Governance is a struggle that many organizations face. Getting the business to take ownership for the governance, figuring out what part of the governance is most needed, and figuring out how to get buy in are all common problems. In this session you'll get practical advice for how to move your governance forward - even if not everyone is bought in. Join us for a session about what you CAN do with governance - instead of what you can't.

1. No Governance as Usual
Robert Bogue
(317) 572-5310
Shepherd@SharePointShepherd.com

2. Resources
• For more about just
anything in this
presentation send me an
email and I’ll point you
to…
•
•
•
•
•
•
•
Book Reviews
White Papers
Charts
Productivity Aids
Web Casts
Articles
… and more

3. The SharePoint Shepherd’s
Guide for End Users: 2013
• Content
• Background Information
• Decision Trees
• 121 Tasks
• Available Forms
• Book (available where
books are sold)
• Corporate Licenses
available for
deployment to your
intranet.

4. Agenda
• The Intervention (5 min)
• Defining Governance (7
min)
• Owning the Process (10
min)
• Triaging Governance (11
min)
• Building Buy-in (11 min)
• Deep Thoughts (17 min)
• Practical Tips (8 min)

5. Intervention

6. Governance
sounds like a
great idea…

7. But you go first…

8. http://tinyurl.com/SPGovCards

9. Buy insurance before it is too late!

10. Defining Governance

11. Definitions of Governance
• “a method or system of
government or management”
(Dictionary.com)
• “Governance uses people,
process, technology, and policies
to define a service, resolve
ambiguity, and mitigate conflict
within an organization” – The
Burton Group
• “… focused on information
technology systems and their
performance and risk
management.” (Wikipedia.org)

12. Installations-Risks Grid
Type of Installation
Type of Risk
Internet
Extranet
Intranet
Doc
Management
Project
Management
Collaboration
MiniApp
App
Bad Expectations








Poor Terms Definition








Poor Understanding








No Compelling Reason








No Value Proposition








Tools Syndrome








No Launch








Poor Adoption








Politics








Culture









13. Roots of Govern
• Latin gubernāre – to
steer (a ship)
• Greek kybernân – to
steer

14. Governance Limits
Steering
Control
Limits

15. Owning the Process

16. The Power of Focus

17. Confusion
• With the lack of clear
direction most humans
stop
• Confusion can only be
minimized and
managed not
eliminated
• Confusion can lead to
fear

18. Engagement through
Understanding
Vision
S
p
e
c
i
f
i
c
Goals
Requirements

19. WIII-FM
• What is in it for me?
(WIII FM)
• Describing the benefits
to individuals not to the
organization

20. Getting Executive Support (for
SharePoint)
1. It’s not about
SharePoint or even
technology
2. Find a real, tangible,
and urgent business
problem
3. Propose a solution or
partial solution
4. Follow up

21. Popular Targets
• HR
• Employee Productivity
• Marketing /
Communications
• Employee
Communications /
Satisfaction
• Operations
• Operational Efficiency

22. Triaging Governance

23. Risk Formula
• R = Frequency / Probability (F/P) * Impact (I)
• F/P = How likely is it to occur?
• Frequency, if >= 1
• Probability, if < 1
• I = What happens if it does?
• Hard costs
• Soft costs
• Morale
• Good will
• Sort descending by R

24. What has happened?
• Events which have
occurred are likely to
reoccur (because
they’re possible)
• The impact is easy to
estimate since you have
a real baseline

25. What might happen?
• Estimate probability /
frequency
• Estimate impact

26. Hidden Needs
• Education and Training
• Low engagement due to
barriers
• Information
Architecture
• Low findability results in
excessive rework
• Knowledge
Management
• Tribal knowledge is
disappearing

27. Education and Training
• Instructor Led Training
• Computer Based
Training
• Productivity Aids
• Quick start cards
• “How to” library

28. Information Architecture
• Humans are flooded
with more information
than at anytime in
history (Information
Overload)
• Techniques can be used
to improve findability
• Much of an information
worker’s time is spent
looking for information

29. Knowledge Management
• Experience is
irreplaceable
• Make experience easy
to access
• Capture whatever
possible from
experience

