itgroove's Colin Phillips shares the top ten awesome features that itgroove has customized SharePoint to do. Look forward to a few “ooh and ahh’s” and a “SharePoint can do that?!” or two.
Who is Colin Phillips?
Colin is a SharePoint MVP and Consultant with itgroove. He is a graduate of the University of Victoria and has over 14 years’ experience in both software development and IT infrastructure. His background working at both small and large companies (including 5 years working with BI at Cognos - now IBM) has given him a wealth of knowledge. Among Colin’s areas of experience include SharePoint, business intelligence, workflow, VMware, JavaScript, and many more. Check out Colin's blog at mmman.itgroove.net
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
It’s been three years since the General Data Protection Regulation shook up how organizations manage data security and privacy, ushering in a new focus on Data Governance. But what is the state of Data Governance today?
How has it evolved? What’s its role now? Building on prior research, erwin by Quest and ESG have partnered on a new study about what’s driving the practice of Data Governance, program maturity and current challenges. It also examines the connections to data operations and data protection, which is interesting given the fact that improving data security is now the No. 1 driver of Data Governance, according to this year’s survey respondents.
So please join us for this webinar to learn about the:
Other primary drivers for enterprise Data Governance programs
Most common bottlenecks to program maturity and sustainability
Advantages of aligning Data Governance with the other data disciplines
In a post-COVID world, data has the power to be even more transformative, and 84% of business and technology professionals say it represents the best opportunity to develop a competitive advantage during the next 12 to 24 months. Let’s make sure your organization has the intelligence it needs about both data and data systems to empower stakeholders in the front and back office to do what they need to do.
Do you lose precious time due to data quality problems?
Do you need to integrate data from multiples sources and provide an integrated view of your customer or product attributes to other systems?
SQL Server 2016 Data Quality and Master Data Services can help you.
Digital Architecture – The Missing Link in Digital Transformation SuccessNUS-ISS
Today, every business is a Digital Business. And Digital Architecture is the critical enabler of successful Organisation’s Digital Strategy and Transformation. Without Digital Architecture, most organisation’s Digital Transformation efforts will fail or may not derive the full benefits of their Digital Strategy. In this session, we will distil the essence of Digital Architecture best practices of successful organisations into a set of principles, framework and toolkit that participants can apply to their organisations to drive successful Digital Transformation.
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
It’s been three years since the General Data Protection Regulation shook up how organizations manage data security and privacy, ushering in a new focus on Data Governance. But what is the state of Data Governance today?
How has it evolved? What’s its role now? Building on prior research, erwin by Quest and ESG have partnered on a new study about what’s driving the practice of Data Governance, program maturity and current challenges. It also examines the connections to data operations and data protection, which is interesting given the fact that improving data security is now the No. 1 driver of Data Governance, according to this year’s survey respondents.
So please join us for this webinar to learn about the:
Other primary drivers for enterprise Data Governance programs
Most common bottlenecks to program maturity and sustainability
Advantages of aligning Data Governance with the other data disciplines
In a post-COVID world, data has the power to be even more transformative, and 84% of business and technology professionals say it represents the best opportunity to develop a competitive advantage during the next 12 to 24 months. Let’s make sure your organization has the intelligence it needs about both data and data systems to empower stakeholders in the front and back office to do what they need to do.
Do you lose precious time due to data quality problems?
Do you need to integrate data from multiples sources and provide an integrated view of your customer or product attributes to other systems?
SQL Server 2016 Data Quality and Master Data Services can help you.
Digital Architecture – The Missing Link in Digital Transformation SuccessNUS-ISS
Today, every business is a Digital Business. And Digital Architecture is the critical enabler of successful Organisation’s Digital Strategy and Transformation. Without Digital Architecture, most organisation’s Digital Transformation efforts will fail or may not derive the full benefits of their Digital Strategy. In this session, we will distil the essence of Digital Architecture best practices of successful organisations into a set of principles, framework and toolkit that participants can apply to their organisations to drive successful Digital Transformation.
Prov International - Our Service-Now ITOM Delivery CapabilitiesSonny Nnamchi (Ph.D)
ProV International , Inc (www.provintl.com) is a global IT solution provider, and a Service-now Business Partner with very strong ITOM services delivery capabilities that can assist your organization meet or exceed your ITOM tools deployment and custom integration needs using our Service-now implementation best practices. Our dedicated IT Operations Management (ITOM) team has the required knowledge (Certifications / Accreditations) and hands-on experience needed to ensure your ITOM projects is delivered successfully. This Presentation attempts to capture some of our capabilities and best practices in this regard.To learn more about how we can help you best deliver and support a new or existing ITOM tools investment, you can contact us at info@provintl.com.
