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GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
GBA Building Comprehensive Out Of The Box Solutions Quad D
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GBA Building Comprehensive Out Of The Box Solutions Quad D

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  • STUIntroductions: Stu & JodyPrincipal owners We’d like to offer over the next 50 minutes a practical approach to creating business solutions leveraging SP OOTB capabilities.Our goal today is to leave you with a method using specific activities to deliver SharePoint solutions that satisfy real business needs.TRANSITIONTo get started, lets define what a “business solution” is in the context of our discussion…
  • In order to build a business solution, requirements must be captured.
  • So, how do these examples correlate to creating solutions in SharePoint?Inaccessible customers…Stakeholders are not unifiedEnd product is a mess…
  • …ie…too much emphasis on the details of individual features (sites, columns, content types, lists, views, KPIs, custom pages, workflows, etc.,) instead of how to combine these various features to create a solution.
  • How the Quad-D methodology lifts components of other industry disciplines
  • Typicalhierarchical organizational structure that needs to communicate, track actions, report, etc. among business units.The goal is to report on resource utilization associated with tasks by division…
  • How the Quad-D methodology lifts components of other industry disciplines
  • How the Quad-D methodology lifts components of other industry disciplines
  • Describe each activity within the action management process, roles and outcomes…
  • STURequirements can be derived throughout process definition, discussions with stakeholders…Outcomes from the DEFINE phase are used to begin the Design Phase…
  • Potential content that can be included in the DEFINE phase Scope artifact – can vary with each customer.
  • In the Design phase, we TRANSLATE all the outcomes of the DEFINE phase and MAP them to SharePoint capabilities and featuresFirst is the Process & Procedural activity mapping to SharePoint capabilities. This means looking at the key elements of the process – WHAT is being done Create (Capture), Assign, Assess, Complete (update), Report (Track). Now – Look at WHAT SharePoint can do – can SharePoint enable users to do these things? YESHOW is the next question. This is where we do the Functional Requirements mapping to specific SharePoint featuresData Analysis – review the current instrumentation and artifacts being used (Email, Word, Excel, PowerPoint)Identify data HierarchyStandardize Normalization
  • Inthe develop phase, we do just that – we develop our solution, based on the design phase outcomes:We know we need specific data = columns,We need data organized by common elements (what C-Staff want) and unique elements (divisional) = content typesWe know that each division wants to keep their data separate = multiple custom listsWe know that Division Managers and C-Staff want to track process time (date completed –date due) = calculated field, Status Lists (KPIs)We know that Division mangers and C-Staff want to view action reports = web part pages (dashboards)We know we are going to use Web part pages for customizations like dashboards = Configuration Management & Traceability, create Document library to store all web part pages.We know that C-Staff want to see ALL corporate actions = Content Query Web Part (using our content types above), Web Part Page (dashboard)We know that Division managers want to track action progress = Views, Metrics (status lists)We know that Division Mangers and C-Staff want reports, but not visible to employees = audience targeting/permissionsWe know the employees want to be notified of newly assigned actions = alerts
  • We build the prototype using a repeatable process – each step builds from the previous stepNeed a site before you do anything = work with SP AdminsBuild columnsNeed the columns to build the content typesNeed the content types to build the custom list (enable content types in list will pull in all the associated columns automatically)Need the list to create the viewsNeed the views to verify test data and build status lists (metrics)Need the document library to store web part pages for dashboardsNeed the list, views, and status lists for the dashboardsNeed the content types for the content query web part on the leadership dashboard
  • Whilethe business requirements should have been addressed throughout the Define, Design and Develop phases, a review of what they are and how they were satisfied at the beginning of the Deploy phase is very useful. Establishing support expectations can make or break the use of a solution – if the expectations of the stakeholders does not match with the support capabilities of the provider, there will be issues.Discuss and/or assist the stakeholders with establishing a practical change control structure such that the evolution of the deployed solution is controlled. User training should be provided and included in the scope definition well before deployment. Depending on the needs of the stakeholders and the users, many different forms of training can be needed and/or utilized.Solution documentation should be geared toward the needs of the customer – some like detailed documentation, others, not so detailed. We recommend a documentation-light approach so that the document management tail is not burdensome since the expectation is that the deployed solution will mature and evolve.Provide a built in mechanism that will allow users to capture their needs to evolve the solution, while as the same time, regulating changes in the environment. NOTE: We use the same approach (Quad-D) for creation of the Change Control “part” of the business solution…Be sure that the stakeholders understand the use of the change controls and problem reports and the difference between the two.Agreement as to how the solution is launched with the stakeholders is important since all customers do not have the same understanding of what “going live” means.
