60% of SharePoint projects are stalled, struggling, or failing, according to research conducted by the Association for Information and Image Management. If the goal is enterprise collaboration, it matters most how people connect and remain engaged, not simply how products and platforms function.
This session takes off the gloves and delivers an open discussion of why SharePoint and collaboration projects fail – and how to successfully recover. Better yet, you will learn how to set yourself up for success from the start!
Watch this session if your organization is contemplating a new project leveraging SharePoint, migrating to a new version of SharePoint, or needs to recover from a problematic implementation.
In addition, the presenter will share 3 specific, real-world cases of failed projects – and how those projects were successfully turned around to deliver a successful project with broad user adoption.
You will learn :
1. The latest stats on SharePoint and collaboration failures
2. Deadly sins to avoid on every project
3. What other organizations are doing wrong that is leading to failed projects
4. Practical habits to prevent project failures
5. 3 real-world case studies on customers who recovered from failed projects
2. WWW.COLLAB365.EVENTS
Curtis Hughes
C5 Insight
Email : Curtis@C5Insight.com
Twitter : @C5Curtis
Facebook : /C5Insight
LinkedIn : /in/curtishughes
• Co-founder and Managing Partner
• Focus on collaboration and relationship
management
• Help organizations with roadmaps, planning,
governance, user adoption, training,
implementation, and on-going coaching/support
• Speak nationally on topics of collaboration,
employee engagement, user adoption, company
culture
• Working with SharePoint since pre-version 1.0 (1999
- when it was then called SiteServer)
Contact Details:
12. There is too much focus on content and technology, and
not enough focus on leadership and relationships.
Leaders need to develop a social business strategy that
makes sense for the organization and tackle the tough
organizational change work head on and early on.
Successful social business initiatives require leadership and
behavioral changes.
— Carol Rozwell, VP and Distinguished Analyst, Content, Collaboration and Social Team, Gartner
“
13. WWW.COLLAB365.EVENTS
33%
Middle managers that say they
miss important information
because they cannot find it.
Accenture
Organizations that have suffered
at least one project failure in the
prior 12 months.
KPMG
59%
70%
25%
97%
240%
SharePoint projects that have
serious user adoption problems.
AMR Research
Social collaboration boost to
worker productivity.
Harvard Business Review
Number of organizations that
have been able to service more
clients, more efficiently.
ICE3
Boost to performance when an
organization engages customers
and employees.
Gallup
Rewards Risks
THERE ARE RISKS
AND REWARDS
16. Seven Deadly Sins That Cause Companies To Miss The Mark
THE 7 DEADLY SINS
17. WWW.COLLAB365.EVENTS C5 Insight, 2013
How the Deadly Sins Came To Be
41% 59%
CPR Projects
Standard Projects
Not long ago, we noticed a trend.
It seemed more of our new clients were looking to revive
a failing project than begin a new one. We became
obsessed with this and realized it’s true – we are in fact
experts in failure.
Today, 59% of our new business
revolves around resuscitation and
rescue.
We’re proud of this. Our experience helps us understand
the obstacles that every organization will face. We use
this experience to ensure your success.
25. 25
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
This is our third (or more) time
This is our second time
This is the first time
How Many Times Have You
Implemented A Collaboration Tool?
Satisfied Unsatisfied
C5 Insight
26. Gartner – Carol Rozwell
http://blogs.gartner.com/carol_rozwell/2013/08/20/outputs-are-important-but-behaviors-are-better/
of social and collaboration
business efforts will not
A Focus
On Technology
80%
achieve the intended benefits due to
inadequate leadership and an
OVEREMPHASIS ON TECHNOLOGY
28. Cadence Group, 2011
Rigid at the Core
Flexible at the Edges
There are over
federal, state, and industry laws, standards
and regulations that dictate how long to
keep paper and electronic records.
14,000
Corporate metadata, retention
policies, auditing, Intranet homepage
content, published articles, etc.
My Sites, OneDrive, collaboration,
team, and project sites, check-in/out,
keywords, personal views, etc.
42. WWW.COLLAB365.EVENTS
Pause
• Who says we are struggling?
• What are the struggles that we
are facing?
• When did we first notice we
were struggling?
• Where are we now?
• Why have projects failed in the
past?
• How do our people think we’re
doing? Feedback solution.
Struggling
Plan
• Who will this impact?
