-- DRAFT WHITE PAPER --Maximizing Business Value from SharePoint:A Management and Governance PerspectiveRevised December 2008Originally presented byGary L. VaughanSharePoint Governance AdvisorWorldwide Information Network Services, Inc.At the SharePoint Users Group of Northern Virginia’sRegional SharePoint Users ConferenceDulles, VirginiaJune 27-28, 2008
TABLE OF CONTENTSTopic PagesExecutive Summary…………………………………………………………………….iiIntroduction…………………………………………………………………………… 1A. Technology Governance………………………………………………………….1-2- Information Architecture- Reinforcing Governance ElementsB. SharePoint in a Management Context…………………………………………..2-3- Challenge of User Adoption- A Need for Many “Cooks”- Cost and BenefitC. A General Management Approach…………………………………..................3-71. Strategic Planning………………………………………………………..….3-5- Articulate a Vision- Focus on Target Applications and Audiences- Know your Culture- Assess your Supporting Infrastructure- Check fit with Legacy or Alternative Software2. Communications and Training……………………………………………..5-6- Forge your Team- Make the “Pitch”- Take a “Test Drive”- Train to Task3. Management Engagement………………………………………………….6-7- Enlist Executive Support- Target Limited Resources- What to Roll Out and When?- How to use Management Tools- Share your SuccessD. Conclusion…………………………………………………………………….…..7Attachments:1. A Road Map for SharePoint Implementation……………………………………………...82. A Real World SharePoint Case Study: the American Red Cross…………………………93. Bibliography of Online Resources in SharePoint Management and Governance…..........10-12
4. About the Author, SUGNOVA and the Regional SharePoint Users Conference………...135. End Notes…………………………………………………………………………………14-16- ii -Executive Summary:With the surge of interest in web collaboration and Microsoft Office SharePoint Services2007 (MOSS), enterprise implementations need to focus more on good governance. Thechallenge is not just technological, but managerial and cultural. This paper hopes to assistSharePoint managers, administrators and developers in complex public and private sectorbureaucracies as they grapple with various stages of SharePoint implementation: stillassessing SharePoint, in mid-deployment, or recovering from a false start.Recent reports by Forrester Research, Gartner Group and CMS Watch all attest to thepower and popularity of the MOSS platform. But they also indicate that ease of use andchaotic implementation can derail SharePoint deployments. Enthusiasm with thetechnology by IT departments and power users can distract us from more disciplinedplanning. Hence, a structured management perspective, including an objective weighingof deployment and adoption costs and benefits, is badly needed.Microsoft’s SharePoint Governance and Checklist Guide is one good source of keytechnical governance for a well planned deployment: project and operationalmanagement; development and configuration; infrastructure; operational concerns;education and training; and navigation, taxonomy and search. Yet this document andmost governance literature focus mainly on technological aspects. SharePoint differsfrom a traditional IT software implementation in engaging employees and sparkingcultural change throughout the enterprise. A general management approach is essentialto win policy, resource and rank-and-file support.This paper offers the following tips for maximizing SharePoint business value:(1) Strategic Planning (vision, audience, culture, infrastructure, software);(2) Communications and Training (teamwork, marketing, pilots, methods); and(3) Management Engagement (executive support, resources, management tools).Executives should stop looking at IT such as SharePoint as a technology installation, butrather as “periods of organizational change that they have a responsibility to manage”1.Likewise SharePoint developers and administrators need to work from this broadermanagerial and governance perspective if they are to bring their installations to life.Attachments to this white paper include a four-phase implementation road map, anextensive bibliography and notes on online resources, a short case study, and notes aboutthe SharePoint Users Group of Northern Virginia’s regional conference at which thepaper was originally presented in June 2008.
