    Finding people and sharing information are time consuming and difficult.
    15
  • 3. Analyze and Align
    16
    High Level Requirements and Dependencies
    Profile User Community
    SharePoint Capabilities / Functionality
    Impact to Strategic Objectives
    Consolidate Current Costs
    ROI
  • Analyze and Align – Dependencies and Challenges
    Dependencies or challenges include anything that will impact the global deployment of SharePoint.
    Examples:
    • Technical (e.g. network)
    • Active Directory projects
    • Security initiatives
    • Organizational or political constraints
    • Existing projects
    • Resource constraints
    17
  • Profile the User Community
    Users requiring “project” management.
    Users focused on improving business “process” management.
    Users who require “light” ad-hoc collaboration around documents.
    Users who are looking to connect with colleagues and share knowledge.
    Users who want to find subject matter experts.
    Mobile users who are not online regularly.
    18
  • Analyze and Align - SharePoint Capability Mapping
    19
    Pain Points
    SharePoint Capabilities
    Poor User Experience
    Time Finding Experts
    Team Inefficiencies
    Customer Intelligence
    Knowledge Retention
    Security/ Compliance
  • Analyze and Align - to Strategic Business Objectives
    20
  • Analyze and Align- Quantify Current Costs (Example)
    21
  • ROI
    ROI of collaboration is difficult to measure because the costs and opportunities are often hidden.
    Will a particular business process be improved using SharePoint? Cost savings? Time savings?
    What’s the cost associated with lost productivity from managing documents and ad-hoc business processes through email?
    How much time is lost searching for information?
    What are the costs and where are the measurable opportunities for connecting people to each other and contextual and relevant information?
    What’s the value of a conversation?
    What’s the value of an idea?
    What’s the value of shared knowledge?
    Can a Six Sigma approach be applied to SharePoint as an information management platform?
    22
  • Structured Collaboration = More Measurable
    23
  • ROI
    24
  • 4. Develop Vision
    25
    Paint the Vision - Collaboration “big picture”
    Success Stories – both internal and external
    Create demos
    Highlight Benefits of SharePoint Capabilities
    Investigate 3rd party add-ons and solutions for SharePoint
    Elevator Pitch
  • Vision - Define Collaboration “Big Picture”
    26
  • 27
    Vision – SharePoint
  • 28
    Vision – Enterprise Information Management Platform
    Access
    Search
    Collaborate
    Analyze
    Audit
    Secure
    Report
    Structured Data
    (ERP)
    Unified
    Enterprise
    Information
    Metadata
    Unstructured Data
    (documents, email, web 2.0, etc…)
    Content Management
    Security and Metadata Management
    Business Process Management
  • Vision - Shared IT Service
    To a Service Oriented and Shared Capability Model
    From a Siloed, Costly and
    Under-Leveraged Model
    Shared:
    • Foundation
    • Capabilities
    • Solutions
    • Services
    • Expensive due to redundancies of investments
    • Siloed and vertically integrated “solutions”
    • Line of business focused
    • Isolated audience
    IT Business Principles
    • Leverage shared capabilities and solutions
    • Complementary design and re-use capability
    • Business and customer driven
    • Highly disciplined functional execution
  • Vision - Enabling the Collaborative Enterprise
    Collaborative Enterprise
    Traditional Enterprise
    • Matrixed
    • Information Flow
    • United, open and secure borders
    • People Driven
    • Agile
    • Transparent
    • Intuitive
    • On Demand
    • Shorter time to market
    • Bottom Up
    • Hierarchical
    • Information Friction
    • Silos and Boundaries
    • IT Driven
    • Inflexible
    • Need to Know
    • Overly complex
    • Scheduled
    • Long time to market
    • Top Down
    30
  • Vision - Highlight Benefits of Capabilities
    31
  • Vision - Success Stories (Solution = SharePoint)
    32
  • Vision - Demos
    33
    Don’t be afraid to show rich media.
    e.g. Video testimonial of a key stakeholder providing their endorsement of the technology as a strategic objective.
  • Vision - Elevator Pitch
    Create an elevator pitch about your intended initiative.
    No more than 10 slides.
    Introduce your initiative and the need for collaboration based on current state assessment and analysis.
    Leverage your Microsoft Account Manager or related partners.
    Showcase SharePoint capabilities.
    Craft a good story to tell over and over again.
    Evangelize, be passionate and be positive.
