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Share Point Summit 2010 - Selling SharePoint to Decision Makers

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Share Point Summit 2010 - Selling SharePoint to Decision Makers

  1. 1. A Case Study: Steps to Selling SharePoint to Decision Makers<br />Rich Blank<br />Email: getrichieb@gmail.com<br />
  2. 2. 2<br />
  3. 3. Agenda<br />Introduction<br />Executive Overview: Client Case Study<br />Steps for Selling SharePoint to Decision Makers<br />Summary<br />Questions<br />3<br />
  4. 4. Introduction<br />About the Speaker:<br />Rich Blank<br /><ul><li>15 years of consulting focused on portals, collaboration, content management strategy and technology consulting.
  5. 5. Current technology focus on Microsoft SharePoint Strategy, Planning, and Implementation. Prior experience with eRoom, Documentum, Lotus Quickr/Connections, Autonomy Interwoven, SDL Tridion, and other competing portal, collaboration and ECM platforms.
  6. 6. Certified Project Management Professional (PMP) and Six Sigma Green Belt.
  7. 7. Previous senior managing & technology consulting positions at IBM, EMC, KPMG, and HP.</li></ul>4<br />phone: 704-243-9153blog: www.pmpinsights.comtwitter: pmpinsightslinkedin: http://www.linkedin.com/in/richardblankemail: getrichieb@gmail.com<br />
  8. 8. Executive Overview: Client Case Study<br />Audience: Sr. Architects, IT Project Managers, Sr. Managers, Directors, CxOs<br />Objective: Share a client case study of a successful project focused on obtaining funding for the approval a centralized and global shared IT service for collaboration and information management leveraging the Microsoft SharePoint platform.<br />Client Challenge: Billion dollar global industrial company with multiple sites on 3 continents, consumer and government lines of businesses. Traditionally decentralized IT organization with multiple silos of information, multiple software platforms from multiple vendors, and strict security requirements for government related groups. A centrally funded SharePoint project was prioritized at the bottom of the “nice to have” list vs. a “must do”.<br />Solution: Consulting engagement following the following Steps for Selling Microsoft SharePoint to Decision Makers outlined in this presentation.<br />Results: Approval of several million dollars for a centralized IT Shared Service for Global Collaboration Initiatives leveraging the Microsoft SharePoint Platform.<br />5<br />
  9. 9. Steps to Selling SharePoint to Decision Makers<br />6<br />End Result = Business Value of SharePoint and Funding<br />
  10. 10. 1. Discover Current State<br />7<br /><ul><li>Project Charter
  11. 11. Identification of the Stakeholders and Technical Subject Matter Expects
  12. 12. Current State Assessment
  13. 13. Current High level process flows
  14. 14. Voice of Customer (internal)</li></li></ul><li>Current State - Questions<br />Current organization and process:<br />How are people collaborating today? <br />How is work accomplished today? (e.g. email)<br />Who is the audience?<br />Current content:<br />How do users access the information?<br />High level types, Classifications, Lifecycles<br />Which information is used in decision making?<br />Existing collaboration or content management systems: <br />The challenges using them where applicable. <br />Technical architecture diagrams<br />Existing Governance or related documentation<br />How much are these current systems costing today?<br />Where are these systems used and by whom?<br />Pain Points?<br />Any related initiatives currently in-flight?<br />8<br />
  15. 15. Current State – High Level Findings<br /><ul><li>People are working in larger and broader teams
  16. 16. Demand exists for Web 2.0 & collaboration capabilities and solutions
  17. 17. Many lines of business have independently invested in siloed solutions
  18. 18. Current tools for collaboration are not adequate
  19. 19. Difficult to use, navigate, and find content and information
  20. 20. User experience is inconsistent and not intuitive
  21. 21. Lack of capabilities, including document management, reduces adoption of current enterprise portal.
