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I3solutions- Sharepoint Governance the Art
 

I3solutions- Sharepoint Governance the Art

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  • PeopleRoles and responsibilitiesBusiness and technicalCreators and consumersTechnologyLet them know what the governance applies to. Ex: for the intranet, not the public facing site EX: web content only, not these standalone apps.PolicyLet them know what they can’t do.Where should certain activities take place?Where should they go to request change.ProcessCreate new spacesArchive informationAffect changePush info out to a user base.
  • What happens if we don’t have governance?
  • Because governance is RestrictionsI’m in charge and you’re notIn general, about as pleasant as being squashed by a housePeople don’t like being told what to do  quite often ignore the need for governance
  • This is what SharePoint should bePeople working together towards a common goal.Whatever SharePoint isPlatformProductPortalIt should help get us further than if we don’t use it.
  • Now that we have defined who we are, where we are, and what we cannot do, we need to think about providing ways to work in this environment.
  • That’s why we have it, right?Define the roles people play with regard to the system.Important to remember that governance is heavily about definition, and capturing what should be happening.
  • Objective: Communicate that people need a clearer view of their customers.Talking Points:We’ve talked about how salespeople don’t have enough time to sell—and while that’s true, we also need to focus on knowing your customers too. Having more time to sell is great—but when all is said and done, it doesn’t mean much if you don’t know who to sell to. That’s why it’s important to identify your most valuable customer and prospects.Did you know that a full 40 percent—that’s almost half—of sales executives rate sales analytics as one of the top needs of their organization?* That means a lot of companies don’t have a good view of who their customers are. And when you consider that companies that retain 5 percent more customers typically increase profitability by 25 percent or more*, the case for knowing your customers is clear.40% of Sales executives rate Sales Analytics as one of the top needs for their organization (User Survey Analysis: Business Intelligence, Worldwide 2007: Gartner)56% of CSOs indicated they want to improve their ability to farm additional revenue from existing customers (Sales Performance Optimization -2007 Survey Results & Analysis – CSO Insights)The benefits of knowing your customers has a measureable impact on your bottom line: A recent study indicates differences in data quality can amount to a 66 percent shift in revenue from customers (Lager 2009).Ask yourself two questions:Have we identified the most important customer segments?Are we targeting, expanding, and retaining the right accounts?Can we following the information from Lead to Cash?[CLICK BUILD]Here’s what Microsoft offers to help you answer these questions.360 degree customer visibility by roleCustomer analyticsAnalytics for targeted sellingOPTION #1: Stay on this slide & review points below, then transition to Pillar 2 (Optimize Selling Cycles)360 degree customer visibility by roleSingle view of interactions across systems – see all your accounts, cases and interactions in one placeUser defined experience (web, phone, PC) - Contextual delivery based on sales roleCustomer Analytics for Strategic Segmentation Gain insight into customer purchasing behaviorIdentify and group customers more likely to buyCapitalize on new market opportunitiesAlign sales resources based on customer/prospect segmentationPredictive Analytics for Targeted SellingPinpoint high probability deals for closingProactively identify up/cross-sell opportunitiesMaximize revenue potential of current accountsTransition:Once you have identified the right customer and opportunities, do you have the processes in place to handle the leads?OPTION #2 – Proceed to next slide to discuss blue bar text in greater detail.Transition:Let’s go into each of these in detail:*User Survey Analysis: Business Intelligence, Worldwide 2007: GartnerThompson, Ed, and Nelson, Scott D., “How to develop a CRM Strategy,” (Gartner Research, December 27, 2004). *Reichheld, Frederick, “The Loyalty Effect,” (Harvard Business School Press, 2001).Additional Sales Role Points:Sales ExecutiveShift sales resources to impact growthSegmenting customers to drive growthIdentify and capitalize on market changes and trendsSenior Sales ManagerSeamlessly track all interactions, communications, purchases and inquiriesGain full visibility into customer information and purchase historySegment and target high-value customersProactively pinpoint and tailor up-sell/cross-sell opportunitiesSales OperationsDeploy systems that integrate data across multiple systems to provide full view of customer informationEnsure adoption of CRM tools that enable the collection of quality customer information.Improve cross-sell/up-sell rates via timely and relevant customer dataKeep your pulse on customer satisfaction with full visibility into interactions across all departmentsAutomatically track key renewal and contracts dates and take proactive measures while you can still effect change
  • You are not giving your presentation to have another meeting. You are there to convey meaning.