- 1 -Introduction:Recent reports by Forrester Research, Gartner Group and CMS Watch all attest to thepower and popularity of the MOSS platform.2However, they indicate that ease of useand chaotic implementation can derail SharePoint deployments. Enthusiasm with thetechnology by IT departments and power users can also distract organizations from moredisciplined planning, and an objective weighing of deployment and adoption costs andbenefits.Indeed, it is not unusual for organizations to rush into implementation, and unleash aproliferation of sites with inconsistent branding, support and backup. SharePointdeployments can often begin as “guerrilla” deployments by departments or users withoutthe full knowledge of the IT Department.A model SharePoint deployment, however, differs from a traditional IT softwareimplementation in that it necessarily engages employees and sparks cultural changethroughout the enterprise. Good technology governance, coupled with a broaderstrategic, communications and management approach, can keep a SharePoint deploymentunder control and help maximize business results.A. Technology Governance• SharePoint governance is “[using] people, process, technology and policies to define aservice, resolve ambiguity and mitigate conflict within an organization.”.3It needs toavoid the chaos of proliferating MOSS sites, servers and duplicate technologies. In otherwords, governance is the “ability to manage risk, cost and adoption.”.4Permanent Central PortalEnterprise SearchEnterprise BrowsePermanent Central PortalEnterprise SearchEnterprise BrowseCorporateBusiness TaxonomyWith DivisionalStakeholdersCorporateBusiness TaxonomyWith DivisionalStakeholdersPerUserPerUserAd Hoc SelfServicew/ Life CycleManagementAd Hoc SelfServicew/ Life CycleManagementPermanent Division PortalsBusiness Process ManagementDivision NewsGroup Reporting & ScorecardsPermanent Division PortalsBusiness Process ManagementDivision NewsGroup Reporting & ScorecardsSemi StructuredGroup, Team, ProjectSites and WorkspacesSemi StructuredGroup, Team, ProjectSites and WorkspacesBlogs, bios,Social networkingBlogs, bios,Social networkingSource: Ed Hild, Microsoft, 8/07
Figure 15- 2 -The challenge in any governance regime is to balance the right amount of guidance (on acentralized or decentralized basis) so growth is properly channeled, while not being sorestrictive as to “lock down” the application and strangle user initiative. Typically at thelower level of the pyramid in Figure 1 above, users can self-provision MySites andinformal work spaces. At the upper level control is reserved to the IT Department.Microsoft’s SP Governance and Checklist Guide sums up key technical governance areasfor a successful managed deployment: project and operational management;development and configuration; infrastructure; operational concerns; education andtraining; and navigation, taxonomy and search.Information Architecture: One definition of this over-arching governanceconcept is “how information is created, structured and labeled to ensure a user experiencethat facilitates the users in achieving their goals: finding information or, completing atask in the most efficient manner.”6Under this architecture, a classification taxonomygives overall consistency, branding and searchabilty to a deployment. Organizationsshould follow simple business taxonomies vs. more complex (and labor-intensive)scientific data structures.7Recommended federal resources to support good taxonomiesare WebContent.gov and the CIO Council’s Inter-agency Council on GovernmentInformation. Enterprise site directories or “yellow pages” are a useful adjunct to a goodtaxonomy, and they can track and publicize sites’ existence for IT administrators andusers.8Reinforcing governance elements: It is important that various governanceelements complement and reinforce rather than conflict with one another. For example, ataxonomy’s general framework, as well as standardized templates or content types shouldbe communicated in training courses, and monitored through periodic audits. Thesestandards, in turn, provide a baseline against which customized web parts are allowed,which also depend on an efficient change management process. The nature of theenterprise’s supporting infrastructure may dictate the breadth of the SP deployment andextent to which it needs mesh with other legacy applications.B. SharePoint in a Management Context:Challenge of user adoption: As with many IT applications, there is afundamental challenge “crossing the chasm” between early pioneer users and gettingSharePoint adopted by the organization as a whole.9The Federal AviationAdministration’s (FAA) SharePoint expert Ron Simmons cautions that the enterprise may“lose” 30% of users at the initial file share replacement stage if SharePoint is notdeployed and adopted properly.10It is essential to the successful adoption of any newtechnology or system to get users involved early and empower them to promote change.
A need for many “cooks”: Many specialists are required to make SharePoint asuccess. Three general groups are managers, users and network administrators. 11- 3 -There may be as many as 10 different roles, ranging from Data Base Administrators andSearch specialists to user business owners.12Unlike traditional software, key drivers ofthe shape and output of the new system will come from empowered users…and not theIT Department.13Enterprises face another choice in whether to develop specializedSharePoint IT staff in-house or resort to outside consulting services. For example, theymight internally customize migration tools and web parts, or buy them from a vendor.Interactive design processes such as Agile and general “road maps” (see further below)can also help coordinate actors across the enterprise to make a SharePoint a success.14Cost and benefit: It is crucial to “get a handle” on costs, both to guideimplementation and defend the program before management and auditors. Thecost/benefit process itself has value in clarifying options and communicating them tostakeholders and executives. MOSS software licensing, fees and related implementationcan approach bids of $500,000 to $1,000,000 for a large enterprise. Another way to lookat this is Gartner Group’s Total Cost of Ownership (TCO) model. Gartner estimates thatMOSS software constitutes less than 15% of TCO over a 5 year life cycle.15Income or cost savings from IT administration consolidation can also be quantified, yet inthe long term SharePoint is likely to increase the volume of data and traffic on theorganization’s network, and drive a need for more servers and storage capacity.SharePoint replacement of file shares alone can almost triple the requirement for storagespace given versioning control. Other cost savings may flow from SharePoint’sreplacing a less efficient legacy system or in reducing email volume and Exchangeoverhead. More intangible knowledge management type returns (ease of use,collaboration, data integrity and retention) can also be factored in.Fee-for-service or chargeback schemes, where users pay the IT Department for customdevelopment, can also generate income. However, experts debate the wisdom ofcharging an organization’s users for all or part of a MOSS installation. Proponents say itrations pent-up demand, makes users more accountable for using the software, and helpspay for MOSS administrative overhead. Detractors say it artificially restricts demand forwhat should be a free enterprise “utility” such as Word or Outlook.C. A General ManagementApproach1. Strategic Planning:- Articulate a vision: What is yourorganization trying to accomplish withMOSS functionality as per the pie chart inFigure 2 Source: Microsoft