  22. 22. Securing information is not consistent across solutions and tools</li></ul>9<br />
  23. 23. Current State – High Level Process Flow<br />10<br />Large files are constantly being emailed to large groups to work on, consistently forcing users to manage their email.   <br />A document is emailed to a dozen people and their response is required very quickly.  <br />The document is resent a few times because of edits.<br />The document is resent a few more times because the original email gets lost in the shuffle of the hundreds of emails received daily. <br />Eventually all the responses are received and results compiled.  <br />
  24. 24. Current State – Voice of Customer (VOC)<br />11<br />“Six Sigma Black Belts need to share best practices on how they solved problems at other sites.”<br />“Project team sites are an extremely valuable resource that we don’t know we’re missing.”<br />“We need a consistent way to work with customers, suppliers and subcontractors.”<br />“We don’t know what we know (and don’t know), who knows it or who to call.”<br />“Our biggest inefficiencies are disjointed systems.”<br />“Customers expect collaboration technology.”<br />“Our intellectual capital is underleveraged.”<br />“Because of the abundance of e-mail, people are ignoring the messages.”<br />“We need a forum to provide feedback so we can improve our processes.”<br />“We’re in the same organization and are strangers… there’s no way to connect.”<br />
  25. 25. 2. Define Business Drivers<br />12<br />Identified through:<br /><ul><li>Stakeholder Interviews
  26. 26. Business Strategy</li></li></ul><li>Business Drivers – Questions for Stakeholders<br />Examples:<br />In general, does collaboration technology (including project team sites, expertise location, communities of interest, blogs, wikis, content management) relate to any current or future strategic initiatives, objectives or opportunities within your organization?<br />Briefly describe specific business challenges you face which you believe could be improved with better collaboration. <br />What barriers, inefficiencies or complexities exist with your current methods of working collaboratively? <br />What is your definition of success for using a collaboration system to connect, share, team and manage? <br />What needs to occur from the stakeholder viewpoint to gain their support of a collaboration initiative? What will get their vote?<br />13<br />
  27. 27. Business Drivers - Examples<br />Opportunities for efficiencies, customer insights, and innovation.<br />Enhanced knowledge and social learning. Maximize organization’s intellectual capital.<br />Top-down communication continues to have less impact due to overuse of email and information overload. <br />More engaged and connected employees and attracting talent who might otherwise go to other organizations with these technology capabilities.<br />Individual lines of businesses will continue to build silos or independently go outside of the IT organization.<br />Increased costs from duplication of effort<br />The organization is a matrix with silos of information and people. Uncoordinated customer efforts across lines of business.<br />Disconnected people and processes - decreased productivity due to the physical and organizational distance from one another.<br />Competition is investing in it and will accelerate ahead of us.<br />Primary tools for collaboration are not adequate, ineffective, or lack appropriate security.<br />Finding people and sharing information are time consuming and difficult.<br />14<br />
  28. 28. 3. Analyze and Align<br />15<br />High Level Requirements and Dependencies<br />Profile User Community<br />SharePoint Capabilities / Functionality<br />Impact to Strategic Objectives<br />Consolidate Current Costs<br />ROI<br />
  29. 29. Analyze and Align – Dependencies and Challenges <br />Dependencies or challenges include anything that will impact the global deployment of SharePoint.<br />Examples:<br /><ul><li>Technical (e.g. network)
  30. 30. Active Directory projects
  31. 31. Security initiatives
  32. 32. Organizational or political constraints
  33. 33. Existing projects
  34. 34. Resource constraints</li></ul>16<br />
  35. 35. Profile the User Community<br />Users requiring “project” management. <br />Users focused on improving business “process” management. <br />Users who require “light” ad-hoc collaboration around documents. <br />Users who are looking to connect with colleagues and share knowledge.<br />Users who want to find subject matter experts.<br />Mobile users who are not online regularly.<br />17<br />
  36. 36. Analyze and Align - SharePoint Capability Mapping<br />18<br />Pain Points<br />SharePoint Capabilities<br />Poor User Experience<br />Time Finding Experts<br />Team Inefficiencies<br />Customer Intelligence<br />Knowledge Retention<br />Security/ Compliance<br />
  37. 37. Analyze and Align - to Strategic Business Objectives<br />19<br />
  38. 38. Analyze and Align- Quantify Current Costs (Example)<br />20<br />
