SharePoint Governance Home Truths

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Slide deck from my Australian SharePoint Conference keynote and New Zealand SharePoint Conference talks

Slide deck from my Australian SharePoint Conference keynote and New Zealand SharePoint Conference talks

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  • 1. NEW ZEALANDSHAREPOINTCONFERENCEMARCH 16+17 2011 (c) Seven Sigma Business Solutions 2011
  • 2. ON BEHALF OF AUSTRALIA TO NEW ZEALAND #SPSQUASH Better luck next year Hadlee (c) Seven Sigma Business Solutions 2011
  • 3. Paul CulmseeSHAREPOINT GOVERNANCEHOME TRUTHS (c) Seven Sigma Business Solutions 2011
  • 4. PAUL CULMSEE CISSP, MCSE, MCT, MCTS• Partner - Seven Sigma Business Solutions (Perth)• SharePoint architect, trainer, facilitator and agony aunt• Sense-making practitioner and facilitator for large scale complex projects (non IT)• Speaker and author: • SharePoint Best Practice Conferences, Business Analyst World Conference, CleverWorkarounds, EndUserSharePoint.com and SharePointMagazine.net• One of four certified Dialogue Mappers worldwide (c) Seven Sigma Business Solutions 2011
  • 5. SETTING SOME CONTEXT…• SharePoint governance and successful delivery is just as much art as science.• Practitioners need: • Deep product expertise and technical skill • Deep understanding of the softer side of SharePoint delivery.• Guess which one we suck at?• Many aspects of this talk have been influenced by my non IT work as a sensemaker on complex projects. • Urban planning, community engagement, infrastructure delivery, strategic planning, team and relationship building, performance management and various other scenarios http://myextralife.com/56geeks/ (c) Seven Sigma Business Solutions 2011
  • 6. SHAREPOINT 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”• “How am I supposed to estimate that?“• “It was in the minutes – did you read it?”• “Well if everyone actually followed the process…”• Special Journalist addendum: “…yes, this conversation is definitely off the record” (c) Seven Sigma Business Solutions 2011
  • 7. ACKNOWLEDGEMENTS Management f-LAWS: How Organizations Really Work Russell Ackoff and Herbert Addison (c) Seven Sigma Business Solutions 2011
  • 8. F-LAWS“f-Laws are truths about organisations that we might wish to deny or ignore – simple and more reliable guides to everyday behaviour than the complex truths proposed by scientists, economists, sociologists, politicians and philosophers” (c) Seven Sigma Business Solutions 2011
  • 9. F-LAW 1 THE MORE COMPREHENSIVE THE DEFINITION OF “GOVERNANCE” IS, THE LESS IT WILL BE UNDERSTOOD BY ALL (c) Seven Sigma Business Solutions 2011
  • 10. FACT! Governance originates from the Latin word “to steer”.Latin: gubernatio (“„management, government‟”), Ancient Greek kubernesis, "steering, pilotage, guiding" < kubernao, “„I steer, drive, guide, pilot‟”). (c) Seven Sigma Business Solutions 2011
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  • 16. KEY TAKEAWAY Governance is the means to an endYou do not need to over-define it to understand it By working to achieve the agreed end in mind you are governing! (c) Seven Sigma Business Solutions 2011
  • 17. KEY TAKEAWAY Do all participants understand what the end in mind is? (c) Seven Sigma Business Solutions 2011
  • 18. F-LAW 2 THERE IS NO POINT IN ASKINGUSERS WHO DON‟T KNOW WHATTHEY WANT, TO SAY WHAT THEY WANT Corollary: There is even less point in thinking that you already know what they want (c) Seven Sigma Business Solutions 2011
  • 19. KNOWING VS. LEARNING Cognexus Institute www.cognexus.org (c) Seven Sigma Business Solutions 2011
  • 20. KNOWING VS. LEARNING Cognexus Institute www.cognexus.org (c) Seven Sigma Business Solutions 2011