Figure 2?: Is it seeking to maintain a competitive position in the marketplace, cut costsby stream-lining processes, or- 4 -better motivate and retain personnel? Is compliance reporting or record retentionimportant? How do existing reengineering, policy, or technology initiatives fit in?In crafting a SharePoint vision, an enterprise should try and maximize the “findability” ofinformation for users by offering various options: portals, search, and expertisedirectories.16In one example, a “virtual office environment” informs FAA’s SharePointvision. Using SharePoint to standardize multiple enterprise collaboration systems andyield resulting economies of scale might be another driver in one’s vision.Be mindful that SharePoint is not the right tool for everything. For example, its out-of-the-box CMS capability is limited, and extensive custom coding would be needed toprovide CRM contact management functionality. Be prepared to try to fit in legacyapplications (perhaps by partially integrating them via MOSS’s Business Data Catalogue)for such unmet needs, or consider other COTS or open source products.- Focus on target applications and audiences: Think how best to marrySharePoint capability and specific business functions by creating business templates. TheAmerican Red Cross, for example, applied Windows SharePoint Services (WSS) 2.0 toreplace Excel spreadsheets emailed by field managers for project relief reporting duringHurricane Katrina (see also the case study in Attachment 3).17DOD’s HarmonieWeb ismaking use of the advanced features of MOSS to share information and coordinateinternational disaster relief via a password protected portal on the Internet.18Del MonteFoods applies MOSS to connect research experts and sales staff, thus expediting the timeto market of new product ideas.19- Know your culture: How receptive is your organizational culture to SharePointweb-based information sharing? If work flow appears more efficient, but personnel resistreengineered business processes, no “automating of cow paths” will improveproductivity! The Red Cross’s branded “Neighborhoods” have grown so rapidly, largelybecause of volunteers’ positive, independent, and “can-do” attitude.20SharePoint haslikewise taken off at Mitre, whose engineering culture and “Community Share” servicehave made for a willing user base to apply and tinker with the technology.21- Assess your supporting infrastructure: Does MOSS mesh well with existinghardware, software and network infrastructure? Do latency and bandwidth issues overyour WAN call for additional technology or engineering fixes? Are user desktopsconfigured with a consistent Office software to interface with SharePoint, with plans tomigrate to the more MOSS-compatible Office 07 in future? In some cases, givenlimited budgets, it is best to accept network limitations on SharePoint, and adapt yourrollout strategy accordingly. The Pan American Health Organization, on the other hand,has procured accelerators to dramatically improve the performance of its SharePoint
network in Latin America,22and Christian Aid in the UK has applied a mix of replicationand peer-to-peer technology to support its disaster relief work overseas.23- 5 -- Check fit with alternative software: Other simple collaboration tools such asMediawiki (wiki), Movable Type (blogs) or Google Apps (document sharing) are alsoavailable. They are bandwidth light, inexpensive, and easy to install and use. They mayquickly fill basic enterprise-wide collaboration needs. Another is Microsoft’s Groove, apeer-to-peer, rich client that facilitates decentralized collaboration. It is especiallyappropriate for small, ad hoc teams, and can be integrated with SharePoint as variouscase studies attest.Such applications may complement a MOSS deployment by readily supplying simplecollaboration solutions while a more complex SharePoint rollout is evolving. Anorganization might also use the free (with Windows Server 2003 or above) WSS 3.0 teamapplication vs. a full-scale and more costly MOSS enterprise installation. Manyorganizations have used WSS (Windows SharePoint Services) to test business processesand departmental applications in preparation for a future rollout of MOSS with itsbroader enterprise administration, search, work flow, and other capabilities.2. Communications and Training- Forge your team: A SharePoint manager’s job is to try and bring togethervarious conflicting or isolated parties and share expertise and perspectives vital toimplementation. For example, knowledge management, human resources, reengineering,public affairs, financial management, business users and various parts of IT (servers,desktop, network) all have a role to play. Informal meetings with these players can startforging a sense of trust, common purpose and teamwork, all of which is vital toimplementation success.- Make the “pitch”: A “soft-sell” approach with little technical jargon is best,especially at the early stages. According to McKesson, SharePoint is very much an“extend as you learn” process driven by end users, but people first need to understandbasic concepts.24Tactics include lessons learned studies, outside expert presentations,SharePoint demonstrations, trade fair type exhibits and inter-action with users, andgovernance workshops with early adopters. Some planning, architecture, and businesscase resources may be tapped from Microsoft (see their Gear-up site.). However, beselective in adapting this technology-focused material to your unique enterpriseenvironment.- Take a ”test drive”: It is difficult to assess SharePoint in the abstract, and bestto test it against a real business process and actual user and network conditions. Suchearly trials can either be formal pilots subject to a supervised (and political) process ofselection and evaluation, or informal tests where users try out SharePoint on their own.