  • Stakeholders not unified, and Solutions do not meet needs=DEFINE phase, we identified the scope, process and functional requirements, initiated a project plan with tasking to manage expectations, and used customer outcomes of the DEFINE phase to design and develop the solution ,then re-engaged the customer in the deploy phase for changes/and release managementSol overly customized = DESIGN, DEVELOP phase – by mapping DEFINE phase out comes to OOTB features, we can ensure solution is not overly customized, can be supported, are scalable. Collaboration with the SP Admin will ensure Gov guidelines are followedDeployment delays =OOTB and iterative…..frequent releasesMigration Issues = OOTB solutions migrate more accurately than coded ones. Using the CM approach (customizations doc library and a standard process for developing – see slide 18 )– ensures traceability in the event something has to be recreated.
  • final thought…The QUAD-D approach is a tool that can help provide you with the FORESIGHT to define, design, develop and deploy SharePoint OOTB solutions in a manner that will help mitigate all of those challenges ……………….so that those challenges will not become your experiences and/or HINDSIGHT as you evolve your SharePoint environment to support your business operations.
  • Transcript

    • 1. Presented By G. Bailey & Associates, LLC
    • 2.  Business Solution: ◦ A solution is a product, combination of products, services, or a mix of products and services that is provided to address a client's specific business problem or other need. Reference: Margaret Rouse http://searchitchannel.techtarget.com/definition/solution
    • 3. Reference: http://www.dilbert.com/
    • 4. Reference: http://blog.thingsdesigner.com/
    • 5.  Challenges with developing SharePoint Solutions: ◦ Narrow understanding of Functional Requirements ◦ Limited understanding of Existing Processes ◦ Inadequate understanding how to apply SharePoint features and capabilities using an holistic approach
    • 6.  Impact/ Results of Challenges: ◦ Stakeholders do not have a unified understanding of context, processes, and requirements ◦ Ad-Hoc solutions that do not meet customer needs ◦ SharePoint solutions are: Overly customized and complex Not easy to modify, maintain and support Not consistent in terms of design and implementation (no Configuration Management or Traceability) Do not follow Governance guidelines Not scalable ◦ Implementation and deployment delays ◦ Migration Challenges
    • 7. The Quad-D Methodology combines the insight of process engineering, structure of system engineering and the rigor of project management, while leveraging the uniform application of technology to deliver documented, supported and comprehensive organizational solutions. “Quad-D”
    • 8. Develop Activities: • Continued PM coordination • Build solution • Establish Configuration Management • Test solution functionality Artifacts: • Prototype • Updated project plan & WBS Benefits: • Provides standardized /repeatable /traceable development process • Fully exploits OOTB capabilities Design Activities: • Continued PM coordination • Assess define phase artifacts • Translate analysis findings Artifacts: • Process Activity – SP Capability mapping • Functional Requirements mapping • Data analysis • Updated project plan & WBS Benefits: • Bridges Define (What) with Develop (How) • Provides roadmap for SharePoint solution development • Streamlines data structure GBA QUAD-D Methodology Deploy Activities: • Continued PM coordination • Ensure requirements are met • Establish support expectation • Identify Change Management & Release Management processes Artifacts: • Implement change control structure • Training & solution documentation • Updated project plan & WBS Benefits: • Establishes standardized and repeatable change and release management processes. Define Activities: • Identify preliminary tasking • Identify the scope (5 W’s) • Determine Business Requirements • Define processes & procedures Artifacts: • Initial project plan & WBS • Scope document • Process & procedural models • Functional requirements Benefits: • Adds clarity in identifying initial requirements • Helps manage expectations • Unifies stakeholders • Provides baseline for other phase activities
