SPS Abu Dhabi Communicating The Business Value of SharePoint

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SPS Abu Dhabi October 5 2013, help with communicating value of SharePoint to business including executives and senior managers. Business plan elements include hard & soft elements, building …

SPS Abu Dhabi October 5 2013, help with communicating value of SharePoint to business including executives and senior managers. Business plan elements include hard & soft elements, building credibility, fit in IT portfolio, priority of needed solution, demo of real world environment.

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    No notes for slide
  • Introduction slide
  • Amazon type recommendations but for content and expertise in SharePoint
  • Why we have such a hard time positioning
  • ERP systems like SAP – very clear what they do. Huge wave of re-engineering processes, we don’t have that same luxury in SharePoint
  • http://www.geneca.com/75-business-executives-anticipate-software-projects-fail/#sthash.HsdggusM.dpuf2011 Survey pf 600 IT & Business Professionals
  • Reduced imaging costs also a hard benefitGenerate High Medium Low cases for all your financials
  • So that’s great, but what about
  • A lot of justification of SP Projects come on Soft Benefits, let’s look at the opportunity
  • Ability to Execute can include costs, resources, timing etc
  • Check out the codeplex examples coming up, everything in this presentation is OOTB or opensource.
  • http://www.riolinx.com/en/blog/Lists/Posts/Post.aspx?ID=25
  • http://blogs.msdn.com/b/arpans/archive/2010/07/26/microsoft-project-2010-and-sharepoint-foundation-2010.aspx
  • Examples of integration between Dynamics and SP fromGirish Raja MSDN blog http://blogs.msdn.com/b/girishr/
  • Examples of integration between Dynamics and SP fromGirish Raja MSDN blog http://blogs.msdn.com/b/girishr/
  • 1.25 GB of content being managed for the average SharePoint user. About half of organizations surveyed are maintaining more than 1 TB of data in SharePoint, which can balloon over the years