Pilots are valuable in developing early principles of user governance, reusable templatesfor business functions, and building user interest.- 6 -- Train to task: In general, training should not just focus on SharePointfunctionality, but on how it will be used in the organization. Ranging in length from 1-2hours to a few days, such training should be geared to the various levels ofusers/administrators who will be applying the software. It is a mix of classroom, onlineand informal instruction (McKesson, for example, sponsors a “collaboration café”,25andthe Red Cross hosts periodic conference calls to exchange site administrator bestpractices).26Experience shows that training and retraining is a continuing process. Peer-based coaching through users groups can also be a productive part of adapting andinstitutionalizing SharePoint to the enterprise.3. Management Engagement- Enlist executive support: At a minimum, you will need a CIO commitment tobuy the software, and ideally his or her engagement in key aspects of governance, rolloutand legacy migration. Middle management can take a lot of initiative in steeringSharePoint deployment, typically through a central governance committee (this isadmittedly a more complex undertaking for public sector enterprises, whose processes areoften less transparent, and who lack the private sector’s sharper cost/benefit discipline).As the scope and politics of SharePoint implementation evolve, other levels ofmanagement (department heads, personnel chiefs, financial managers, etc.) will need toget engaged. Incentives by management for IT staff and users in applying SharePoint forbusiness results are also important. These can take the form of web recognition, cashawards or special web part developer workshops and competitions.- Target limited resources: SharePoint costs tend to escalate as implementationproceeds (up to 80% of an implementation’s cost is in continuing operations andmaintenance, vs. only 20% in upfront design and installation, although these figures mayvary) . Thus it is important to have a good understanding of cost/benefit to justify budgetoutlays for software, hardware, network upgrades, training and consulting services. Thisanalysis will also help managers guide an evolving deployment toward areas of greatestreturn (a human resources portal? standardized sites for all field offices? cross-functional research and development teams?).- What to roll out and when?: Given likely pent-up demand for sites, the ITDepartment needs to roll out SharePoint in “chunks” over time. Questionnaires might beused by IT to initially screen for motivated and sustainable users who are likely to addbusiness value. Simple SharePoint sites built from templates could be provisioned first,with more customized, complex sites supported later. Release of specialized SharePointfunctionality such as advanced work flow/custom site design (Designer) or personal webpages (MySites) might be deployed later, thus avoiding chaotic usage or overloading of
IT support and help desk. Distribution of third party software or MOSS upgrades alsoneeds to be scheduled, as well as migration of legacy applications.- 7 -- How to use management tools: Metrics on how many sites are launched andused (or unused and retired), volume of content shared, and number of users trained aresome important indicators. Automated tracking is “baked into” MOSS’s centraladministration, and other key performance indicator (KPI) tools can be developed inSharePoint. Bechtel, for example, applies a quarterly audit to all enterprise SharePointsites.27In addition, anecdotes and case studies on practical use of the application can helpguide deployment.28- Share your success: As your SharePoint implementation matures, it is usefulto compare your experience and learn from other organizations. A lessons learned studyor an information-sharing workshop can frame such cross-fertilization. Alternatively,you might share experience in local SharePoint users groups (such as the NorthernVirginia SharePoint Users Group) or through membership in such knowledgemanagement organizations as the American Productivity Quality Center (APQC) or theKnowledge Management Institute. Microsoft itself can be a resource either by posting acase study of your experience (several are noted at the end of this paper), or throughinteraction with a regional Microsoft Technology Center which monitors customerexperience and feedback.D. Conclusion:Sound technical governance, coupled with a broad strategic, communications andmanagement discipline, are essential for MOSS implementation success. Executivesshould stop looking at IT such as SharePoint as technology installations, and rather as“periods of organizational change that they have a responsibility to manage”29. LikewiseSharePoint developers and administrators need to work from this broader managementperspective