  39. 39. ROI<br />ROI of collaboration is difficult to measure because the costs and opportunities are often hidden.<br />Will a particular business process be improved using SharePoint? Cost savings? Time savings?<br />What’s the cost associated with lost productivity from managing documents and ad-hoc business processes through email?<br />How much time is lost searching for information?<br />What are the costs and where are the measurable opportunities for connecting people to each other and contextual and relevant information? <br />What’s the value of a conversation?<br />What’s the value of an idea?<br />What’s the value of shared knowledge?<br />Can a Six Sigma approach be applied to SharePoint as an information management platform? <br />21<br />
  40. 40. Structured Collaboration = More Measurable<br />22<br />
  41. 41. ROI<br />23<br />
  42. 42. 4. Develop Vision<br />24<br />Paint the Vision - Collaboration “big picture”<br />Success Stories – both internal and external<br />Create demos<br />Highlight Benefits of SharePoint Capabilities<br />Investigate 3rd party add-ons and solutions for SharePoint<br />Elevator Pitch<br />
  43. 43. Vision - Define Collaboration “Big Picture”<br />25<br />
  44. 44. 26<br />Vision – SharePoint<br />
  45. 45. 27<br />Vision – Enterprise Information Management Platform<br />Access<br />Search<br />Collaborate<br />Analyze<br />Audit<br />Secure<br />Report<br />Structured Data <br />(ERP)<br />Unified<br />Enterprise<br />Information<br />Metadata<br />Unstructured Data <br />(documents, email, web 2.0, etc…)<br />Content Management<br />Security and Metadata Management<br />Business Process Management<br />
  46. 46. Vision - Shared IT Service<br />To a Service Oriented and Shared Capability Model<br />From a Siloed, Costly and <br />Under-Leveraged Model<br />Shared:<br /><ul><li>Foundation
  47. 47. Capabilities
  48. 48. Solutions
  49. 49. Services
  50. 50. Expensive due to redundancies of investments
  51. 51. Siloed and vertically integrated “solutions”
  52. 52. Line of business focused
  53. 53. Isolated audience</li></ul>IT Business Principles<br /><ul><li>Leverage shared capabilities and solutions
  54. 54. Complementary design and re-use capability
  55. 55. Business and customer driven
  56. 56. Highly disciplined functional execution</li></li></ul><li>Vision - Enabling the Collaborative Enterprise<br />Collaborative Enterprise<br />Traditional Enterprise<br /><ul><li>Matrixed
  57. 57. Information Flow
  58. 58. United, open and secure borders
  59. 59. People Driven
  60. 60. Agile
  61. 61. Transparent
  62. 62. Intuitive
  63. 63. On Demand
  64. 64. Shorter time to market
  65. 65. Bottom Up
  66. 66. Hierarchical
  67. 67. Information Friction
  68. 68. Silos and Boundaries
  69. 69. IT Driven
  70. 70. Inflexible
  71. 71. Need to Know
  72. 72. Overly complex
  73. 73. Scheduled
  74. 74. Long time to market
  75. 75. Top Down</li></ul>29<br />
  76. 76. Vision - Highlight Benefits of Capabilities<br />30<br />
  77. 77. Vision - Success Stories (Solution = SharePoint)<br />31<br />
  78. 78. Vision - Demos<br />32<br />Don’t be afraid to show rich media.<br />e.g. Video testimonial of a key stakeholder providing their endorsement of the technology as a strategic objective.<br />
  79. 79. Vision - Elevator Pitch<br />Create an elevator pitch about your intended initiative.<br />No more than 10 slides.<br />Introduce your initiative and the need for collaboration based on current state assessment and analysis.<br />Leverage your Microsoft Account Manager or related partners.<br />Showcase SharePoint capabilities.<br />Craft a good story to tell over and over again. <br />Evangelize, be passionate and be positive.<br />Can be expanded to more of a concept of operations (as-is, to-be, high level description of environment)<br />33<br />
  80. 80. 5. Blueprint Future State<br />34<br />Future state architecture and Security<br />Service Catalog<br />High Level Governance<br />
  81. 81. Future State<br />35<br />Colleagues<br />Customers<br />Partners<br />Solution Catalog<br /><ul><li>Business Networking
  82. 82. Secure Team & Project Workspaces
  83. 83. Document & Policy Management
  84. 84. Communities of Practice
  85. 85. Enhanced Portals
  86. 86. Enterprise Search</li></ul>Solution Services<br /><ul><li>Delivery coordination
  87. 87. Development
  88. 88. Training and Education
  89. 89. Governance
  90. 90. Support</li></ul>Foundation<br />Built on Microsoft SharePoint<br />Shared infrastructure, security, auditing & reporting<br />
  91. 91. Future State - Governance<br />36<br />Strategy<br />Policy<br />Risk Management<br />Application/Information Use <br />External Access <br />Security and Compliance <br />eDiscovery / Legal<br />Site Roles and Responsibilities <br />Consistent Branding<br />Executive Summary <br />High Level Governance Model <br />Team Roles and Responsibilities <br />Alignment of Business Goals <br />Performance Metrics and Value<br />Operational<br />Technical<br />Support <br />Communication Plan <br />Site Creation <br />Site Archiving/Retention <br />External User Account Access <br />Billing / Chargebacks<br />Training/Best Practices <br />Solution Consulting – Templates, Site Design, Custom Interface/Solution Development<br />Testing<br />Architecture (information and network)<br />Change Management<br />Job Scheduling <br />Backup/Restore <br />Retention/archiving <br />Performance <br />Availability <br />Security and Membership <br />Licensing / Maintenance<br />Desktop Support<br />
  92. 92. 6. Architect Strategy<br />37<br />Summarize current state, business drivers, analysis, and vision <br />Required Infrastructure and Resources<br />Costing<br />Risks<br />Critical Success Factors<br />