Establishing a Business Process Management Center of Excellence - Impact 2012Prolifics
Speakers: Benny Higdon, Prolifics; Howard Webb, Prolifics
Description: Introducing a new technology in to an enterprise may be fraught with problems. The same is true for Business Process Management (BPM), which are both a technology and a methodology. Establishing a properly staffed and empowered Center of Excellence (CoE) can improve your chances of success. Learn the considerations for setting up a BPM CoE in your organization.
10 Best SharePoint Features You’ve Never Used (But Should)Christian Buckley
A walk through of the advances made in the SharePoint 2010 platform from earlier versions, as well as a list of 10 out of the box features that most end users are not using, but should. From a webinar given on 6-5-2012
Review existing data management maturity models to identify core set of characteristics of an effective data maturity model:
DMBOK (Data Management Book of Knowledge) from DAMA (Data Management Association)
MIKE2.0 (Method for an Integrated Knowledge Environment) Information Maturity Model (IMM)
IBM Data Governance Council Maturity Model
Enterprise Data Management Council Data Management Maturity Model
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
Introduction to Data Management Maturity ModelsKingland
Jeff Gorball, the only individual accredited in the EDM Council Data Management Capability Model and the CMMI Institute Data Management Maturity Model, introduces audiences to both models and shares how you can choose which one is best for your needs.
Integrated Project and Solution Delivery And Business Engagement ModelAlan McSweeney
Projects are a continuum from initial concept to planning, design, implementation and management and operation of the implemented solution (and ultimate decommissioning) and across IT and business functions.
Therefore it is important to have an integrated project delivery approach that crosses these core dimensions.
This describes an integrated approach to solution delivery encompassing Stages - project stages/timeline, Activities - IT and business functions/ roles/ activities, Gates - project review and decision gates and Artefacts - project results and deliverables. This combines project management into all other aspects and activities of project and solution delivery:
• Business
• Business Analysis
• Solution Architecture
• Implementation and Delivery
• Test and Quality
• Organisation Readiness
• Service Management
• Infrastructure
It emphasises early business engagement and solution definition and validation to detail a solution that meet a clear and articulated business need that will deliver a realisable and achievable set of business benefits. It ensures that the complexity of what has to be delivered is understood so there is a strong and solid foundation for solution implementation, delivery and management and operation.
Solution Architecture and Solution AcquisitionAlan McSweeney
This describes a systematised and structured approach to solution acquisition or procurement that involves solution architecture from the start. This allows the true scope of both the required and subsequently acquired solution are therefore fully understood. By using such an approach, poor solution acquisition outcomes are avoided.
Solution architecture provides the structured approach to capturing all the cost contributors and knowing the true solution scope.
There is more packaged/product/service-based solution acquisition activity. There is an increasing trend of solutions hosted outside the organisation. Meanwhile solution acquisition outcomes are poor and getting worse.
Poor solution acquisition has long-term consequences and costs.
The to-be-acquired solution needs to operate in and co-exist with an existing solution topography and the solution acquisition process needs to be aware of and take account of this wider solution topography. Cloud-based or externally hosted and provided solutions do not eliminate the need for the solution to exist within the organisation solution topography.
Strategic misrepresentation in solution acquisition is the deliberate distortion or falsification of information relating to solution acquisition costs, complexity, required functionality, solution availability, resource availability, time to implement in order to get solution acquisition approval. Strategic misrepresentation is very real and its consequences can be very damaging.
Solution architecture has the skills and experience to define the real scope of the solution being acquired. An effective structured solution acquisition process, well-implemented and consistently applied, means dependable and repeatable solution acquisition and successful outcomes.
SharePoint Site Architecture: Flat, Deep or somewhere in the middle?Joanne Klein
Should you go deep with your SharePoint site architecture using only a few site collections, or should you stay flat by having a lot of site collections and very few/no sub sites within? In this "he says, she says" session, Dave and Joanne will share pros and cons of different Site Architecture options in SharePoint. Whether you've been in SharePoint for awhile or in the throes of a migration project, it's never too late to re-evaluate the way you've planned out your sites. Like most things in technology, decisions you make today may cause re-work down the road. This session isn't about what is right in ALL cases, but it will arm you with the knowledge you need to make an informed decision on the site architecture that will work best for your environment.