if they are to bring their installations to life.Various road maps are available to help guide your SharePoint deployment and adoption.One of the most helpful is McKesson’s presentation at the March 2008 MicrosoftSharePoint Conference on “How SharePoint can make you a rock star”.30HereSharePoint is treated as its own “business”, with marketing, financial, integrated IT andother goals. Government Computer News provides a more generic CollaborationSoftware RFP Checklist that is also useful.31You might also consult deployment andadoption strategies by other similar web-based operations within your enterprise. Finally,Attachment 1 presents a 4-step SharePoint road map based on the author’s experience.Attachments:1. A Road Map for SharePoint Implementation
2. A Real World SharePoint Case Study: the American Red Cross3. Bibliography of Online Resources in SharePoint Management and Governance4. About the Author, SUGNOVA, and the Regional SharePoint Users Conference5. End Notes- 8 -Attachment 1: A Road Map for SharePoint Implementation Success1. Get organized:• Clarify your vision and strategy• Canvass comparable organizations’ lessons learned• Learn from conducting informal and formal pilots• Assess your users’ skills and experience, and their collaboration needs (requirements)• Engage stakeholders (team-building)• Specify and “fit” user requirements to SharePoint (or alternative applications)• Standardize inefficient work processes• Complete a cost/benefit analysis• Mobilize resources (IT and staff)• Plan a timeline with key milestones, project prioritization, and sign SLAs• Develop initial governance guidance (FAQs, templates, quotas, taxonomy)• Set SharePoint’s scope: for headquarters, specific departments, or enterprise-wide• Decide on network priorities (Intranet, Extranet, Internet and/or mobile)• Decide on one or multiple site collections• Communicate and measure early results2. Get off to a good start:• Upon installation/provisioning, announce governance & configuration guides• Do training (classroom, online, demos)• Delegate more to users, and involve an enterprise users group• Showcase pioneer early adopters (incentives)• Document enterprise case studies and best practices• Engage other levels of management (demonstrations, briefings)• Migrate legacy applications, and procure vendor web parts, if need• Form a local governance committee(s)3. Learn by doing:• Hold early adopter workshop to refine governance and best practice• Evolve your way to successful adoption• Retain legacy systems where practical• Involve more traditional offices• Fill in placeholder “stubs” with SharePoint sites in enterprise taxonomy• Extend SharePoint to other networks (Internet)• Do quarterly audits of site quality4. Take it to the next level:• Tackle more complex implementations
• Migrate remaining legacy software and systems• Customize applications (Designer, .NET)• Introduce upgrades, add-on software• Share your lessons learned, with best practice entities, inter-agency fora- 9 -Attachment 2.A Real World SharePoint Case Study: the American Red CrossSource: Kevin Hans, Knowledge Management Office, American Red CrossThe American Red Cross (ARC) is a humanitarian organization of one million volunteers.It provides relief to victims of disasters, and helps people prevent, prepare for andrespond to emergencies. In 2003 the ARC’s interest in launching communities of practiceand strengthening collaboration in the field led its small knowledge management office(with IT Department support) to champion the release of WSS 2.0 to interested users. Theapplication grew from 5,000 users to some 60,000 today, at times stretching ARC’s abilityto manage and support such dramatic growth. ARC’s “can-do”, federated and volunteerculture was well suited to replicating SharePoint among its dispersed and user-driven“Neighborhoods”. In one example, beginning with Hurricane Katrina SharePointreplaced a cumbersome paper and spreadsheet process for tracking media inquiries. Thisreduced training time for the volunteers who manage/perform this process, and improvedthe dissemination of information in terms of time, reach and reporting efficiency to staffand top management. ARC recently migrated from WSS to MOSS, and is now looking toapply MySite, blog, wiki and work flow functionality.Key governance and management lessons learned:A need, from the beginning of deployment, for a more formal IT Department involvementin SharePoint rollout and adoption, esp. re backup, load-balancing, and security, all ofwhich features have since been implemented by ARC;A ground-up, organic implementation approach worked best for ARC, with basic training,peer-support and governance. More hierarchical or complex organizations may needmore extensive governance and training programs;Value of good project management in guiding the migration from WSS to MOSS.