• What would help our people do
their jobs better?
• When would we be ready for
this level of collaboration?
• Where are we going?
• Why are we solving this
problem?
• How can I bring people
together in my organization?
Starting
Prepare
• Who is leading this effort?
• What problem(s) are we trying
to solve?
• When will we have the
resources to start?
• Where do we see risks?
• Why are doing this
project/initiative?
• How well do we collaborate
today?
Seeking
The Your SharePoint Success Formula
43. If I had an hour to solve a problem, I’d spend
55 minutes thinking about the problem
and 5 minutes thinking about solutions.
— Albert Einstein
“
44. WWW.COLLAB365.EVENTS
Stay tuned for more great sessions …
Thanks for watching!
Curtis@C5Insight.com 704.895.2500 www.c5insight.com
/in/curtishughes @C5Curtis /C5Insight
Editor's Notes
1 MINUTE
In the next couple slides, I’m going to give you 2 overarching themes that we see a lot (there are more), and then we’ll dig-into the 7 deadly sins that are most common and most recurring across the organizations we see.
1 MINUTE
Obviously we’re going to be talking about collaboration today, but you should know that about 60% of all collaboration initiatives fail to meet expectations. This is an AIIM stat, not a C5 stat. In fact, Gartner even has this number as high as 80%.
3:5 of you will struggle with collaboration.
Source: AIIM, Gartner
1 MINUTE
Obviously we’re going to be talking about collaboration today, but you should know that about 60% of all collaboration initiatives fail to meet expectations. This is an AIIM stat, not a C5 stat. In fact, Gartner even has this number as high as 80%.
3:5 of you will struggle with collaboration.
Source: AIIM, Gartner
1 MINUTE
In the next couple slides, I’m going to give you 3 universal truths that we see (there are more), and then we’ll dig-into the 7 deadly sins that are most common and most recurring across the organizations we see.
So have many others
Walt Disney
Beethoven
Einstein
Edison
And the list goes on and on….
2 MINUTES
Let’s be honest, you guys aren’t here for SharePoint project.
You are here to find someone to help you leverage the tool to get better employee engagement, adoption, productivity, collaboration across teams, scale your business processes, etc.
Bring everyone together on same page
Harmonize these instances into one seamless system for end users
Strengthening employee engagement
Establishing on-going governance moving forward.
We get a majority of our information - our knowledge - from other people
Then if this is the case, it only makes sense that we spend a little time better understanding how people – you and I – affect collaboration in our organizations.
CLICK
1 MINUTE
2 MINUTES
Before you start doing anything, it’s always a good idea to understand both the risks and the rewards.
STAT: In fact, 60% of all SharePoint and Collaboration projects are struggling or flat-out failed
I won’t read all of these aloud to you, but in addition to great increases in productivity and serving clients…
The two greatest priorities continue to be lack of executive support and “other bigger priorities”:
22% cite lack of executive support as the primary barrier to implementation.
18% cite “other, bigger priorities” preventing them from implementation.
http://www.prescientdigital.com/downloads/2012%20Social%20Intranet%20Study_Summary_Prescient%20Digital%20Media.pdf
Talk about CPR session tomorrow
2 MINUTES
When most organizations hear “planning” they think requirements, what do we need to do, etc.
So they quickly move from an idea to what needs to be built, and finally develop a project plan with some tasks on it that looks like the Gantt chart here.
But what we’ve found is this is not entirely true and actually contributes to the failures.
-----------------------------------
On average, 2 decisions per $1,000 in LABOR costs.
Of course, this is not a definitive law, and also depends on the status of the organization, structure, etc.
EXAMPLE:
$100,000 = 200 individual decisions
So what was maybe 15-30 individual tasks is now 200+ decisions.
2 MINUTES
When most organizations hear “planning” they think requirements, what do we need to do, etc.
So they quickly move from an idea to what needs to be built, and finally develop a project plan with some tasks on it that looks like the Gantt chart here.
But what we’ve found is this is not entirely true and actually contributes to the failures.
-----------------------------------
On average, 2 decisions per $1,000 in LABOR costs.
Of course, this is not a definitive law, and also depends on the status of the organization, structure, etc.
EXAMPLE:
$100,000 = 200 individual decisions
So what was maybe 15-30 individual tasks is now 200+ decisions.