  • 21. OPPORTUNITY DRIVEN LEARNING“The truth about Einstein is he didnt arrive at his famous equation by complex mathematical reasoning. In fact, he didnt use mathematical or scientific reasoning at all!” (c) Seven Sigma Business Solutions 2011
  • 22. It just came to him... “Einstein was intrigued by „holes‟ in prevailing theories. He enjoyed posing „mind riddles‟ to himself, just to see if present theories could satisfactorily explain them. Einstein refused to give up until he solved the riddle. He didnt stay with this riddle for just a week or two, as you or I might have done. He didnt even quit after a year or two of racking his brain. He stuck with the riddle for... Joseph W. Graham (c) Seven Sigma Business Solutions 2011
  • 23. ... TEN FULL YEARS! E=MC2 1895 1905 (c) Seven Sigma Business Solutions 2011
  • 24. KEY TAKEAWAYFor a problem that is novel or requires learning for participants, they will examine potential solutions just to explain the problem Each instance of examining the solution will impact the understanding of the problem (c) Seven Sigma Business Solutions 2011
  • 25. KEY TAKEAWAY• Expect fluid requirements• Expect scope changes• Involve stakeholders!• Expect resistance and pullback• Plan for prototyping• Be adaptable• Do not penalise people for their learning (c) Seven Sigma Business Solutions 2011
  • 26. F-LAW 3 THE PROBABILITY OF PROJECT SUCCESS IS INVERSELY PROPORTIONAL TO THE TIME TAKEN TO COME UP WITH A MEASURABLE KPI (c) Seven Sigma Business Solutions 2011
  • 27. WHAT PROJECT IS THIS? (c) Seven Sigma Business Solutions 2011
  • 28. WHAT PROJECT IS THIS? (c) Seven Sigma Business Solutions 2011
  • 29. DIVERGENCE – MULTIPLE FUTURE STATES (c) Seven Sigma Business Solutions 2011
  • 30. KEY TAKEAWAY If you cannot tell me the difference made by implementing SharePoint, how can anyone else know the difference? Even if you can, how do you know that everybody else sees it the same way as you? (c) Seven Sigma Business Solutions 2011
  • 31. F-LAW 4 MOST STATED GOVERNANCE OBJECTIVES ARE PLATITUDES – THEY SAY NOTHING BUT HIDE BEHIND WORDS Corollary: Most governance platitudes simply reflect the broader project platitude (c) Seven Sigma Business Solutions 2011
  • 32. AN OLYMPIC CLASS PLATITUDE… “The Montgomery Burns Award for Outstanding Achievement in the Field of Excellence" (c) Seven Sigma Business Solutions 2011
  • 33. GUESS WHO? “Our mission is to conduct all of ourbusinesses, both energy and financial related,with four key values in mind: respect, integrity, communication and excellence. All businessdealings must be conducted in an environment that is open and fair”. Enron mission statement (yeah – that Enron) (c) Seven Sigma Business Solutions 2011
  • 34. THE PLATITUDE INDICATOR If you cannot reasonably disagree with an objective, or measure it, then it is a platitude “Most corporate mission statements are worthless. Theyoften formulate necessities as objectives; for example, "to achieve sufficient profit." This is like a person saying his mission is to breathe sufficiently.” Russell Ackoff (c) Seven Sigma Business Solutions 2011
  • 35. FOR EXAMPLE... “Collaboration will be encouraged” “A best-practice collaboration platform” “To provide an effective collaborative experience for our users” “We are striving for operational excellence” “It’s a SharePoint project” (c) Seven Sigma Business Solutions 2011
  • 36. A BUFFET OF PLATITUDES... (c) Seven Sigma Business Solutions 2011
  • 37. A BUFFET OF PLATITUDES... (c) Seven Sigma Business Solutions 2011
  • 38. A BUFFET OF PLATITUDES... (c) Seven Sigma Business Solutions 2011
  • 39. A BUFFET OF PLATITUDES... (c) Seven Sigma Business Solutions 2011
  • 40. A BUFFET OF PLATITUDES... (c) Seven Sigma Business Solutions 2011
