This document provides a case study on developing a successful SharePoint service business architecture. It summarizes the lessons learned from transitioning a federal organization to a service-based IT model, including that long-term success requires clear vision, structure, and communication. It then outlines the key components of an effective service business model framework and how implementing strategies like ITIL, CMMI, and information architecture can improve maturity.

1. Satory Global
Results: the foundation for your investment…
Case Study:
Development of SharePoint Service
Business Architecture
Washington DC
August 2011
Authors: Brian K. Seitz
Version: 3.1b
Audience: SharePoint Saturday DC

2. Audience
 Business management
 Business staff
 Senior IT management
 Senior IT technical staff
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3. Purpose
 Identify the elements for successful SharePoint services
organizations
 Project insights from transitioning to an I.T. service focus
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4. Take-a-ways
 Long term success is by design not accident
 Key architectural components define successful business
architecture
 Communicate, Communicate, Communicate
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5. Agenda
 Service Definition
 Case Situation
 Lessons Learned
 Service Business Model
 Implementation
 Next Steps
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6. Service Definition
Services are not applications
Services provide:
 Business results vs. activities
 IT applications with other elements are bundled together
to accomplish business outcomes
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7.  Service Definition
 Case Situation
 Lessons Learned
 Service Business Model
 Implementation
 Next Steps
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8. Case History
Federal organization had initiated
a move to a service-based orientation
 Infrastructure and application stand-up
– migration from shares to shared services goal
– Staff assembled from multiple vendors
– IT organization recently assembled
from multiple departmental systems
– Communications within IT organization fragmented
 Organic growth of internal market
– Client organization recently assembled
from various government components
– Communications between IT organization and clients
minimal and disjointed
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9. Position
Situation
 Department was reorganized after 2000
 IT was decentralized among its components
and exploited previous generation technologies
 Security was and continues to be of paramount concern
 Projects are technology-procurement
and installation- oriented
 Technology installation, customization, and operation
are divided among multiple competing vendors
 Technology acceptance and growth has been organic
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10. Outcome
Switching to a services-based orientation
has been problematic
 Adoption of technology spotty
 Provisioning of services problematic
 Utilization and growth puzzling to IT management and staff
 Increased demand for support
despite environmental lockdown to protect stability
 Disenchantment of user community with services
 User community asking for permission
to develop their own solutions to speed delivery
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11.  Service Definition
 Case Situation
 Lessons Learned
 Service Business Model
 Implementation
 Next Steps
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12. Lessons Learned
What did we learn?
 A clear vision is needed
to coordinate the efforts towards a service orientation
 A framework for service structure
gives context and guidance for success
 Iterative maturity improvement cycles
yield the best results
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13.  Service Definition
 Case Situation
 Lessons Learned
 Service Business Model
 Implementation
 Next Steps
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14. Service Business Model Framework
Effective business models
integrate strategy through technology
to accomplish a organization’s objectives
Strategy
Governance
Process
Application
Infrastructure
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15. Business Model Fulfillment
Current efforts that are yielding improvements
Strategy
Strategy • ITIL Service Strategy
• CMMI
Information Architecture
• Ontology
Governance • Page Taxonomy
• Site Taxonomy
• Meta Data Taxonomy
Process
Process • Self- Assessment
• Service Level Packages
Applications
• Service Management site
Application • PMO Site – Service Design Management
• CCB Site – Demand Management
• CONOPS site – Service Strategy Management
Infrastructure Maturity
• Cost Model
Infrastructure • Configuration Management
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16. Strategy and Governance Questions
Strategy and governance are more than
markets and permission levels
Initial questions:
 Who is to be served?
 What do they need?
 What is required to fulfill their needs?
 What is allowed?
 What is the delta between?
Decision-making questions:
 Who makes the decisions?
 What are the processes used to make and execute decisions?
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17. ITIL V3.0
ITIL provides a vendor-neutral model
for service management
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18. CMMI Maturity Model
Iterative efforts to improve maturity
yield more effective results
Level 5 Optimizing •Focus on process improvement
Level 4 Qualitatively •Process measured and controlled
Managed
•Process characterized for organization and is proactive
Level 3 Defined •Projects take their processes from organization’s standard
Level 2 Managed •Process is characterized for projects and is often reactive
Level 1 Initial •Process unpredictable, poorly controlled and reactive
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19. Information Architecture
Information architecture is more than just an IT concern
 Ontologyrequires a joint effort
between business and IT
 Multipletaxonomies are common,
even within an organization
– Organizational
– Functional
Seitz’s Law of Knowledge Management
• “How information is stored is almost never how it
is searched for or retrieved”
• Enterprise Architect's Notebook , Brian K Seitz, 1986
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20. Ontology Management
Ontology ……
 Ontologies are definitions of objects
 Meta Data (tags)
are one of may ways to enable ontologies
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21. Different ontologies for different needs
 Vendor Supplied:
– EXCEL, WORD, POWERPOINT, ACCESS
– Indicates the software used to manipulate but gives not indication of usage
or content
 Technology
– Spreadsheet, Text Document, Slide Presentation, Database, Form, Flowchart
– Indicates usage but not software to manipulate or content
 Business Defined:
– Business Forecast, Annual Report, Sales Presentation, Inventory, Requisition
form, Procurement Process
– Indicates contents that End Users are concern with but does not indicate
usage or software needed to use.