- 10 -Attachment 3:BIBLIOGRAPHY OF ONLINE RESOURCES ONSHAREPOINT MANAGEMENT AND GOVERNANCEOnline articles, blogs, websites:• SharePoint Governance Checklist Guide, Microsoft• Microsoft SharePoint Team Blog : Groove vs. SharePoint?, Abbott Lowell,Microsoft/Groove, 3/31/2008• Put a Stop to SharePoint Sprawl., Summary, by Alan Pelz-Sharpe, AIIM MagazineArticle, 02/04/2008.• SharePoint 2007 – Site Collections and When to Use Them, Bob Mixon, 4/15/2008, ,www.bobmixon.com• The accidental benefits for cost-benefit analysis, and Creating a cost-benefit analysis:building blocks and basic steps, Marty Chakoian, Microsoft, 10/19/05• Managing Technical Change in Organizations, by David Capocci, SAFECO, 2/03.Case studies:• Communication & Collaboration: Building an Emergency OperationsCenter on Groove and SharePoint, by John Morello.• FAA’s Virtual Office Puts the Agency a Jump Ahead in Preparedness - June 2006.FDIC’s Telework Program• USJFCOM SJFHQ MOSS 2007 Project (HarmonieWeb) Case Study, MicroLink• Microsoft Office System. Customer Solution Case Study. “Collaboration Solution forChristian Aid Tested in Tsunami Releases Help for Victims in just 24 hours,”Christian Aid, UK, 2004• Microsoft Office System. Customer Solution Case Study. “Improves Help DeskResponsiveness with New Automated System” (INEGI in Mexico), March 2007White papers:• Topic Overview: Microsoft Office SharePoint Server 2007 by Kyle McNabb, RobKoplowitz with Erica Driver, Diana Levitt, Forrester Research, 4/24/08• Four Essentials for Building Your SharePoint Strategy, Mar 31, 2008, (abstract)a White Paper by David Waugh, Quest
• Is A SharePoint-Based Solution Right For Your Organization?, a Solution Paper bySpringCM, 2007• SharePoint: How Its Leveraged and How It Works, from Global Knowledge, by GailPomper , 2007• White paper: Chaos no more: Steps for building governance into Microsoft OfficeSharePoint Server 2007., Microsoft, Tech Net• Learning Tree - Resource Library, SharePoint Empowerment: Making DocumentManagement and Organizational Collaboration Easier.- 11 -• Deploying Windows SharePoint Services 3.0 for Team Collaboration, by David MarioSmith, Gartner Group, 8/30/07.• Q&A: How Governance of Microsoft SharePoint Can Be Useful For ContentManagement, by Mark R. Gilvert, and Karen M. Shegda, Gartner Group, 6/1/07.• How to Prevent WSS Services Anarchy, by Matthew W. Cain, Gartner Group, 6/28/06• SharePoint for Content Management Revisited, by Karen M. Shegda, Mark R. Gilbertand Kenneth Chin, Gartner Group, 8/17/07• 2007 Excellence.Gov Awards White Paper: Lessons Learned to Leverage Technology toEnhance Collaboration, 2007, by David G. Cassidy, TCG.• The Forrester Wave: Enterprise Content Management Suites, Q 4 2007, by KyleMcNabb, Forrester Research, November 9, 2007• Magic Quadrant for Enterprise Content Management, by Karen M. Shegda, Toby Bell,Kenneth Chin, Mark R. Gilbert, Mick MacComascaigh, Gartner Group, September 23,2008Presentations on Governance:• Regional SharePoint Users Conference, “Enforcing Governance by Provisioning Siteswith. WorkFlow…The Importance of. Taxonomy for SharePoint. Deployments”. MackSigman, InfoReliance, Dulles, Virginia, October 2007• 2008 SharePoint.Org Conference Agenda and Summary Presentations, 3/ 9-11, 2008,Tremont Hotel, Baltimore, MD, sponsored by Susquehanna Technology.• If you build a portal solution, will users come?, Susan Hanley LLC, Regional SharePointUsers Conference, Dulles, Virginia, October 2007.• Best Practices SharePoint Conference, Mindsharp, Washington D.C., 9/15-17, 2008.• Slide Presentations at Microsoft SharePoint Conference, Redmond, WA, 3/8/08:- DM:200 MOSS 2007 Deployment Planning, Matt Passannante, SharePoint Experts, Inc.- Collaboration & Social Networking in the Enterprise, Jonathan Wynn, Del MonteFoods- From Chaos to Corporate Governance: 10 Steps for Success, Joel Oleson, Microsoft- Harmonizing people, processes, and business systems, James Lee and Mark Peters ofMTS Allsteam, and Gregory J. Momaniuk, The Alberta Teachers Association- Making Information So Easy to Find, Its Impossible Not to Use it!, Lori Garcia,Chesapeake Energy- Consolidating Enterprise Information, Adam Woodruff, Quest Software