  93. 93. Strategy - Costing Considerations<br />SharePoint Product Licensing<br />SQL Server Licensing<br />Windows Server<br />Virus Scan and Backups<br />Hardware & Infrastructure<br />Resources<br />Third Party Add-ons<br />Consulting<br />Governance<br />Marketing & Training<br />Solution Development<br />38<br />
  94. 94. Strategy - Risks<br />39<br />
  95. 95. Strategy - Critical Success Factors<br />User Adoption and Training (ease of use, empower departments and individuals)<br />Platform Reliability and Performance<br />Governance<br />40<br />
  96. 96. 7. Build Roadmap<br />41<br />Implementation approach and timeline<br />Usually a phased approach<br />Include migration of legacy systems and content<br />
  97. 97. Roadmap - Example<br />42<br />Future<br />Q3’10<br />Q4’10 <br />Q2’10<br />Q1’10<br />Q4’09<br />Q4’11<br />Q3’11<br />Q2’11<br />Q1’11<br />PILOT<br />Pilot<br />People, Teams and Communities<br />Secure Team Spaces<br />Communities and Web 2.0<br />Business Networking (PROFILES)<br />Enterprise Search and Portal<br />Portal Redesign<br />Search People and Secure Team Sites<br />Enterprise Search<br />PORTAL<br />C1<br />C2<br />C3<br />Content <br />Migrations<br />Platform Infrastructure<br />Development and Test Infrastructure<br />Production Environment Built<br />
  98. 98. Summary: SharePoint Enables Business Transformation<br />43<br />PROCESS<br />Average = 12-16 Week Initiative<br />KEY ELEMENTS<br />DELIVERABLES<br /><ul><li> Gap / Benefit Analysis
  99. 99. Future State Blueprint
  100. 100. Opportunity / Impact Matrix
  101. 101. Success Stories
  102. 102. SharePoint Capabilities
  103. 103. Solution Demos
  104. 104. Risk Matrix
  105. 105. Costing Spreadsheet
  106. 106. Project Charter
  107. 107. Current State Assessment
  108. 108. High Level Process Flows
  109. 109. Cause / Effect Diagrams
  110. 110. Voice of Customer
  111. 111. Stakeholder Analysis
  112. 112. Business Drivers
  113. 113. Critical Success Factors
  114. 114. SharePoint Strategy and Deployment Plan Document
  115. 115. Executive Presentation</li></li></ul><li>Summary<br />FINAL DELIVERABLES…<br />Outline:<br />Objective and Goals of the Project (Why Are We Here)<br />Proposed Solution (What = SharePoint) – consider including a brief demo / screenshots<br />Summary of Current State (Addressing What Problems for Whom and Where)<br />Benefits (More of the Why and What)<br />Critical Success Factors (More of the What)<br />Governance and Resources (Who and What is needed)<br />Project Roadmap (How and How Long)<br />Risks <br />Costs (How Much)<br />44<br />
  116. 116. Summary<br />FINAL THOUGHTS….<br />Follow the 7 Steps Outlined in this presentation to help build an objective, clear and fact-based, and complete business case for SharePoint and presentation to executives.<br />Address the “what’s in it for me?” and how does my line of business benefit attitude. <br />Align and get support from business thought leaders and key business leaders (beyond sponsors) and technology champions who believe and support SharePoint as part of their business strategy.<br />You are not only marketing to end users, but selling to C-level, technology steering committees, and senior management throughout your organization to obtain funding.<br />In some cases, downplay Microsoft SharePoint (make it less about the technology). Promote how the capabilities of a shared collaboration and information management platform can improve the current state and enable the transformation the business.<br />45<br />
  117. 117. Questions?<br />46<br />
  118. 118. 47<br />Contact: Rich Blankphone: 704-243-9153linkedin: http://www.linkedin.com/in/richardblankemail: getrichieb@gmail.com<br />

Editor's Notes

  • Describe a typical collaborative team structure within your organization - number of members, internal vs. external members, highly cross functional or matrix, nature of work you collaborate on, diversity of locations).Examples would include file shares, SharePoint, third party hosted solutions, web 2.0, etc. What business purposes does the technology address? Are there areas where existing collaborative technology has already proved beneficial? (infrastructure technology or system dependencies e.g.. security, Active Directory, etc..)
  • Teams are more matrixed and less hierarchical then ever beforeTeams span functional, geographical and line of business boundariesTeams include external partners, suppliers and customersCurrent collaborative tools are inadequate, unintuitive or just unavailable. They are unable to support the new team structures.People still use email as the primary collaboration tool across the organizationThere is currently no secure means of global collaborationWe need capabilities for employee connections, secure teaming, content management, workflows, information consolidation, enterprise search and communities of interestInvestment has been in Microsoft SharePoint solutions, validating platform’s valueSilos are preventing collaboration across groups and across functionsCosts have been identified to create and support these sitesThere are in-flight initiatives to build more silos
  • Better information sharing, decision making, management of information, and security
  • www.wssdemo.com
  • to help with case studies, reaching out into your organization, demos, pilots, etc…

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