As we all know, more and more organizations are starting to question “Do we or do we not implement Office 365?”. However, as these discussions are taking place; governance is rarely addressed or considered. The main reason is that the majority believe that once they have implemented governance that they are done; unless there is an update such as a server name change or an employee change (such as a departure or addition). During the initial planning around governance it is likely that there were discussions around auditing of the governance document and potential quarterly reviews to ensure that the document is up to date and still fits the business. However, it is common to forget that after that fact; even though it is documented “within the governance document”.
Governance becomes even more important with Office 365 just because its cloud based and ever changing with new and deprecated features on a pretty regular basis. This means all of the content, backup, recovery, etc. are all handled by Microsoft and you have virtually no control over it (Can you say MAJOR SLA impact?). In this session we will review the areas of concern and how they can be addressed within the governance document, the importance of reviewing the document frequently; and ways to make the information available to your internal SharePoint Community. In addition, we will review the features of Office 365 that will have a major impact on SharePoint and Office Apps. We will review each of these applications and the areas of importance that should be addressed in the governance document, as well as why each of them are important.
15 tips for bullet proof requirements analysis on SharePoint projectsDocFluix, LLC
Success or failure of any significant SharePoint project depends on having well defined business and technical requirements before the project starts. With this presentation, learn concrete, repeatable techniques for ensuring that the requirements for your SharePoint project are well defined.
Prov International - Our Service-Now ITOM Delivery CapabilitiesSonny Nnamchi (Ph.D)
ProV International , Inc (www.provintl.com) is a global IT solution provider, and a Service-now Business Partner with very strong ITOM services delivery capabilities that can assist your organization meet or exceed your ITOM tools deployment and custom integration needs using our Service-now implementation best practices. Our dedicated IT Operations Management (ITOM) team has the required knowledge (Certifications / Accreditations) and hands-on experience needed to ensure your ITOM projects is delivered successfully. This Presentation attempts to capture some of our capabilities and best practices in this regard.To learn more about how we can help you best deliver and support a new or existing ITOM tools investment, you can contact us at info@provintl.com.
Establishing a Business Process Management Center of Excellence - Impact 2012Prolifics
Speakers: Benny Higdon, Prolifics; Howard Webb, Prolifics
Description: Introducing a new technology in to an enterprise may be fraught with problems. The same is true for Business Process Management (BPM), which are both a technology and a methodology. Establishing a properly staffed and empowered Center of Excellence (CoE) can improve your chances of success. Learn the considerations for setting up a BPM CoE in your organization.
10 Best SharePoint Features You’ve Never Used (But Should)Christian Buckley
A walk through of the advances made in the SharePoint 2010 platform from earlier versions, as well as a list of 10 out of the box features that most end users are not using, but should. From a webinar given on 6-5-2012
Review existing data management maturity models to identify core set of characteristics of an effective data maturity model:
DMBOK (Data Management Book of Knowledge) from DAMA (Data Management Association)
MIKE2.0 (Method for an Integrated Knowledge Environment) Information Maturity Model (IMM)
IBM Data Governance Council Maturity Model
Enterprise Data Management Council Data Management Maturity Model
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
Introduction to Data Management Maturity ModelsKingland
Jeff Gorball, the only individual accredited in the EDM Council Data Management Capability Model and the CMMI Institute Data Management Maturity Model, introduces audiences to both models and shares how you can choose which one is best for your needs.
Integrated Project and Solution Delivery And Business Engagement ModelAlan McSweeney
Projects are a continuum from initial concept to planning, design, implementation and management and operation of the implemented solution (and ultimate decommissioning) and across IT and business functions.
Therefore it is important to have an integrated project delivery approach that crosses these core dimensions.
This describes an integrated approach to solution delivery encompassing Stages - project stages/timeline, Activities - IT and business functions/ roles/ activities, Gates - project review and decision gates and Artefacts - project results and deliverables. This combines project management into all other aspects and activities of project and solution delivery:
• Business
• Business Analysis
• Solution Architecture
• Implementation and Delivery
• Test and Quality
• Organisation Readiness
• Service Management
• Infrastructure
It emphasises early business engagement and solution definition and validation to detail a solution that meet a clear and articulated business need that will deliver a realisable and achievable set of business benefits. It ensures that the complexity of what has to be delivered is understood so there is a strong and solid foundation for solution implementation, delivery and management and operation.