- Driving Business Value: Real Solutions for Real Challenges, Dan Naselius, LarryRoshfeld, CorasWorks- Deploying Performance Point Server 2007 and MOSS 2007 for PerformanceManagement, Michael Tejedor, Microsoft, Parick Husting, Extended Results, Inc.- MOSS 2007 meets DOD certification, Sean Dillon, Microsoft- Information Architecture for MOSS 2007, Jonathan Stynder, Microsoft- Microsoft Office SharePoint Server 2007, Ed Hild, Microsoft- How SharePoint can make you a rock star, Paul Miller, Aaron Rafus, McKesson Corp.- Buzz: Build end-user excitement and proficiency, by Bob Sutton, Microsoft- 12 -Journal articles (online summaries):• Mastering the Three Worlds of Information Technology,by Andrew McAfee, Harvard Business Review, November 2006.• Radically Simple IT, By David Upton, Bradley R. Staats, Harvard Business Review,March 2008Books (online summaries):• Crossing the Chasm, by Geoffrey A. Moore (Harper Business Book), 2001• Essential SharePoint 2007, by Scott Jamison, Mauro Cardarelli and Susan Hanley(Addison Wesley)
- 13 -Attachment 4About the Author:Gary L. Vaughan is a consultant with World-Wide Information Network Systems (WINS) oncontract as a Senior SharePoint Advisor to the Office of eDiplomacy at the Department of Statein Washington D.C. WINS is a privately-held, global information technology company with morethan 100 IT professionals delivering solutions that allow government to increase productivity,enhance performance, and control costs. Mr. Vaughan advises foreign affairs organizations onhow to launch, govern and maximize the business value of Microsoft SharePoint and relatedtechnologies, and is an active member of SUGNOVA. Prior to consulting in SharePoint, he wasa career Foreign Service Officer with the U.S. Agency for International Development until 2006,with 27 years experience in managing overseas development projects, as well as expertise ininformation technology programs and knowledge management. He has graduate degrees incomputer science, business and international relations, and may be contacted email@example.com.About the SharePoint Users Group of Northern Virginia (SUGNOVA):The purpose of SUGNOVA is to provide a forum for the learning and knowledge exchange forthe Microsoft product SharePoint and its related technologies. Under president Gary Blatt, thegroup sponsors monthly expert presentations, networking and discussions on various aspects ofSharePoint in Northern Virginia. These meetings are free and open to anyone with an interest inSharePoint, whether administrators, developers or newcomers to this new technology. Meetingsare held the 2ndThursday evening of each month in Reston, Virginia. For our next meeting topicand venue, check out www.sugdc.org. Our group SharePoint site, which requires a login, can befound at www.sugnova.org. To request a login, please send an email to firstname.lastname@example.org.About the Regional SharePoint Users Conference:June 27-28, 2008 marked the second SharePoint Users Conference sponsored by SUGNOVA inthe Washington D.C. area since the first event held in October 2007. This conference bringstogether expert presentations on SharePoint, exhibits by leading industry vendors, and over 150attendees with manager, developer and administrator interests in this platform. It is also a forumfor information-sharing such as this draft white paper. The next conference is tentatively
scheduled for Spring 2009, with details to be provided at www.sugdc.org. The conference chair(and founder of SUGNOVA) is Gary Blatt, and conference program committee members are DaleClarke, Harold Brangman, Janice Brangman, Manuela Costescu, Vladimir Costescu and GaryVaughan.Acknowledgements:Gary Vaughan and SUGNOVA would like to acknowledge inputs of the following individualswho helped to conceptualize, outline, edit or otherwise review this white paper: Gary Blatt andDale Clarke of SharePoint Resources; Harold Brangman of PHE; Fitz Stewart, EbonyWashington and Greg Valentine of WINS; Susan Hanley of Susan Hanley LLC, and Kevin Hansof the American Red Cross.- 14 -END NOTES (Attachment 5)*
1Mastering the Three Worlds of Information Technology, by Andrew McAfee, Harvard Business Review,November 2006.2Various sources on SharePoint from CMS Wire, Gartner Group and Forrester Research:• Put a Stop to SharePoint Sprawl., Summary, by Alan Pelz-Sharpe, AIIM Magazine Article,02/04/2008.• Topic Overview: Microsoft Office SharePoint Server 2007 by Kyle McNabb, Rob Koplowitz withErica Driver, Diana Levitt, Forrester Research, 4/24/08• Q&A: How Governance of Microsoft SharePoint Can Be Useful For Content Management, by MarkR. Gilvert, and Karen M. Shegda, Gartner Group, 6/1/07.