<ul><li>“ If you can tell me why you say that plan A is great, and I understand your judgments, you have succeeded in obje...
How to avoid SharePoint becoming a wicked problem CIO229 Paul Culmsee
<ul><li>Paul Culmsee, MCT, MCSE, CISSP </li></ul><ul><ul><li>Seven Sigma Business Solutions </li></ul></ul><ul><ul><li>www...
Session Agenda <ul><li>Understanding wicked problems and social complexity </li></ul><ul><li>The “SharePoint paradox” and ...
Project Success/Failure Factors <ul><li>Failure Factors </li></ul><ul><li>Lack of user input </li></ul><ul><li>Incomplete ...
Project Success/Failure Factors <ul><li>Failure Factors </li></ul><ul><li>Lack of user input </li></ul><ul><li>Incomplete ...
Project Success/Failure Factors <ul><li>Failure Factors </li></ul><ul><li>Lack of user input </li></ul><ul><li>Incomplete ...
Project pain <ul><li>“ They don’t know what they want!” </li></ul><ul><li>“ The requirements are too vague!” </li></ul><ul...
Social Complexity <ul><li>The more parties involved in a collaboration, the more socially complex </li></ul><ul><li>The mo...
Wicked Problems <ul><li>Defined by Horst Rittel in 1973 </li></ul><ul><li>Problems in planning and social or public policy...
Wicked Problem Properties <ul><li>The problem is not understood until after formulation of a solution </li></ul>Cognexus I...
Wicked Problem Properties <ul><li>The problem is not understood until after formulation of a solution </li></ul><ul><li>Wi...
Wicked Problem Properties <ul><li>A wicked problem can be explained in numerous ways (serving the intentions of who is exp...
Dealing with Wicked Problems <ul><li>There is no quick fix </li></ul><ul><ul><li>No “tame your wicked problems in seven ea...
The SharePoint Paradox <ul><li>To deal with wicked problems we have to collaborate </li></ul><ul><li>SharePoint is a colla...
`
Strategic SharePoint Pitfalls <ul><li>Do not “boil the ocean” </li></ul><ul><ul><li>“ Too much too soon” is a magnet for w...
Strategic SharePoint Pitfalls <ul><li>Understand the inherent conflicts within application requirements </li></ul><ul><ul>...
Signs of SharePoint wickedness... <ul><li>Arguments over accountabilities and ownership </li></ul><ul><li>Excessive rework...
One “best practice” to rule them all <ul><li>Ensure a  shared understanding  of the problem among all participants </li></...
Will this solve a wicked problem?
Issue Mapping <ul><li>Horst Rittel created a planning/design method called IBIS </li></ul><ul><ul><li>Issue Based Informat...
ISSUE MAPPING IN ACTION <ul><li>We are demonstrating the power of issue mapping over conventional techniques to manage the...
Benefits of Issue Mapping <ul><li>Simple, intuitive, adds clarity to discussion </li></ul><ul><ul><li>Limited short term m...
The Craft of Issue Mapping <ul><li>Issue maps can be sketched on paper, but usually crafted using software </li></ul><ul><...
Issue Mapping with other best practices <ul><li>Maintain your other standards or frameworks </li></ul><ul><ul><li>IM empha...
Leverage IM and SharePoint <ul><li>Use Issue Mapping to understand the  problem </li></ul><ul><ul><li>Ensures shared under...
 
Summing Up <ul><li>Wicked factors are very common in IT projects </li></ul><ul><ul><li>SharePoint is especially vulnerable...
More Information <ul><li>Seven Sigma Business Solutions ( www.sevensigma.com.au ) </li></ul><ul><ul><li>[email_address] </...