Transcript

  • 1. Communicating the Business Value of SharePoint to Executives Naomi Moneypenny Abu Dhabi
  • 2. Slide 2 About Me… October 5, 2013 Passionate about user adoption and enterprise collaboration & innovation geek Technology forecasting and strategy manager at Shell, consulted at many Fortune 100 companies since then 20 patents in adaptive systems Naomi Moneypenny n.moneypenny@manyworlds.com 2900+ followers on Twitter 3+3 dogs Astrophysicist @nmoneypenny #SPSAbuDhabi n.moneypenny@manyworlds.com
  • 3. Slide 4 Communicating your SharePoint Value  Projects rarely fail because of the technology - they fail because no-one uses the system, or wants to use it  It can be critical to achieving good, sustained levels of user adoption (not just ‘mandated’ adoption)  Communication is 80% of a Project Manager’s job  Communications planning is usually confined to the implementation rollout/timeline details  For executives, the understanding of what SharePoint does may be very limited (since they often are consumers of information rollups not contributors)
  • 4. Slide 5 The Boardroom October 5, 2013 © ManyWorlds, Inc
  • 5. Slide 6 Positioning In an 85,000 person company, with global implementations - 40 staff to support SAP but only 4 for SharePoint IT Manager
  • 6. Slide 7 SharePoint isn’t ERP/BPR…. ERPs are the embodiment of business process reengineering efforts. BUSINESS DRIVEN SharePoint grew from file shares, document/re cords management. IT DRIVEN
  • 7. Slide 8 Execs Have Been Burned Before on IT Projects… October 5, 2013 © ManyWorlds, Inc Key survey findings include: • Lack of confidence in project success: 75% of respondents admit that their projects are either always or usually “doomed right from the start.” • Rework wariness: 80% admit they spend at least half their time on rework. • Business involvement is inconsistent or results in confusion: 78% feel the business is usually or always out of sync with project requirements and business stakeholders need to be more involved and engaged in the requirements process. • Fuzzy business objectives: Only 55% feel that the business objectives of their projects are clear to them. • Requirements definition processes do not reflect business need: Less than 20% describe the requirements process as the articulation of business need. • Lack of complete agreement when projects are done: Only 23% state they are always in agreement when a project is truly done.
  • 8. Slide 9 Key Considerations Establishing Trust & Internal Credibility Business Case for upgrading/ resourcing Demo of Real World Scenario Priority of Needed Solution Fit in Portfolio
  • 9. Slide 10 Key Considerations Establishing Trust & Internal Credibility Business Case for upgrading/ resourcing Demo of Real World Scenario Priority of Needed Solution Fit in Portfolio
  • 10. Slide 11 Putting Together the Business Case October 5, 2013 © ManyWorlds, Inc Hard Benefits e.g. NPV, IRR Cost Savings, Reduced Licensing Soft Benefits e.g. Efficiency gain, % of automation, productivity increase Leverage of Existing Assets Risk Mitigation
  • 11. Slide 12 How Much Opportunity For Your Industry? October 5, 2013 © ManyWorlds, Inc
  • 12. Slide 13 Knowledge Worker Productivity October 5, 2013 © ManyWorlds, Inc
  • 13. Slide 14 Time Savings October 5, 2013 © ManyWorlds, Inc Source: XKCD, http://imgs.xkcd.com/comics/is_it_worth_the_time.png
  • 14. Slide 15 The Four Most Common Issues in Project Failures October 5, 2013 © ManyWorlds, Inc
  • 15. Slide 17 Unclear Objectives What We Discuss Most What We Should Be Discussing Most Don’t rearrange the deck chairs because it’s the problem that you can get your hands around. How to enable users by making the system as efficient and valuable as possible to them RBS, BCS, Security, SPD access
  • 16. Slide 18 Be SMART - Learn from BPR  Specific – outline in a clear statement precisely what is required.  Measurable – include a measure to enable you to monitor progress and to know when the objective has been achieved.  Achievable – objectives can be designed to be challenging, but it is important that failure is not built into objectives. Employees and managers should agree to the objectives to ensure commitment to them.  Realistic - focus on outcomes rather than the means of achieving them  Timely - (or time-bound) – agree the date by which the outcome must be achieved. October 5, 2013 © ManyWorlds, Inc “What gets measured, gets managed.” - Peter Drucker Improve Engineering department product support documentation lifecycle by 20% in 100 days. [as part of Phase 1 objectives…]
  • 17. Slide 19 Key Considerations Establishing Trust & Internal Credibility Business Case for upgrading/ resourcing Demo of Real World Scenario Priority of Needed Solution Fit in Portfolio
  • 18. Slide 20 Comment on Users Only two industries call customers ‘users’… - drug dealers and IT Eugene Lee
  • 19. Slide 21 Simple Prioritization Example October 5, 2013 © ManyWorlds, Inc Low Hanging Fruit Phase Don’t do Difficulty to Execute Value to the Business
  • 20. Slide 22 Example Solutions October 5, 2013 © ManyWorlds, Inc • Project Management Solution • Registration Management System • Basic FAQ Solution • Learning Center • Help Desk Management • Virtual Teams Activity Site • Team Blog Platform • RFP Response Solution • Contact Management Solution • Resource Scheduling Solution DO: Show realistic demo or wireframe DON’T: Assume they know what UX looks like
  • 21. Slide 23 Employee Training Scheduling and Materials October 5, 2013 © ManyWorlds, Inc http://sp2010teamplates.codeplex.com/
  • 22. Slide 24October 5, 2013 © ManyWorlds, Inc http://sp2010teamplates.codeplex.com/
  • 23. Slide 25 Business Intelligence October 5, 2013 © ManyWorlds, Inc