    • 9. Quad-D Project Management (PMI) Process Engineering (Six Sigma) Systems Engineering (Agile SW Development ) DEFINE: • Scope • Functional Requirements • Process • Initiate Plan • Define • Stakeholder Communication & Collaboration • Motivate & Empower Individuals DESIGN: • Functional Assessment & Mapping • Data Analysis • Plan • Monitor & Control • Measure • Analyze • Design • Simplicity • Promote Sustainable Development • Continuous Attention to Technical Excellence DEVELOP: • Prototype • Configuration Management • Execute • Monitor & Control • Design • Verify • Early & Continuous Delivery of Value • Deliver a Working System Frequently • A Working System is the Primary Measure of Progress DEPLOY: • Change & Release Management • Close • Verify • Welcome Changing Requirements • Regular Team Reflection on How to Improve
    • 10. Widgets-R-Us is a small business composed primarily of Sales, Marketing and Manufacturing departments, with a “C-Staff” (i.e. CEO, COO, CFO) in an overall guidance position. Currently, each department tracks internally derived and cross-departmental actions via email, spreadsheets, phone calls, notes books, etc. and reports to the C-Staff during staff meetings or on an ad hoc basis. This company desperately needs a single, uniform action tracking business solution to enhance communications, reduce coordination time, more readily track status and report on resource utilization associated with actions in a timely fashion. C- Staff Sales Marketing Manufacturing E E E E E E E Track Divisional Actions Assign, Track and Manage Divisional Actions Receive and Update Assigned Actions
    • 11.  Who are the Stakeholders? ◦ CEO’s, Division Managers, Employees  What do they want? ◦ A mechanism to capture, track, manage and report corporate actions  When do they need it? ◦ NOW _ of course!  Where should it be developed? ◦ Work with the SP Admin to determine best location within the Enterprise Architecture  Why is it required? ◦ To centralize corporate actions ◦ To enhance communications ◦ To reduce coordination time ◦ To more readily track status and report on resource utilization
    • 12.  The initial scope of the Widgets-R-Us initiative is to create a SharePoint environment that can be accessed by CEOs, Division Managers, and Employees; that provides the capabilities and functionality to capture corporate actions, assign actions to staff, monitor progress and report key metrics to leadership.
    • 13. © GBA Proprietary Process Modeling Technique Division Manager Create Action Assign Action Employee Assess Action Complete Action Review CTD Action Close Action Reporting Process C-Staff
    • 14. Functional Requirements – The Short List…  Ability for C-Staff to track action information (Action, Description, Division, Due Date, Date Completed, Log, Assignment)  Ability for C-Staff to track total actions by division, by status, by processing time  Ability for Division Managers to track actions by status and processing time  Ability for division actions to be separated  Ability for Division Managers and C-Staff to view action reports (not viewable to employees)  Ability for Sales to track customers, POC and POC phone numbers associated with actions  Ability for Marketing to track products with associated actions  Ability for Division Managers to assign actions  Ability for Division Managers to track progress of assigned actions  The ability for employees to receive and update actions
    • 15. Process & Procedural Models and Narratives Functional/Business Requirements Key Deliverable Identification Key Artifact Identification Evaluation Criteria High-level Work Breakdown & Plan Scope Document(s) content for Widgets-R-Us
    • 16.  Data Analysis: ◦ Review instrumentation  Email, Word, Excel ◦ Standardize data ◦ Normalize data  Process /Procedural Activity Mapping: ◦ Create (Capture) ◦ Assign ◦ Assess ◦ Complete (Update) ◦ Report (Track) Requirements SP Features Ability to capture action information (Action, description, Division, Due Date, Date Completed, Log, assigned to) SharePoint Columns Ability for C-Staff to track All corporate actions SharePoint Lists, Content Query Web Part Ability for Division Managers to track actions by Status and processing time. Keeping Division information separate and employees from seeing reports. SharePoint Lists (multiple), calculated fields (time), Views, KPIs (metrics) , Web Part Page (dashboards), Audience Targeting (access /navigation) Ability for Sales to track customers, POC, POC Phone associated with actions Ability for Marketing to track products with associated actions Ability for Manufacturing to track components (HW SW) , and quantity with associated actions SharePoint Columns, Content Types Ability for Division Managers to assign actions and track progress SharePoint List, Columns, Alerts The ability for employees to receive and update actions Filtered Views, List