Thank you for attending! <ul><li>Post conference DVD with all slide decks </li></ul>Sponsored by
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How to avoid SharePoint becoming a wicked problem

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  • How to avoid SharePoint becoming a wicked problem

    1. 1. <ul><li>“ If you can tell me why you say that plan A is great, and I understand your judgments, you have succeeded in objectifying your space of judgment to me. And although I might not share your judgment and might not be convinced, I understand you now.” </li></ul><ul><li>Horst Rittel </li></ul><ul><li>“ A problem well stated is a problem half solved ” </li></ul><ul><li>Charles Kettering (1876-1958) </li></ul>
    2. 2. How to avoid SharePoint becoming a wicked problem CIO229 Paul Culmsee
    3. 3. <ul><li>Paul Culmsee, MCT, MCSE, CISSP </li></ul><ul><ul><li>Seven Sigma Business Solutions </li></ul></ul><ul><ul><li>www.sevensigma.com.au </li></ul></ul><ul><ul><li>[email_address] </li></ul></ul><ul><ul><li>Author of cleverworkarounds.com blog </li></ul></ul><ul><ul><li>SharePoint architect, Trainer, Dialogue and Issue Mapping practitioner, author for SharePointMagazine.net & EndUserSharePoint.com Reformed tech geek, Metalhead </li></ul></ul>
    4. 4. Session Agenda <ul><li>Understanding wicked problems and social complexity </li></ul><ul><li>The “SharePoint paradox” and paths to SharePoint wickedness </li></ul><ul><li>The power of Issue Mapping and IBIS based collaboration </li></ul><ul><li>How to leverage the best of SharePoint and Issue Mapping </li></ul>
    5. 5. Project Success/Failure Factors <ul><li>Failure Factors </li></ul><ul><li>Lack of user input </li></ul><ul><li>Incomplete requirements & specifications </li></ul><ul><li>Changing requirements & assumptions </li></ul><ul><li>Lack of executive support </li></ul><ul><li>Technology incompetence </li></ul><ul><li>Lack of resources </li></ul><ul><li>Unrealistic expectations </li></ul><ul><li>Unclear objectives </li></ul><ul><li>Unrealistic timeframes </li></ul><ul><li>New technology </li></ul><ul><li>Source: Chaos Report (1995) </li></ul>
    6. 6. Project Success/Failure Factors <ul><li>Failure Factors </li></ul><ul><li>Lack of user input </li></ul><ul><li>Incomplete requirements & specifications </li></ul><ul><li>Changing requirements & assumptions </li></ul><ul><li>Lack of executive support </li></ul><ul><li>Technology incompetence </li></ul><ul><li>Lack of resources </li></ul><ul><li>Unrealistic expectations </li></ul><ul><li>Unclear objectives </li></ul><ul><li>Unrealistic timeframes </li></ul><ul><li>New technology </li></ul>Lack of shared understanding of the problem
    7. 7. Project Success/Failure Factors <ul><li>Failure Factors </li></ul><ul><li>Lack of user input </li></ul><ul><li>Incomplete requirements & specifications </li></ul><ul><li>Changing requirements & assumptions </li></ul><ul><li>Lack of Executive Support </li></ul><ul><li>Technology Incompetence </li></ul><ul><li>Lack of Resources </li></ul><ul><li>Unrealistic Expectations </li></ul><ul><li>Unclear Objectives </li></ul><ul><li>Unrealistic Timeframes </li></ul><ul><li>New technology </li></ul>Also a lack of shared understanding of the problem
    8. 8. Project pain <ul><li>“ They don’t know what they want!” </li></ul><ul><li>“ The requirements are too vague!” </li></ul><ul><li>“ If only they had listened to me” </li></ul><ul><li>“ Not another %$%$% meeting!” </li></ul><ul><li>“ I was never consulted” </li></ul><ul><li>“ This is ridiculous – it won’t work” </li></ul><ul><li>“ It was in the minutes – did you read it?” </li></ul><ul><li>“ Well if everyone actually followed the process…” </li></ul><ul><li>These are examples of the forces of “social complexity” and “wicked problems” </li></ul>
    9. 9. Social Complexity <ul><li>The more parties involved in a collaboration, the more socially complex </li></ul><ul><li>The more different these parties are, the more diverse, the more socially complex </li></ul><ul><li>The fragmenting force of social complexity makes communication very difficult </li></ul><ul><li>This extends to collaborative technologies too! </li></ul>