30. Building Buy-in

31. Motivation 3.0
• 1.0: Biology
• 2.0: Rewards and
punishments
• Carrots and sticks
• 3.0: Intrinsic
• Autonomy
• Mastery
• Purpose

32. Maslow’s Hierarchy of Needs
Self-actualization
Esteem
Love/Belonging
Safety
Physiological
morality,
creativity,
spontaneity,
problem solving,
lack of prejudice,
acceptance of facts
self-esteem,
confidence, achievement,
respect of others, respect by others
friendship, family, sexual intimacy
security of body, of employment, of resources,
of morality, of the family, of health, of property
breathing, food, water, sex, sleep, homeostasis, excretion

33. Fredrick Herzberg – One More Time: How Do
Motivate Employees? (HBR)

34. Autonomy
• Self-Directed
• Defining the
DESTINATION = Ok
• Defining the ROUTE to
the DESTINATION =
Not OK

35. Mastery
• Impossible goal
• Ability to work towards
being good at
something

36. Higher Purpose
• Does what I’m doing
matter?
•
•
•
•
… to my development
… to my career
… to my family
… to my world

37. Execution or Ownership
• Your organization has
bought (rented)
employees bodies
• Their minds are free, if
you can engage them

38. Relative
advantage
Observability
Compatibility
Adoption
Trialability
Complexity

39. Deep Thoughts

40. Good Governance
• Is…
• Specific
• Clear / Unambiguous
• Flexible / Adaptive

41. Means to an End
• Your organization
doesn’t want
governance
• Your organization
wants something that
it believes governance
will bring
• Your first challenge is
making it clear what
that thing is (or things
are)

42. Process or Product
• Governance is about
the Journey – not the
Destination
• The journey creates
shared understanding
which minimizes risk

43. Proactive vs. Reactive
• Proactive: Education
• Reactive: Review
Boards
• Both are necessary, but
preference towards
proactive strategies to
improve adoption and
minimize conflict

44. Minimally Sufficient
• Just enough and no
more
• Minimize costs by
finding the lowest
intersection of
management and
operational costs

45. Levels of Guidance
• Identification of
• System Critical Guidance
• Best Practices
• Opportunities for value

46. Must/Must Not
• System Critical
Guidance
• Potential Security or
Reliability concerns

47. Should/Should Not
• Best Practices
• Guidance on the “best”
way to do things
• Avoidance for
ineffective approaches

48. Can/Can not
• Opportunities and cost
containment
• Creating awareness of
opportunities
• Policy based (not
security or privacy
based) restrictions

49. Typical Motivation Techniques
• Recognition
• Private
• Public
• Reward
• Expected
• Unexpected
• Team building

50. Platitudes
• Platitude - a flat, dull,
or trite remark,
especially one uttered
as if it were fresh or
profound.
(Dictionary.com)
• Also known as the
corporate mission
statement
• You can not express the
real goal as a platitude

51. Examples of Platitudes
• Create a World-class
collaboration
environment
• Make all information
findable across the
Enterprise
• Increase collaboration
within teams
• Increase Consumption
of Information
• Improve Information
Quality and Usefulness

52. Framing the Problem
• Can you reasonably
measure your goals
with what you have and
what you can get
inexpensively?
• How much cost
SHOULD you add to the
project to ensure you
can measure success?

53. Coalition Formulation
• Power – executive,
influencers, and
tactical
• Expertise – broad set of
views
• Credibility - reputations
• Leadership – drive the
change process

54. Creating Safe Zones
• Create a strong trust of
safety
• Establish boundaries for
limits under which no
inspection will be
performed (Eliminate
micro management)

55. Courage
• Not the absence of fear
but the commitment to
move through it
• Accepting responsibility
for success (or lack
there of)
• You are not a victim –
you can (and should)
chose to do what you
know is right

56. Reducing Resistance
• Remove or suspend
procedures or policies
make it difficult to do
the desired behavior
• Eradicate persistent
negative attitudes

57. Lubricating Action
• Make desired behavior
desirable
• Reward with praise
• Recognize correct
behavior (where
appropriate)
• Make the desired
behavior the default
behavior

58. Thank You
Robert Bogue
(317) 572-5310
Shepherd@SharePointShepherd.com