Over the next few minutes, I’m going to share with you 6 areas where we see this disconnect manifesting itself in today’s organizations.
When companies are trying to build a collaborative intranet, what are they missing and why are they failing?
CLICK
1 MINUTE
Wrong expectations always leads to disappointments
We hear things like:
“This will make us so much more productive right away.”
“We don’t seem to be collaborating like they are. Why is it working so well for them?”
“We have smart people, very technical people, a day of training should be plenty.” (or, there's no way we'll get them for that long)
“The old way was more comfortable for me.”
“I developed the old way and I know how it works – I can’t get my head around this new way of doing things.”
Fixing potholes or building a superhighway?
Remember, it's not a 1 size fits all….When you’re a hammer, everything looks like a nail.
- CLICK
2 MINUTES
Most organizations grow processes over a long period of time
They were made to deal with the realities of the landscape and the limitations of a small or growing company that had to get a process in place quickly
But as they grew, they found that the processes didn’t scale – and they were slowing them down
CLICK
So they start to envision automating them so they that narrow and curvey path becomes a superhighway
And they look for shortcuts. Something that they can just install and quickly configure that will solve their problem. It’s easy to get caught up in the promise of something that can do this without realizing that there’s really nothing new under the sun. The laws of successful projects change about as fast as the laws of economics.
So when they try to quickly pave over those old well worn paths,
CLICK
they end up with something like this!
The reality is that it takes a lot of careful planning to go from the cow path to the superhighway, and with the right planning approach in place,
CLICK
you’ll have something that looks like this for a while
Just like a highway project – it’ll be important that you manage it in phases so work can still get done, but you gradually introduce the processes across everyone in the organization
Possibly a good place to say…
What we often see is an expectation that you’ll go from a footpath to a superhighway
But instead you end up with a permanent traffic jam
Another way to think of this is like building a house
If you don’t know where you’re going, you may not have the right plumbing, the right foundation … and you may be enabling your workers to build on top of a foundation that will collapse under them.
One client we rescued was actually cursed with a very successful project…
2 MINUTES
Make sure that your first phase has very clear and very real value for the users/audience.
One of the “easiest” things you can do to aide in user adoption is to give your users something that makes it worth their while.
WIIFM
Get them involved in the process
Focus on value vs ROI – ROI comes from use, not implementation.
Failure to Provide Immediate Value
Make sure that your first phase has very clear and very real value for the users/audience.
One of the “easiest” things you can do to aide in user adoption is to give your users something that makes it worth their while.
Failure to Involve Users in the Discovery and Design
How many people who have to use your SharePoint system REALLY like it? I mean TRULY like what it does for them? Why/why not?
If you were architecting a house, would you expect the architect to simply go off, form a committee of architects (or other home owners) and then build your house? NO – you would be involved, as should your audience.
1 MINUTE
2 MINUTES
What does done look like?
Are your goals actually measurable?
How do you know when you’re done and have met the goals?
What do you do if you had no goals and you’re trying to recover; how do you know if you are off track?
We hear: “We need an Intranet” (why?)
Long-Term Roadmap Unclear or Unmeasurable Goals
Where are you going?
Why are you going there?
What do your goals look like?
Are they measurable?
How do you know when you’re done and have met the goals?
What do you do if you had no goals and you’re trying to recover; how do you know if you are off track?
Chart your journey
What does done look like
Be specific
Phased approach – Single phase =
Have not thought far enough ahead about where you want to go
You are trying to do too much in a single phase
Stay the course
Stick to the plan – NO SCOPE CREEP
If a challenge arises, determine if it even affects the project
Create a parking lot/grass catcher/wish list to capture future items and wants
1 MINUTE
CLICK
1 MINUTE
One thing we have found to be certain is that focusing on technology always leads to disappointments.
Throwing tools at it – most organizations are really looking for a technology “quick fix” - it just doesn’t work like that
Garage analogy
This includes being “owned” by IT (or the business) – it should be a collaboration between them.
Focus on connecting people, bringing people together
As you approach the 2nd and 3rd times, people really begin to lose faith/trust in the next solution and become more resistant
Failure not only costs money, it costs satisfaction (which lowers productivity), and ultimately could cost jobs
Avoid the Silver Bullet
Technology is a wonderful thing, but it’s not the only thing
One size never fits all
Understand what it is you are building and for whom
CLICK
2 MINUTES
One thing we have found to be certain is that focusing on technology always leads to disappointments.