    10. 10. Wicked Problems <ul><li>Defined by Horst Rittel in 1973 </li></ul><ul><li>Problems in planning and social or public policy </li></ul><ul><li>Highly resistant to resolution </li></ul><ul><li>A number of “distinguishing properties” compared to “tame” problems </li></ul>
    11. 11. Wicked Problem Properties <ul><li>The problem is not understood until after formulation of a solution </li></ul>Cognexus Institute www.cognexus.org
    12. 12. Wicked Problem Properties <ul><li>The problem is not understood until after formulation of a solution </li></ul><ul><li>Wicked problems have no stopping rule </li></ul><ul><li>You cannot prove that all solutions have been considered </li></ul><ul><li>Solutions differ based on interests, values and ideology of participants </li></ul>
    13. 13. Wicked Problem Properties <ul><li>A wicked problem can be explained in numerous ways (serving the intentions of who is explaining it) </li></ul><ul><li>It can be hard to go back – “one shot operation” </li></ul><ul><li>Every wicked problem can be considered to be a symptom of another problem </li></ul><ul><li>There is no ultimate test of a solution to a wicked problem </li></ul>
    14. 14. Dealing with Wicked Problems <ul><li>There is no quick fix </li></ul><ul><ul><li>No “tame your wicked problems in seven easy steps” </li></ul></ul><ul><li>“ Constrain Scope” Strategy </li></ul><ul><ul><li>Have you really solved the problem if you don’t consider the solution in the original context? </li></ul></ul><ul><li>Authoritative Strategies </li></ul><ul><ul><li>Decision is made for us and we agree to abide (Supreme Court) </li></ul></ul><ul><li>Competitive Strategies </li></ul><ul><ul><li>Win-lose outcome (politics and lobbying) </li></ul></ul><ul><li>Collaborative Strategies </li></ul><ul><ul><li>SharePoint? </li></ul></ul>
    15. 15. The SharePoint Paradox <ul><li>To deal with wicked problems we have to collaborate </li></ul><ul><li>SharePoint is a collaboration tool </li></ul><ul><li>We use a collaborative tool to improve our collaboration </li></ul><ul><li>Therefore, why do many SharePoint projects have wicked elements to them? </li></ul>
    16. 16. `
    17. 17. Strategic SharePoint Pitfalls <ul><li>Do not “boil the ocean” </li></ul><ul><ul><li>“ Too much too soon” is a magnet for wickedness </li></ul></ul><ul><ul><li>The organisation has to be ready to come too </li></ul></ul><ul><li>Have a clear strategy </li></ul><ul><ul><li>SharePoint should not be a “tool looking for a problem” </li></ul></ul><ul><li>Do not paint with the same brush </li></ul><ul><ul><li>Gen Y think everyone wants web 2.0 </li></ul></ul><ul><ul><li>Engineers think everyone wants wikis </li></ul></ul><ul><ul><li>Record managers hate wiki’s and think *everything* should be classified </li></ul></ul><ul><ul><li>Marketing think that people will use it if it looks good </li></ul></ul><ul><ul><li>Some will never break the folder habit </li></ul></ul>
    18. 18. Strategic SharePoint Pitfalls <ul><li>Understand the inherent conflicts within application requirements </li></ul><ul><ul><li>Records management vs Collaborative Document management </li></ul></ul><ul><ul><li>WCM vs Collaborative Portal </li></ul></ul><ul><ul><li>Branding before anything else </li></ul></ul><ul><li>Account for “soft” factors </li></ul><ul><ul><li>Organisational culture </li></ul></ul><ul><ul><li>Individual learning styles and behavioural styles </li></ul></ul><ul><ul><li>Vertical Market/Sector </li></ul></ul>
    19. 19. Signs of SharePoint wickedness... <ul><li>Arguments over accountabilities and ownership </li></ul><ul><li>Excessive rework of custom development </li></ul><ul><li>Poor performance and scalability </li></ul><ul><li>SharePoint mushrooms (site sprawl) </li></ul><ul><li>No history of modifications made </li></ul><ul><ul><li>What, when, who and why </li></ul></ul><ul><li>A service pack installation is a “War and Peace” effort </li></ul><ul><li>You have decided you should attend a best practice conference :-) </li></ul>
    20. 20. One “best practice” to rule them all <ul><li>Ensure a shared understanding of the problem among all participants </li></ul><ul><li>“ The ‘Holy Grail’ of effective collaboration is creating shared understanding, which is a precursor to shared commitment” – Jeff Conklin </li></ul>
    21. 21. Will this solve a wicked problem?