  • 41. A BUFFET OF PLATITUDES... (c) Seven Sigma Business Solutions 2011
  • 42. DIVERGENCE - MULTIPLE FUTURE STATES! (c) Seven Sigma Business Solutions 2011
  • 43. A NON PLATITUDE EXAMPLE“To produce high-quality, low cost, easy to useproducts that incorporate high technology forthe individual. We are proving that hightechnology does not have to be intimidating fornoncomputer experts." Apple Mission Statement (c) Seven Sigma Business Solutions 2011
  • 44. SHAREPOINT NON PLATITUDES We are proving that through better information management, we can improve our customer relationship and trust building without over-burdening our staff” “We are proving that we can grow the organisation while reducing email volumes and centralising document storage” “By building communities of practice, we prove that we can reduce information overload and allow our users to find the right expertise” (c) Seven Sigma Business Solutions 2011
  • 45. KEY TAKEAWAYS• A platitude is like a mirage. It looks like a goal, but in reality it is nothing• Platitudes delude us into thinking that we have an end in mind when we actually do not• Don‟t confuse the means with the end. Always ask what difference the means will make, rather than trying to come up with a universal definition for it (f-law 1) (c) Seven Sigma Business Solutions 2011
  • 46. F-LAW 5 CONFIDENCE IS THE FEELING YOU HAVE UNTIL YOU UNDERSTAND THE PROBLEM (c) Seven Sigma Business Solutions 2011
  • 47. BACK TO DIVERGENCE... (c) Seven Sigma Business Solutions 2011
  • 48. DIVERGENCE AND CONVERGENCE (c) Seven Sigma Business Solutions 2011
  • 49. DIVERGENCE AND CONVERGENCE (c) Seven Sigma Business Solutions 2011
  • 50. SHAREPOINT PROJECTS (c) Seven Sigma Business Solutions 2011
  • 51. LEFT BRAINED PEOPLELeft brained people tend to think about theHOW to help them understand the WHAT.Left brain people are more comfortable with “how”. They areuncomfortable with undefined problems (what), so they oftensubstitute the “how” for the “what” (c) Seven Sigma Business Solutions 2011
  • 52. RIGHT BRAINED PEOPLERight brained people tend to think about theWHAT to help them understand the HOW.Right brain people are more comfortable with “what”. They enjoyexploring the what, but get uncomfortable in the detail (how) so theyoften substitute the “what” for the “how” (c) Seven Sigma Business Solutions 2011
  • 53. THIS WILL FEEL GOOD FOR SOME… (c) Seven Sigma Business Solutions 2011
  • 54. …BUT ONLY IN THE SHORT TERM (c) Seven Sigma Business Solutions 2011
  • 55. GOVERNING BY FORCE... (c) Seven Sigma Business Solutions 2011
  • 56. ...IS A NON STARTER (c) Seven Sigma Business Solutions 2011
  • 57. WHAT AND HOW NEED EACH OTHER (c) Seven Sigma Business Solutions 2011
  • 58. PEOPLE REMEMBER LEGACY, NOT SCOPE The Opera House was formally completed in 1973, having cost $102 million. The original cost estimate in 1957 was $7 million. The original completion dateset by the government was 1963. Thus, the project was completed ten years late and over-budget by more than fourteen times. (c) Seven Sigma Business Solutions 2011
  • 59. 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 (c) Seven Sigma Business Solutions 2011
  • 60. KEY TAKEAWAY The only way to converge to a solution is to achieve a shared commitment among participantsThe only way to achieve shared commitment isa shared understanding of the problem among participants This is the essence of governance (c) Seven Sigma Business Solutions 2011
  • 61. AN INTERLUDE… (c) Seven Sigma Business Solutions 2011
  • 62. ISSUE MAPPING (c) Seven Sigma Business Solutions 2011
  • 63. ISSUE MAPPING (c) Seven Sigma Business Solutions 2011
  • 64. ISSUE MAPPING (c) Seven Sigma Business Solutions 2011