Garage analogy
This includes being “owned” by IT (or the business) – it should be a collaboration between them.
Focus on connecting people, bringing people together
As you approach the 2nd and 3rd times, people really begin to lose faith/trust in the next solution and become more resistant
Failure not only costs money, it costs satisfaction (which lowers productivity), and ultimately could cost jobs
Avoid the Silver Bullet
Technology is a wonderful thing, but it’s not the only thing
One size never fits all
Understand what it is you are building and for whom
http://blogs.gartner.com/carol_rozwell/2013/08/20/outputs-are-important-but-behaviors-are-better/
http://www.mycustomer.com/topic/social-crm/gartner-80-social-business-efforts-will-not-succeed-through-2015/161754
http://www.gartner.com/newsroom/id/2319215
More detailed analysis is available in the report "Predicts 2013: Social and Collaboration Go Deeper and Wider." The report is available on Gartner's website at http://www.gartner.com/resId=2254316.
However, whilst adoption is set to escalate, Gartner estimates that through 2015, 80% of social business efforts will not achieve the intended benefits due to inadequate leadership and an overemphasis on technology.
Carol Rozwell, VP and distinguished analyst at Gartner, explained: “Businesses need to realize that social initiatives are different from previous technology deployments. Traditional technology rollouts, such as ERP or CRM, followed a ‘push’ paradigm.
Rozwell added: “There is too much focus on content and technology, and not enough focus on leadership and relationships. Leaders need to develop a social business strategy that makes sense for the organization and tackle the tough organizational change work head on and early on. Successful social business initiatives require leadership and behavioral changes. Just sponsoring a social project is not enough — managers need to demonstrate their commitment to a more open, transparent work style by their actions.”
2 MINUTES
I like the color blue. What if I told you, you can pick any color you want, as long as it’s blue?
We’ve gone to the extreme when it comes to compliance
We have to find the balance
Implementing collaborative intranets with rules so restrictive people can't collaborate is a recipe for disaster.
Rules of the road = yes (governance)
Straight jacket = no
Don’t tell your employees you want them to collaborate more, but they can only do it on Tuesday and Thursday, etc…
CLICK
1 MINUTE
You don’t have to implement every one…I promise!
We have to find the balance
Generational changes (25 year olds and 65 year olds working together)
CLICK
Examples:
Rigid Core: Retention of 7 years
Flexible Edges: Check in/out policy
CLICK
2 MINUTES
How many of you own a home? Now, how many of you have run out of projects to do at home?
Collaboration is one initiative that should never be “finished”
There has to be a process for continuous improvement
Collecting feedback (site feedback solution)
Changing, adapting, new employees, new generations, new ways of communicating
Do you have a strategy and process for ensuring you continue to improve?
This is a sophisticated platform, but it needs maintenance like everything else in life.
Forget to change with the times
Your intranet will look like this picture and be a collaborative ghost town
You’re never really finished (training, adoption, improvements, leveraging new technologies/processes)
Have a clear set of rules by which everyone plays
Capture feedback
Track lessons learned – Diligently
Don’t forget for whom the system was built
CLICK
2 MINUTES
Projects typically stall before they fall
Even the worst projects can start strong
The key – as we saw before with the construction slide – is to quickly move through this because at his point, because should you get stalled in a construction mode, the next phase is project failure
2 MINUTES
Projects typically stall before they fall
Even the worst projects can start strong
The key – as we saw before with the construction slide – is to quickly move through this because at his point, because should you get stalled in a construction mode, the next phase is project failure
1 MINUTE
At the end of the day, this Einstein quote sums it up best….
CLICK
2 MINUTES
As a consulting firm, as you would expect, clients want to keep project costs low.
Training is not an event
What happens when you hire new people, people leave/join a role, etc.
Lack of communication – it goes a long way Let people know what’s going on and why.
People use and will support what they help create
- 3 Don’ts and 3 Dos
5 MINUTES
Who: A large manufacturer of hotel guest supplies
What: A well-planned, small scope, pilot SharePoint deployment
Situation Assessment: Shortly after deploying the pilot project to a single department, good news traveled fast and other departments and users began leveraging SharePoint, creating sites, customizing pages, adding users, etc.