    22. 22. Issue Mapping <ul><li>Horst Rittel created a planning/design method called IBIS </li></ul><ul><ul><li>Issue Based Information System </li></ul></ul><ul><ul><li>Complex group discussion broken into basic artefacts </li></ul></ul><ul><ul><ul><li>questions, ideas, pros, cons </li></ul></ul></ul><ul><li>Issue Mapping is crafting an IBIS based map of discussion </li></ul><ul><ul><li>It makes critical thinking visible.   </li></ul></ul><ul><ul><li>Shows the deep structure of an issue </li></ul></ul>
    23. 23. ISSUE MAPPING IN ACTION <ul><li>We are demonstrating the power of issue mapping over conventional techniques to manage the complex dialogue required to manage problems with wicked elements. </li></ul>
    24. 24. Benefits of Issue Mapping <ul><li>Simple, intuitive, adds clarity to discussion </li></ul><ul><ul><li>Limited short term memory means exploration of a complex problem unaided is confusing and error prone </li></ul></ul><ul><ul><li>All participants have an organised point of reference </li></ul></ul><ul><li>Democratic - Acknowledges all contributions </li></ul><ul><ul><li>Disarms “truth by repetition” </li></ul></ul><ul><ul><li>Disarms “grenade lobbing” (topic shift) </li></ul></ul><ul><li>Takes the interpersonal “sting” out of supporting or objecting to an idea </li></ul><ul><li>Faster - allows a group to achieve shared understanding with much less pain </li></ul>
    25. 25. The Craft of Issue Mapping <ul><li>Issue maps can be sketched on paper, but usually crafted using software </li></ul><ul><ul><li>Compendium </li></ul></ul><ul><ul><li>bCisive. </li></ul></ul><ul><li>Issue Mapping is a craft based skill – you need some training and practice! </li></ul><ul><ul><li>Don’t fall for the panacea effect! </li></ul></ul>
    26. 26. Issue Mapping with other best practices <ul><li>Maintain your other standards or frameworks </li></ul><ul><ul><li>IM emphasis at the problem/requirements definition phase </li></ul></ul><ul><ul><li>Compliments any methodology or practice (PMBOK, Scrum) </li></ul></ul><ul><ul><li>Leverage IM with Agile methods </li></ul></ul><ul><ul><li>Agile/Scrum is a *process* based approach that rejects the waterfall approach </li></ul></ul><ul><ul><li>Agile processes and methods implicitly support shared understanding, but IM goes beyond software engineering </li></ul></ul><ul><ul><li>IM and Agile are a great fit </li></ul></ul>
    27. 27. Leverage IM and SharePoint <ul><li>Use Issue Mapping to understand the problem </li></ul><ul><ul><li>Ensures shared understanding and shared commitment among participants </li></ul></ul><ul><li>Use SharePoint to manage and track the solution </li></ul><ul><ul><li>Documents and reports still need writing </li></ul></ul><ul><ul><li>Data needs to be managed, maintained and distributed </li></ul></ul><ul><li>Holy Grail - Present issue maps within SharePoint sites </li></ul><ul><ul><li>SharePoint project sites containing the latest *thinking* via an integrated issue map </li></ul></ul>
    28. 29. Summing Up <ul><li>Wicked factors are very common in IT projects </li></ul><ul><ul><li>SharePoint is especially vulnerable </li></ul></ul><ul><li>Achieving shared understanding among participants is *paramount* </li></ul><ul><ul><li>Later best practices can be undone by failure to achieve this goal </li></ul></ul><ul><li>IBIS and Issue Mapping are a key complimentary tool </li></ul><ul><ul><li>Designed *specifically* to tackle social complexity and wicked problems </li></ul></ul><ul><li>When used to their strengths, Issue Mapping and SharePoint can be a very potent combination </li></ul>
    29. 30. More Information <ul><li>Seven Sigma Business Solutions ( www.sevensigma.com.au ) </li></ul><ul><ul><li>[email_address] </li></ul></ul><ul><ul><li>Issue Mapping and SharePoint specialists </li></ul></ul><ul><ul><li>CogNexus Institute “Designated Partner” </li></ul></ul><ul><li>Dr Jeff Conklin – creator of Issue Mapping ( www.cognexus.org ) </li></ul><ul><ul><li>Issue Mapping & Dialogue Mapping training and services </li></ul></ul><ul><ul><li>Book: Dialogue Mapping: Building Shared Understanding of Wicked Problems </li></ul></ul><ul><li>CleverWorkarounds Blog ( www.cleverworkarounds.com ) </li></ul><ul><ul><li>SharePoint Project Management </li></ul></ul><ul><ul><li>SharePoint Strategy </li></ul></ul><ul><ul><li>SharePoint Governance </li></ul></ul><ul><li>Compendium Software ( http://compendium.open.ac.uk/ ) </li></ul>
    30. 31. Thank you for attending! <ul><li>Post conference DVD with all slide decks </li></ul>Sponsored by

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