I3solutions- Sharepoint Governance the Art I3solutions- Sharepoint Governance the Art Presentation Transcript

  • GovernanceThe Art of Growing the Possible
    45945 Center Oak Plaza, Suite 140
    Sterling, VA 20166
    703-652-8971
    LWilliams@i3solutions.com
    @sharepointlinc
  • SharePoint – incredible demand, incredible capabilities …
    Bill Gates at the 2008 SharePoint Conference
    “There is an incredible demand today for solutions that help businesses to harness the power of a global work force and tackle the challenges that come with the explosive growth of digital information.
    The spectacular growth of SharePoint is the result of the great combination of collaboration and information management capabilities it delivers. I believe that the success we’ve seen so far is just the beginning for SharePoint.”
  • - Uncle Ben
  • Governance Defined
    Governance is the activity of governing. It relates to decisions that define expectations, grant power, or verify performance. It consists either of a separate process or of a specific part of management or leadership processes.
    ROOT: Psychology of Trust and Fear
    Assuring, on behalf of those governed, a worthy pattern of good while avoiding an undesirable pattern of bad.
  • So What IS SharePoint Governance?
    5
  • This is the bulk of your Governance– the planning, reorganization, and transformation of your SharePoint environment
  • The Balancing Act
    Innovation
    &
    Creativity
    Control
    Keep it loose
    Establish some guidelines to keep users on track
    but keep the rules short and simple to avoid stifling creativity
  • KISS
  • Governance is….
    10%
    Philosophy
    25%
    Communication
    20%
    Vision
    30%
    Social
    Engineering
    10%
    Control
    10%
    Trust
    5%
    Technology
  • Technology is never
    the whole solution
  • Without effective governanceorganization, performance, andcapability are significantly reduced
  • SharePoint Without Governance is the Wild Wild West
    12
  • Why is Governance so hard?
    13
  • Let’s Talk About Perceptions
  • Governance!!!
    15
    Who think they look like this!
    Reality is this
    Which Causes….
    People envision this
  • Governance Should Be This
    16
    Alone we can do so littleTogether we can do so much~Helen Keller
    Working Together
  • Governance is….
    Philosophy
  • Carrots and Sticks
  • What is our Philosophy?
    Governance philosophy in today’s organizations focuses on productivity and results
    Great Governance bodies define themselves as adding value and wisdom, helping with change and strategy decisions without micromanaging
    They don’t hold back challenging questions but are also supportive of employees getting the job done
  • BELIEF STATEMENTS
    • We believe governing board members add value to our organization
    • We believe that our board must initially be involved in shared management, but
    • We are committed to a board that does not micromanage the portals day-today
    • operations
    • We believe our board functions best when all members engage in productive
    • dialogue
    • We believe that the priorities for the business must be our
    • We believe a 21st-century portal must focus on accountability
    • Our board should always know:
    • 1) where are we now in meeting our goals,
    • 2) where we need to be to meet our goals
    • 3) the best strategy to meet our goals
    • We believe that board, administrators, and users should have a shared understanding of goals, options, risks, and threats, and that all energy should be focused on our productivity and success
    • We believe our success, in part, depends on building a trusting and supportive organizational culture, which is focused on results.
  • Style of Governance
  • STYLE #1: POLICY MODEL
  • STYLE #2: CONSENSUS MODEL
  • STYLE #3: MANAGEMENT TEAM MODEL
  • STYLE #4: ADVISORY MODEL
  • Governance is….
    Vision
  • Vision - Do you have one?
  • If we do not communicate the Vision of the portal we are…
  • Vision
    ü
    û
    ...by providing a centralized location for people to find what they need
    ...by having open communities and information/knowledge sharing through wikis, blogs, forums
    ...by allowing for security controlled locations that can be used for versioning
    ...by combining the disparate X number of home-grown intranet solutions
    ...by
    ...by
    Make it easier for people to work together
    Enable collaboration
    Document management
    Portal
    Eliminate (reduce) email
    Increase ROI
  • What are the business outcomes?
  • Governance is….
    Trust
  • Possibilities
    Many of SharePoint’s capabilities are not ‘required’ or ‘mandated’
    users need to understand the value to get the benefit
    Users can do a lot
    We can give them “great power” and need to ensure they accept their “great Responsibility”
    We have an obligation to guide and support them
  • Make SharePoint Work for the User
    33
  • Make SharePoint About the User
    Who they are
    Who can
    help them
    Who everyone else is
    What they should and shouldn’t do
    How to get things done
    34
  • Governance is….
    Control
  • Policies
    36
  • Policies
  • Governance is….
    Communication
  • Communication
    Think about communications as a “lifetime,” not “one-time,” process.
    Types of (strategic/targeted) Communication
    Intra-project
    Stakeholder(s)
    Community
  • Who Do Users go to?
    ?
    ?
    ?
    ?
    ?
    ?
    ?
    ?
    ?
    The Governing Body
  • Training Plan
    41
  • Content Management Plan
  • Governance Plan Document
  • Governance is….
