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SharePoint Business Governance

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SharePoint Business Governance

  1. 1. Erica Toelle Caiman Consulting SharePoint Governance
  2. 2. Share Conference | 2 Share Conference 2014 by the Numbers Over 400 Delegates 55 Sessions 31 Local Speakers 13 International Speakers 17 Sponsors 14 Hot Topics 3 Days
  3. 3. Share Conference | 3 Our SharePoint Story: We Started Somewhere Else
  4. 4. Share Conference | 4 Someone Installed SharePoint
  5. 5. Share Conference | 5 Everyone Asked You Questions
  6. 6. Share Conference | 6 SharePoint Became Your Full Time Job 2007 2008
  7. 7. Share Conference | 7 You Get Your Big Break2008 2009
  8. 8. Share Conference | 8 What Happened? Released: July 15, 2010 Released: November 13, 2006
  9. 9. Change the Conversation!
  10. 10. Share Conference | 10 Reactive Conversation
  11. 11. Share Conference | 11 Proactive Conversation
  12. 12. Share Conference | 12 Your Next Promotion!
  13. 13. Governance is about bringing clarity and definition to all areas of the business, not just SharePoint
  14. 14. Share Conference | 14 Governance!
  15. 15. Share Conference | 15 What are These People Called? Enterprise Architects! …and sometimes Business Consultants ;)
  16. 16. Governance Framework Strategy Governance Data / Information Governance Technology Governance Operations Governance
  17. 17. Technology Governance [SharePoint Example] • SharePoint roadmap • Patching, site provisioning, etc. • Architecture • Use of custom code • What will we support / not support?
  18. 18. Information and Data Governance • What data goes where? • Security and compliance • Taxonomy, metadata, and content types • Business Intelligence • Knowledge Management • Leverage Information as a Strategic Asset
  19. 19. Operations Governance • Program / Project Management • Business Process Management • Roles and Responsibilities • Core and support operational structures that transcend functional and organizational boundaries
  20. 20. Strategy Governance • Strategic Goals of the Organization • Business Model • Performance management • Culture • Investment decisions • Decision making path • Organizational Change Management • Ethical guidelines and values
  21. 21. Strategy Data / Information Technology Operations Project / Solution DepartmentOrganization Your Areas of Influence
  22. 22. Project / Solution Level Strategy Technology Information / Data Operations • How does the project support organizational goals? • How are we making decisions? • Drive culture change, e.g., collaboration • Why should we invest in this? • Are we creating or improving a process? • Who owns the solution when we are done? • How will we manage risks from the final solution? • Does our solution comply with data policies? • Are we following information lifecycle guidelines? • What data should not be stored on our solution? • How does this project fit into the technology roadmap? • Are we following architecture policies?
  23. 23. Department Level Strategy Technology Information / Data Operations • What opportunities do you see in the next 12 months? • Where is your culture toxic? How should it change? • What is going well? Can this be leveraged elsewhere? • Do we have the right people in the right roles? • Are we managing our projects as a portfolio? • Does another department have data that we can use? • How can we use business intelligence to drive insights? • Can we leverage a solution another department has created?
  24. 24. Organization Level Strategy Technology Information / Data Operations • Are there any opportunities for innovation? • How can we support our business model through better technology tools? • Where are there opportunities to gain efficiency? • Why do we do things this way? • How can we tie our data systems together? • Will this metadata term be useful to other people? • How are we going to leverage technology to be more competitive? • How can we use technology to serve our customers better?
  25. 25. Why Governance? • When things are clearly defined it’s easier to change quickly: can clearly communicate WHAT is changing • Gives people a framework for independent decision making – reduce the need for micro management – Social can add value with transparency – Speed of execution is a differentiator • Consistent delivery of outcomes and experiences
  26. 26. • You have a unique perspective in your organization • Speak up based on your experience • Drive broader conversations • Be succinct and fact based • You can be a thought leader in your organization! Share Conference | 26 In Conclusion
  27. 27. me@ericatoelle.com +1 206-200-0002 Skype: ericatoelle ericatoelle.com linkedin.com/in/ericatoelle/ facebook.com/ericatoelle/ @EricaToelle

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