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22. OCIO Central Ontology
Project Solution
Management Content
(PMO) (Dev.)
Customer
Process
Relationship
Guidance
(Service
(CONOPS)
Mgt.)
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23. Service Catalog
The design of services is captured
in a service catalog
 Service catalog should address the business needs of
clients, not the definitions of the technology or providers
 Provides the link between business and technology
 Service catalog should contain:
– Service identify
– Description of service and benefits (value proposition)
– Service owner
– Support elements
– Instruction to order or engage service
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24. Communications Program
Communicating the vision
is as important as the vision itself
 Marketplace communications
 Governance
 Service performance
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25.  Service Definition
 Case Situation
 Lessons Learned
 Service Business Model
 Implementation
 Next Steps
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26. SharePoint is an enabling technology for service
Service Management Portal
End User
Service Site
• CMDB
Service • KB End User
Provider • Services Service
Admin Site Catalog Admin Site
Services
Admin Site
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27. Service Management Portal
Service management portal
provides outward facing order management
and inward facing configuration management
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28. Service Package Definition
Service Level Package
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29. Concept of Operations Library (CONOPS) provides the standards
of operation for the service
Governance Library
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30. CONOPS monitors the maturity of processes used to deliver
services
Service Process Maturity
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31. Configuration Management
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32. Topology management is still a necessity with self service site
creation
Site Topology Management
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33. Project Management site provide visibility to service design and
fulfillment activities
Project Management Site
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34. Configuration Management of application development content
provides improved maintenance and support
SDLC Content Management
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35. Supporting knowledge is managed centrally and visualized
throughout the site for customer, operations and development
Support Knowledge Base
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36. SharePoint Central provides a one-stop outreach for customers
looking for SharePoint services information
SharePoint Central
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37. SharePoint Central provides self-service for questions
SharePoint Central Knowledge Base
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38. SharePoint Central provides an online catalog of site solutions
customers can obtain
Site Catalog
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39. SharePoint Central provides an online catalog of application
solutions customers can obtain
Tools Catalog
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40. SharePoint Central provides self-service help for end-users
Self-Service Help
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41.  Service Definition
 Case Situation
 Lessons Learned
 Service Business Model
 Implementation
 Next Steps
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42. First came the request for service, then the
question how you manage it
Demand Management
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43. Service Request
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44. Profiling requests enables more accurate
demand management
Request Profiling
Service Request, Categorization, Data and Environment Security
and Cost Estimation Categorization
Capacity Profiling Lifecycle Risk Assessment
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45. Benchmarking processes used to deliver the
services can provide an accurate cost baseline
Cost Baseline
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46. Data Security is a forethought, when tools
make it easy
FISMA Data Quick Test Classification
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47. Capacity Planning starts with each new
request
Capacity Profiling
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48. SDLC Risk Management
Solution Development Risk Assessment
Solution Characterization System Components Unit Test Integration Test System Test
Separate site collection Yes 0.016 0.01 0.006
Site Template Modified 0.008 0.005 0.003
Custom Code Yes 0.128 0.08 0.048
Network Integration with code 0.128 0.128 0.048
External Application Linkage (Database, etc.) Update and /or Manipulation 0.128 0.128 0.048
Product Deployment Risk after passage
in Test Environment 41% 35% 15%
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49. Portfolio Management is about balancing
multiple priorities
Portfolio Management
Benefit Characterization Prioritization Selection
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50. Capacity Planning
Capacity Planning
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51. Success is achieved through more than
applications and infrastructure
Summary
 Clear vision Strategy
Governance
 Well designed structure
Process
 Clear understanding of governance Application
Infrastructure
 Rapid implementation cycles
 Communication of all these elements
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52. Company Info / Speaker Bio
Satory Global, LLC
Management and technology consulting company
Solving business issues through strategic application
of technology
Growing SharePoint practice
www.Satory.com
Speaker: Brian K Seitz
Business Architect/Management Consultant, Satory Global LLC
Former Enterprise Architect, Microsoft I.T.
Former BPR Consultant, IBM
Senior CAD Industry Analyst, Cyon Research
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