  • 65. ISSUE MAPPING (c) Seven Sigma Business Solutions 2011
  • 66. ISSUE MAPPING (c) Seven Sigma Business Solutions 2011
  • 67. ISSUE MAPPING (c) Seven Sigma Business Solutions 2011
  • 68. ISSUE MAPPING (c) Seven Sigma Business Solutions 2011
  • 69. ISSUE MAPPING (c) Seven Sigma Business Solutions 2011
  • 70. ISSUE MAPPING (c) Seven Sigma Business Solutions 2011
  • 71. ISSUE MAPPING (c) Seven Sigma Business Solutions 2011
  • 72. ISSUE MAPPING (c) Seven Sigma Business Solutions 2011
  • 73. ISSUE MAPPING (c) Seven Sigma Business Solutions 2011
  • 74. ISSUE MAPPING (c) Seven Sigma Business Solutions 2011
  • 75. ISSUE MAPPING (c) Seven Sigma Business Solutions 2011
  • 76. WILL THIS REACH SHARED UNDERSTANDING? (c) Seven Sigma Business Solutions 2011
  • 77. BENEFITS OF ISSUE MAPPINGSimple, 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  We have captured decision rationale and organisational memory!Democratic - Acknowledges all contributions  Disarms “truth by repetition”  Disarms “grenade lobbing” (topic shift)Takes the interpersonal “sting” out of supporting or objecting to an ideaFaster - allows a group to develop shared understanding with much less pain (c) Seven Sigma Business Solutions 2011
  • 78. ISSUE MAPPING WITH OTHER FRAMEWORKSMaintain your other standards or frameworks  IM emphasis at the problem/requirements definition phase  Easy for participants – no new “dance moves” to learn  Complimentary to any methodology or practice (Prince2, Scrum) (c) Seven Sigma Business Solutions 2011
  • 79. LEVERAGE IM AND SHAREPOINTUse Issue Mapping to understand the problem • Allows for understanding to emerge through dialogue • Capture decision rationale for the futureUse SharePoint to manage and track the solution • Documents and reports still need managing • Data needs to be managed, tracked and distributed • Issue maps need to be stored, classified and indexed!Holy Grail - Present issue maps within SharePoint sites • SharePoint project sites containing the latest *thinking* via an integrated issue map (c) Seven Sigma Business Solutions 2011
  • 80. COMING SOON TO SHAREPOINT… (c) Seven Sigma Business Solutions 2011
  • 81. SUMMING UP• SharePoint Governance is a means to an end – Governance is informed by end in mind• Achieving shared understanding among participants is *paramount* – Later best practices can be undone by failure to achieve this goal – Watch for platitudes masquerading as an objective or goal – Do not penalise people for their learning• IBIS and Issue Mapping are a key complimentary tool – Designed *specifically* to help facilitate groups achieve shared unerstanding with much less pain – Great tool to deal with divergent stakeholder views• When used to their strengths, Issue Mapping and SharePoint can be a very potent combination (c) Seven Sigma Business Solutions 2011
  • 82. MORE INFORMATION• SharePoint Governance and Information Architecture Master Class • 2 day class chock full of Paul’s dogma :-) • Register your interest with myself, Debbie, Chan or Mark to run a class in New Zealand• Seven Sigma Business Solutions (www.sevensigma.com.au) • SharePoint Information Architecture and Governance Training • Issue and Dialogue Mapping Training• CleverWorkarounds Blog (www.cleverworkarounds.com) • SharePoint Project Management, Strategy and Governance • “The one best practice to rule them all” - 5 part series • “Why do SharePoint projects fail” - 6 part series (c) Seven Sigma Business Solutions 2011
  • 83. QUESTIONS How to contact me… Paul Culmseepaul.culmsee@sevensigma.com.au @paulculmsee +61 410 533 585 (very partial to beer) (c) Seven Sigma Business Solutions 2011
  • 84. Gold Sponsors Silver Sponsors Bronze Sponsors(c) Seven Sigma Business Solutions 2011