    Social
    Engineering
  • AN
    OTHER
    ME
    ET
    ING
  • Empower
    Provide business users a manageable solution to create, share and collaborate on Work
  • Inspire
    “Leaders establish the vision for the future and set the strategy for getting there; they cause change. They motivate and inspire others to go in the right direction and they, along with everyone else, sacrifice to get there.”
    Show them to use it in real world situationsShow them when not to use it
  • Support
    Have answers for themTeach Them
    “Four things support the world: the learning of the wise, the justice of the great, the prayers of the good, and the valor of the brave”
    ‘Tis not enough to help the feeble up, but to support them after’
    ~William Shakespeare
    Finely Tuned Performance & Expertise
  • It’s easy to make mistakes
  • If You Build It, They Will Come:  Driving End User Adoption of SharePoint
  • Part 1: The Challenge of Adoption
  • Adoption Does Not 'Just Happen' Reach critical mass to stay in the game
    VHS and Betamax: adoption x time
    critical mass
    critical mess
    Tipping point
    Crossing the Chasm
  • Why SharePoint Adoption Can Be Hard
    What is SharePoint exactly?
    Collaboration
    Portal
    Search
    Content Management
    Applications
    About 20 other things!
    Users don’t necessarily *have* to use SharePoint to get their job done
    Example: Payroll system vs Sharing files
    New way(s) of doing something – cultural changes take 18-36 months to stick
  • 100%
    Awareness
    Learning
    Trial
    Application
    Adoption
    Adoption
    Stage/Time
    Adoption Curve
    The Roll-out strategy must focus on most effectively getting employees to adopt the portal over time
    When adopting a new tool, users typically pass through five stages, each involving a progression of behaviors and needs . . . here are three of the key stages:
    User achieves awareness of the new technology and begins forming perceptions around its importance and value.
    User experiments with the tool on current projects to experience tangibly how it fits with current modes of working. Obtains real-time under-standing of benefits and experience.
    User incorporates the solution as an indispensable tool. As such, the solution is a formal element within specific stages of work processes.
    User obtains an understanding, both theoretical and demonstrated, of the tool’s fundamental attributes, such as what it does, its value, how to use it, and how it integrates with existing work processes.
    User applies the technology regularly and gains greater familiarity with it, specifically as it relates to fundamental tasks.
  • Accelerating Users EnlightenmentCreate a comprehensive adoption plan
    Growing confidence and value
    Elements in planned approach
    Responsibilities & Sponsors
    Super Users and Influencers
    Communications and Buzz
    Training
    Community
    Context
    Governance & Support
    inventor
    advocate
    Perceived Value
    productive
    aware
    skeptic
    clueless
    Conquered skills & confidence
  • What Users Want
    Connecting SharePoint to Biz Goals
    Users want to see the connection
    Outcomes, not requirements
    Elegant Solution Design
    Don’t make users go through five screens to do one task
    ‘WIIFM’
    “What’s in it for me?” – users want to understand what they get out of using the system (why they have to add metadata, for example)
  • Part 2: Must-Have Elements to Your Adoption Strategy
  • Must-Have Elements
    Communication Plan
    Training Plan
    Content Conversion Plan
    User Support Plan
    Incentives and Reward Plan
  • Communication Plan
    Leverage Experts and Champions
    CEO Memos
    Town Hall Meetings
    Break Room Posters
    Other Fun Ideas:
    Online Scavenger Hunts
    “Birth” Announcements
    Launch Parties
    Make sure you have an ongoing plan for continuous communication
  • Training Plan
    Training: Not just for Developers and IT
    Also For:
    Power Users (Site Owners)
    Visitors
    Members
    Web Content Contributors
    Workflow Approvers
    “just-in-time and just enough”
  • Content Conversion Plan
    It’s critical that important information gets moved to the new system
    Several Options:
    Clean and migrate everything
    Migrate nothing; Index old content
    • New content only in new system
    Clean and migrate recent content only.
    Don’t Migrate without Cleaning!
  • User Support Plan
    Contact Person for Every Page
    Use pictures and contact info
    Internal Site Owner User Groups
    Empower users to help each other
    Get the IT Help Desk on board
    Giving users power means more questions
    End-User Feedback Loop
    Get feedback in two ways:
    Metrics-based (number of users, rating scale, etc)
    Anecdotes (good/bad experiences)
    End-User resources (guides, help, etc)
  • Incentives & Reward Plan
    Answer WIIFM
    Show (with real data) why something is useful
    Make It Fun!
    Buck the company culture
    Provide Recognition for Content Contribution
    Money talks; so do titles & certificates
    Have a Fantastic User Experience
    Invest in an information architecture