    Can be expanded to more of a concept of operations (as-is, to-be, high level description of environment)
    34
  • 5. Blueprint Future State
    35
    Future state architecture and Security
    Service Catalog
    High Level Governance
  • Future State
    36
    Colleagues
    Customers
    Partners
    Solution Catalog
    • Business Networking
    • Secure Team & Project Workspaces
    • Document & Policy Management
    • Communities of Practice
    • Enhanced Portals
    • Enterprise Search
    Solution Services
    • Delivery coordination
    • Development
    • Training and Education
    • Governance
    • Support
    Foundation
    Built on Microsoft SharePoint
    Shared infrastructure, security, auditing & reporting
  • Future State - Governance
    37
    Strategy
    Policy
    Risk Management
    Application/Information Use
    External Access
    Security and Compliance
    eDiscovery / Legal
    Site Roles and Responsibilities
    Consistent Branding
    Executive Summary
    High Level Governance Model
    Team Roles and Responsibilities
    Alignment of Business Goals
    Performance Metrics and Value
    Operational
    Technical
    Support
    Communication Plan
    Site Creation
    Site Archiving/Retention
    External User Account Access
    Billing / Chargebacks
    Training/Best Practices
    Solution Consulting – Templates, Site Design, Custom Interface/Solution Development
    Testing
    Architecture (information and network)
    Change Management
    Job Scheduling
    Backup/Restore
    Retention/archiving
    Performance
    Availability
    Security and Membership
    Licensing / Maintenance
    Desktop Support
  • 6. Architect Strategy
    38
    Summarize current state, business drivers, analysis, and vision
    Required Infrastructure and Resources
    Costing
    Risks
    Critical Success Factors
  • Strategy - Costing Considerations
    SharePoint Product Licensing
    SQL Server Licensing
    Windows Server
    Virus Scan and Backups
    Hardware & Infrastructure
    Resources
    Third Party Add-ons
    Consulting
    Governance
    Marketing & Training
    Solution Development
    39
  • Strategy - Risks
    40
  • Strategy - Critical Success Factors
    User Adoption and Training (ease of use, empower departments and individuals)
    Platform Reliability and Performance
    Governance
    41
  • 7. Build Roadmap
    42
    Implementation approach and timeline
    Usually a phased approach
    Include migration of legacy systems and content
  • Roadmap - Example
    43
    Future
    Q3’10
    Q4’10
    Q2’10
    Q1’10
    Q4’09
    Q4’11
    Q3’11
    Q2’11
    Q1’11
    PILOT
    Pilot
    People, Teams and Communities
    Secure Team Spaces
    Communities and Web 2.0
    Business Networking (PROFILES)
    Enterprise Search and Portal
    Portal Redesign
    Search People and Secure Team Sites
    Enterprise Search
    PORTAL
    C1
    C2
    C3
    Content
    Migrations
    Platform Infrastructure
    Development and Test Infrastructure
    Production Environment Built
  • Summary: SharePoint Enables Business Transformation
    44
    PROCESS
    Average = 12-16 Week Initiative
    KEY ELEMENTS
    DELIVERABLES
    • Gap / Benefit Analysis
    • Future State Blueprint
    • Opportunity / Impact Matrix
    • Success Stories
    • SharePoint Capabilities
    • Solution Demos
    • Risk Matrix
    • Costing Spreadsheet
    • Project Charter
    • Current State Assessment
    • High Level Process Flows
    • Cause / Effect Diagrams
    • Voice of Customer
    • Stakeholder Analysis
    • Business Drivers
    • Critical Success Factors
    • SharePoint Strategy and Deployment Plan Document
    • Executive Presentation
  • Summary
    FINAL DELIVERABLES…
    Outline:
    Objective and Goals of the Project (Why Are We Here)
    Proposed Solution (What = SharePoint) – consider including a brief demo / screenshots
    Summary of Current State (Addressing What Problems for Whom and Where)
    Benefits (More of the Why and What)
    Critical Success Factors (More of the What)
    Governance and Resources (Who and What is needed)
    Project Roadmap (How and How Long)
    Risks
    Costs (How Much)
    45
  • Summary
    FINAL THOUGHTS….
    Follow the 7 Steps Outlined in this presentation to help build an objective, clear and fact-based, and complete business case for SharePoint and presentation to executives.
    Address the “what’s in it for me?” and how does my line of business benefit attitude.
    Align and get support from business thought leaders and key business leaders (beyond sponsors) and technology champions who believe and support SharePoint as part of their business strategy.
    You are not only marketing to end users, but selling to C-level, technology steering committees, and senior management throughout your organization to obtain funding.
    In some cases, downplay Microsoft SharePoint (make it less about the technology). Promote how the capabilities of a shared collaboration and information management platform can improve the current state and enable the transformation the business.
    46
  • Questions?
    47
  • 48
    Contact: Rich BlankNouvEON Consultingwww.nouveon.comphone: 704-243-9153blog: www.sharepointpmp.comtwitter: sharepointpmplinkedin: http://www.linkedin.com/in/richardblankemail: getrichieb@gmail.com