• How to Prevent WSS Services Anarchy, by Matthew W. Cain, Gartner Group, 6/28/06• SharePoint for Content Management Revisited, by Karen M. Shegda, Mark R. Gilbert and KennethChin, Gartner Group, 8/17/07In addition, other sources analyzing SharePoint in a content management context:• The Forrester Wave: Enterprise Content Management Suites, Q 4 2007, by Kyle McNabb, ForresterResearch, November 9, 2007• Magic Quadrant for Enterprise Content Management, by Karen M. Shegda, Toby Bell, KennethChin, Mark R. Gilbert, Mick MacComascaigh, Gartner Group, September 23, 20083“From Chaos to Corporate Governance: 10 Steps for Success,” Joel Oleson, MicrosoftSlide Presentations at Microsoft SharePoint Conference, Redmond, WA, 3/8/084Robert Bogue, Microsoft MVP, www.thorprojects.com/blog5Ed Hild, Microsoft Technology Center, presentation at Regional SharePoint Users Conference, June 27-28, 2008, Dulles, Virginia6Information Architecture for MOSS 2007, Jonathan Stynder, Microsoft. Slide Presentations at MicrosoftSharePoint Conference, Redmond, WA, 3/8/087Regional SharePoint Users Conference, “Enforcing Governance by Provisioning Sites with work flow…The Importance of. Taxonomy for SharePoint. Deployments”. Mack Sigman, InfoReliance, Dulles, Virginia,October 20078A key early decision in a SharePoint deployment is whether to use one or multiple “site collections.” Asite collection is a hierarchy of sites, at a minimum a single top level site with many sub-sites. It typicallyrefers to a unique content data base, and sets standardized controls, templates and features inherited by“child” sub-sites. Tasks associated with site collection administration may be another way for topmanagement and the IT Department to involve business managers in SharePoint implementation andsupport.9Crossing the Chasm, by Geoffrey A. Moore (Harper Business Book), 200110- 15 -Ronald Simmons, Federal Aviation Administration, in presentation before the Federal Military SharePointUsers Group, Washington D.C., May 200711SharePoint: How Its Leveraged and How It Works, from Global Knowledge, by Gail Pomper, 200712Four Essentials for Building Your SharePoint Strategy, March 31, 2008, (abstract), a White Paper byDavid Waugh, Quest
13The FAA’s successful Knowledge-Sharing Network (KSN) deployment illustrates the need for a broaderarray of actors to engage the entire enterprise in SharePoint deployment and adoption. At the executive levelthese include senior sponsors, government responsible individuals. At the working level are a KSN programmanager, working units’ administrators and facilitators, and technical support.14“Agile Software Development”, Wikipedia, http://en/wikipedia.org/wiki/Agile_software_development15Q&A: How Governance of Microsoft SharePoint Can Be Useful For Content Management, by Mark R.Gilvert, and Karen M. Shegda, Gartner Group, 6/1/07.16Presentation by Peter Morville, “Information Architecture and Findability” at 2008 SharePoint.OrgConference - Agenda and Summary Presentations, 3/ 9-11, 2008, Tremont Hotel, Baltimore, MD,sponsored by Susquehanna Technology.17Kevin Hans, Knowledge Management Office, American Red Cross, presentation at Regional SharePointUsers Conference, June 28, Dulles, Virginia18USJFCOM SJFHQ MOSS 2007 Project (HarmonieWeb) Case Study, MicroLink19Collaboration & Social Networking in the Enterprise, Jonathan Wynn, Del Monte Foods. SlidePresentations at Microsoft SharePoint Conference, Redmond, WA, 3/8/0820Ibid. Note 17.21Beth Pabisch, Information Tecnology Department, Mitre Corporation (interview, August 2007).22Charles Anstrom, Information Technology Department, Pan American Health Organization (interview,May 2008)23Microsoft Office System. Customer Solution Case Study. “Collaboration Solution for Christian AidTested in Tsunami Releases Help for Victims in just 24 hours,” Christian Aid, UK, 200424How SharePoint can make you a rock star, Paul Miller, Aaron Rafus, McKesson Corp. Slide Presentationsat Microsoft SharePoint Conference, Redmond, WA, 3/8/0825- 16 -Ibid. 24.26Ibid. 1727Sherry Grayson, SharePoint Administrator, Bechtel Corp. (Interview, April 2008)28Other program management tools may help. These may be as simple as GANTT charts to gain clarity andagreement on key implementation milestones. More elaborate, Microsoft Office Performance Point Server2007 provides scorecards, planning, budgeting, forecasting and other reporting functionality. Additionaltools noted by Microsoft’s Ed Hild at the June 2008 Regional SharePoint Users Conference included opensourced software to plan system capacity, manage asset inventory and move around site collections (seewww.codeplex.com for some of these tools). Another conference speaker, Erin O’Connor, uses customwork flows to automate site provisioning, registration and training.29Ibid. 1.30Ibid. 24.31Drew Robb, “RFP Checklist: Collaboration Software,” Government Computer News, November 6, 2006.