    • 17.  Develop ◦ Prototype that leverages the following 10 SharePoint features. 1. Columns 2. Content Types 3. Custom Lists 4. Calculated Fields 5. Views 6. Status Lists (KPIs) 7. Web Part Pages 8. Content Query Web Part 9. Alerts 10.Audience Targeting /Permissions
    • 18.  Collaborate with SP Administrators  Create columns in column gallery  Create content types in content type gallery  Create custom list, enable content types  Create calculated fields  Enter test data  Create views within the lists for metrics  Create status lists (KPI lists)  Create document library for customizations  Use web part pages for customizations (dashboards)
    • 19.  Ensure Requirements are met  Establish support expectations  Provide: ◦ Documentation ◦ Change control structure  Launch Business Solution
    • 20. Challenges DEFINE DESIGN DEVELOP DEPLOY Stakeholders not unified     Ad Hoc solutions do not meet customer needs    Solutions: • Overly customized • Not easy to modify, support and maintain • Not consistent (CM) • Do not follow Governance guidelines • Are not Scalable   • Deployment delays     Migration Challenges  
    • 21. Reference: http://www.cartoonstock.com
    • 22.  Dr. Jody Sandwisch ◦ jlsandwisch@gba-nexus.com  Mr. Stu Bailey ◦ scbailey@gba-nexus.com QUESTIONS?
    • 23. Notice that the Indicators (Total Actions Completed Early, Total Actions Completed on Time, Total Actions Completed late) – are the views in the source list in previous slide.
    • 24.  Define: Process Engineering: •Define • Identify Related Process Activities, Inputs, Outcomes, Roles, Dependencies, Instrumentation • Measure • Identify limitations & Challenges of current process Project Management: • Initiate • Identify Goals, Objectives, Stakeholders, Requirements • Plan • Identify Tasks, Structure, timelines, Resources, dependencies Systems Engineering: • Stakeholder Communication & Collaboration • Motivate & Empower Individuals – Stakeholder Buy-in Outcomes: 1. Initial Project Plan and WBS 2. Business Requirements 3. Scope 4. Process & Procedural Models
    • 25.  Design: Process Engineering: •Analyze • Determine Options for meeting Customer Requirements • Design • Create New solution based on Identified Requirements Project Management: • Plan • Identify New Tasks, timelines, Resources, dependencies • Execute • Ensure task completions • Monitor & Control • Ensure Tasking & Timeline updates Systems Engineering: • Simplicity (OOTB) • Promote Sustainable Development • Continuous Attention to Technical Excellence Outcomes: 1. Updated Project Plan 2. Process to Technology Mapping 3. Design Documentation
    • 26.  Develop: Process Engineering: • Design • Create New solution based on Identified Requirements •Verify • New solution Satisfies Identified Requirements Project Management: • Execute • Ensure task completions • Monitor & Control • Ensure Tasking & Timeline updates Systems Engineering: • Simplicity (OOTB) • Promote Sustainable Development • Continuous Attention to Technical Excellence • Early & Continuous Delivery of Value • Deliver a Working System Frequently • A Working System is the Primary Measure of Progress Outcomes: 1. Updated Project Plan and WBS 2. Configuration Management 3. Prototype
    • 27.  Deploy: Process Engineering: • Verify • New solution Satisfies Identified Requirements Project Management: • Monitor & Control • Ensure Tasking & Timeline updates • Close • Ensure Deliverables Meet Identified Requirements Systems Engineering: • Welcome Changing Requirements • Regular Team Reflection on How to Improve • Early and Continuous Delivery of Value • Deliver a Working System Frequently Outcomes: 1. Baseline Solution 2. Change Management

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