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How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
How to avoid SharePoint becoming a wicked problem
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How to avoid SharePoint becoming a wicked problem

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

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