The CPR: The first step was to understand exactly who was using SharePoint throughout the organization. SharePoint web analytics and interviews/conversations with the departments helped determine this. Next, an audit was performed to determine the functionality being used by these departments. Once it was understood what users were doing with SharePoint, a Governance Committee was formed to develop and implement the “rules of the road” for this organization. Lastly, the committee members worked with each department to get their sites in alignment with the overall rules and trained each department on the rules and SharePoint functionality.
How Are They Recovering: Users feel empowered and are able to be self-sufficient, but within the boundaries set by the organization – there are simply things you can and can’t do. Users also better understand how to use certain functionality, which makes them more productive and satisfied with their work.
5 MINUTES
Who: An international university with a globally dispersed alumni population
What: A social alumni portal on SharePoint that would keep alumni profiles in sync with the alumnus’ primary record in CRM
Situation Assessment: After two failed implementations over 2 months, and very little accomplished, the client came to C5 Insight with an extremely short timeframe remaining (6 weeks) and a project that never got off the ground.
The CPR: First, we had to stop the bleeding and the pain. We knew we had to play catch-up, so we moved quickly to get a team in place to tackle this project. Next, we quickly prioritized the needs, eliminating scope and functionality that was not “mission critical” for the deployment. Lastly, we started training and testing from day 1, rather than waiting until the end of the short project phase.
How Are They Recovering: Shortly after the successful launch for graduation, we conducted a three-day Scoping Assessment to recast the vision and direction for SharePoint. We were then asked to rescue another CRM project for this same client that we wrapped-up last year.
5 MINUTES
Who: A large manufacturing company
What: A global SharePoint deployment, primarily used for document management
Situation Assessment: Two top employees in IT have experience with SharePoint and would like to implement it within the organization. They “know” exactly what is missing at the company and how SharePoint can solve these problems. Unfortunately, after a very large deployment, users literally hate the very word “SharePoint” and think it was one of the largest failures at the company.
The CPR: We first collected anonymous surveys from all users to determine their greatest challenges and pains. We formed a governance committee with various department members in addition to IT. We “turned off” functionality that was not immediately needed and created “noise” for the new users; tested the remaining functionality to ensure it fully met the needs; developed tip-sheets for the users; held a one day boot-camp on the use of the system; and re-launched to the organization.
How Are They Recovering: Today, SharePoint is thriving and users see the value in the new platform and have increased productivity.
- 3 Don’ts and 3 Dos
39
2 MINUTES
40% Planning – A Comprehensive Roadmap
20% Technology – The Right System and Technology Expertise
40% Control – Project Management and Continuous Improvement
Almost everyone gets this backwards
Most think of projects like this as a bell-shaped curve – a little work up front, a lot of work in the middle, and a little work near the end
In fact, for successful projects, it’s the opposite – and, over the long haul, not only is the risk of failure lowered, but costs are actually lower too
And it is easy to say “yes, we’ll do that” – but it almost NEVER happens
The Equation – it’s not rocket science (it ain’t even algebra). It’s also not perfect, but will minimize your rick of failure and increase the likelihood of success
If you are in the midst of a project that’s not going well, go into self-diagnosis mode. Check-in with the end users, review the original goals and objectives, the budget, the duration, the risks.
Beginning the CPR process:
Don’t assign blame, accept responsibility and look for solutions
Think the Oz Principle
Be honest, if someone needs to be fired, do it
Create a new plan that is honest and in balance
START: 11:00
LENGTH: 7 MINUTES
Seeking:
Who is leading this effort?
What problem(s) are we trying to solve?
When will we have the resources to start?
Where do we see risks?
Why are we doing this? Because an exec said we needed to?
What problem(s) are we trying to solve?
How well do we collaborate today? (assessment)
Starting:
Who will this impact? Positively, Negatively?
What would help our people do their jobs better? What do they need (not “what do they want”)?
When would we be ready for this level of collaboration? Are we ready now, do we have some work to do? (collab assessment)
Where are we going? What does done look like?
Why have projects
What problem(s) are we trying to solve?
How can I bring people together in my organization? How can I knock down silos?
Weak ties
Struggling:
Who says we are struggling? Users, managers, executives, all of the above? This will tell you a lot about the struggles
What are our struggles? (be honest)
When did we first notice we were struggling? Where did we get off track?
Where
Why have projects failed in the past?
What was our focus when we started? Tools, people, etc.
How do our people think we’re doing? Feedback solution.