  • 24. Slide 26October 5, 2013 © ManyWorlds, Inc
  • 25. Slide 27 Branding
  • 26. Slide 28 Integration with Project 2010
  • 27. Slide 29 Complementarity between Dynamics CRM and SharePoint Structured & Semi- structured Data Social Engagement & Collaboration Information Evolution & Storage Informal Rules Enterprise Search Across Teams & Domains Structured Relational Data Interactions, A ctivities & Tasks Information Generation & Analytics Formalized Processes Data Query & Filter Within Teams & Domains SharePoint CRM
  • 28. Slide 30 Integration with Dynamics CRM  Surface CRM data in configurable audience-specific dashboards
  • 29. Slide 31 Key Considerations Establishing Trust & Internal Credibility Business Case for upgrading/ resourcing Demo of Real World Scenario Priority of Needed Solution Fit in Portfolio Actionable insights/learning that make better decisions
  • 30. Slide 32October 5, 2013 © ManyWorlds, Inc. Actionable Learning  Drive from the business value.  If the information doesn’t influence a decision (or indicate compliance), it’s worth absolutely zero.  Actionable learning can be put in the context of a data-to- action lifecycle process.  Actionable learning has quantifiable value!  SharePoint’s value proposition can be put in the context of an enterprise’s data-to-action lifecycle.
  • 31. Slide 33 Data-to-Action Lifecycle October 5, 2013 © ManyWorlds, Inc Data Acquisition Data Filtering Data Storage Search & Discovery Predictive Analytics Process & Collaborate Data-to-Action Lifecycle Decide Act Data Information Insights Institutionalized Insights & Processes Findings Value
  • 32. Slide 34October 5, 2013 © ManyWorlds, Inc. Debottlenecking Organizational Learning  Bottlenecks can occur that inhibit learning throughput  Debottlenecking learning throughput delivers tangible value  Enhancing the flow of learning needs to be a continuous, dynamic, and strategic process for every enterprise
  • 33. Slide 35 Data-to-Action Lifecycle Constraints Analysis October 5, 2013 © ManyWorlds, Inc Data Acquisition Data Filtering Data Storage Search & Discovery Predictive Analytics Data-to-Action Lifecycle Contribution-to-Learning Throughput Bottleneck Bottleneck Decide Act Process & Collaborate
  • 34. Slide 36 Data-to-Action Lifecycle Constraints Analysis October 5, 2013 © ManyWorlds, Inc Data Acquisition Data Filtering Data Storage Search & Discovery Predictive Analytics Data-to-Action Lifecycle Contribution-to-Learning Throughput Bottleneck Bottleneck Decide Act Process & Collaborate
  • 35. Slide 37October 5, 2013 © ManyWorlds, Inc. Enhancing Organizational Learning Throughput  SharePoint can address multiple areas of the data- to-action lifecycle  SharePoint’s value is proportional to the degree it improves overall learning throughput  Depending on your organizational culture and policies as to how detailed you need to be to demonstrate this
  • 36. Slide 38 SharePoint Enhances Enterprise Learning October 5, 2013 © ManyWorlds, Inc Data Acquisition Data Filtering Data Storage Search & Discovery Predictive Analytics Data-to-Action Lifecycle Contribution-to-Learning Throughput SharePoint Decide Act Process & Collaborate SharePoint
  • 37. Slide 39 Process for Optimizing Learning Throughput October 5, 2013 © ManyWorlds, Inc Identify Key Recurring Decision(s) for Selected Domain Determine Decision Improvement Bottlenecks in Data-to-Action Lifecycle Determine the Expected Value of Resolving Bottlenecks Develop Solution to Resolve Bottlenecks & Expected Net Value Implement Solution (if Net Value Sufficient)
  • 38. Slide 40 Illustrative Technology Mappings (for Portfolio Fit) October 5, 2013 © ManyWorlds, Inc Data Acquisition Data Filtering Data Storage Search & Discovery Predictive Analytics Data-to-Action Lifecycle  Sensors  RFID  User Interface Decide Act  MS Stream Insights  SQL  Hadoop  MS Parallel Data Warehouse  Teradata  FAST  Google Appliance  Learning Layer  SAS  Spotfire  Case-based Reasoning  SharePoint  Yammer  tibbr Process & Collaborate
  • 39. Slide 41 Key Considerations Establishing Trust & Internal Credibility Business Case for upgrading/ resourcing Demo of Real World Scenario Priority of Needed Solution Fit in Portfolio
  • 40. Slide 42 Valuing the Glue? We have 4 million documents in SharePoint, only 2 FTEs to support it Org that is halfway down on the Fortune 500 list We spend $535M every 3 years with Microsoft for Office USAF
  • 41. Slide 43 Utility Provider October 5, 2013 © ManyWorlds, Inc • Only noticed when there is a disruption • Having all the infrastructure performing reliably is table stakes • Most of the time, people complain about costs and shop other providers  • Track record isn’t great – earn the right • Total cost of ownership increased between Osterman Research surveys, from $45.77 per seat per month in August 2011 to $48.47 in September 2012.
  • 42. Slide 44 Reviewing What We’ve Learned  Stakeholders need to understand that SharePoint is a platform on which business users and IT pros can build collaborative applications  The goal is to empower business users to serve themselves  Executives do best with prioritized, specific objectives for the business that transform into real solutions in SharePoint.  Accurately capturing business need and assessing resourcing needs is critical  Demonstrate that SharePoint is part of your overall technology roadmap and fits in your Data to Action lifecycle October 5, 2013 © ManyWorlds, Inc
  • 43. Slide 45 Want to talk more?  Business cards at the front  Always happy to hear from you, follow up questions or comments. Or just moral support! n.moneypenny@manyworlds.com  Follow me on Twitter? (I will follow you back )  @nmoneypenny  Let’s connect…  www.linkedin.com/in/moneypenny