Solution Architecture and Solution AcquisitionAlan McSweeney
This describes a systematised and structured approach to solution acquisition or procurement that involves solution architecture from the start. This allows the true scope of both the required and subsequently acquired solution are therefore fully understood. By using such an approach, poor solution acquisition outcomes are avoided.
Solution architecture provides the structured approach to capturing all the cost contributors and knowing the true solution scope.
There is more packaged/product/service-based solution acquisition activity. There is an increasing trend of solutions hosted outside the organisation. Meanwhile solution acquisition outcomes are poor and getting worse.
Poor solution acquisition has long-term consequences and costs.
The to-be-acquired solution needs to operate in and co-exist with an existing solution topography and the solution acquisition process needs to be aware of and take account of this wider solution topography. Cloud-based or externally hosted and provided solutions do not eliminate the need for the solution to exist within the organisation solution topography.
Strategic misrepresentation in solution acquisition is the deliberate distortion or falsification of information relating to solution acquisition costs, complexity, required functionality, solution availability, resource availability, time to implement in order to get solution acquisition approval. Strategic misrepresentation is very real and its consequences can be very damaging.
Solution architecture has the skills and experience to define the real scope of the solution being acquired. An effective structured solution acquisition process, well-implemented and consistently applied, means dependable and repeatable solution acquisition and successful outcomes.
SharePoint Site Architecture: Flat, Deep or somewhere in the middle?Joanne Klein
Should you go deep with your SharePoint site architecture using only a few site collections, or should you stay flat by having a lot of site collections and very few/no sub sites within? In this "he says, she says" session, Dave and Joanne will share pros and cons of different Site Architecture options in SharePoint. Whether you've been in SharePoint for awhile or in the throes of a migration project, it's never too late to re-evaluate the way you've planned out your sites. Like most things in technology, decisions you make today may cause re-work down the road. This session isn't about what is right in ALL cases, but it will arm you with the knowledge you need to make an informed decision on the site architecture that will work best for your environment.
As we all know, more and more organizations are starting to question “Do we or do we not implement Office 365?”. However, as these discussions are taking place; governance is rarely addressed or considered. The main reason is that the majority believe that once they have implemented governance that they are done; unless there is an update such as a server name change or an employee change (such as a departure or addition). During the initial planning around governance it is likely that there were discussions around auditing of the governance document and potential quarterly reviews to ensure that the document is up to date and still fits the business. However, it is common to forget that after that fact; even though it is documented “within the governance document”.
Governance becomes even more important with Office 365 just because its cloud based and ever changing with new and deprecated features on a pretty regular basis. This means all of the content, backup, recovery, etc. are all handled by Microsoft and you have virtually no control over it (Can you say MAJOR SLA impact?). In this session we will review the areas of concern and how they can be addressed within the governance document, the importance of reviewing the document frequently; and ways to make the information available to your internal SharePoint Community. In addition, we will review the features of Office 365 that will have a major impact on SharePoint and Office Apps. We will review each of these applications and the areas of importance that should be addressed in the governance document, as well as why each of them are important.
15 tips for bullet proof requirements analysis on SharePoint projectsDocFluix, LLC
Success or failure of any significant SharePoint project depends on having well defined business and technical requirements before the project starts. With this presentation, learn concrete, repeatable techniques for ensuring that the requirements for your SharePoint project are well defined.
SP Fest Denver - O365 Governance: One Area Cloud May Not Be SimplerStacy Deere
Random things we all typically hear when it comes to Governance…
• Not on top of the list right now
• Not in the budget
• We’ll get to it later
• Not really seeing the need…
I have yet to hear 1 valid reason as to why Governance should not be completed, maintained, or approved in budgets. Governance really is not an option in any organization if you want your processes and procedures followed by employees. Each time I have been involved in a project where governance was put on the back burner there have been issues with not knowing what other departments processes were, building themselves into a corner, not meeting service level agreements, and the list goes on and on. If there is no one source of truth in how all the functions of the business run, how are you ever going to build a solid foundation and keep it running at the level it needs to run so that your organization can be successful? In this session we will review what governance is, how it can be useful, how you can get started, maintain it, and most importantly how to get it approved!
SharePoint Saturday Houston 2016
Our SharePoint environment is a lot like many others – a SharePoint 2007 implementation that was used more as a file dump than a collaboration space. With minimal user adoption, we were never quite ready to implement 2010, with a pilot SharePoint 2010 implementation stalled out of the gate.
In the meantime, some content was put on Box and other services to address external collaboration needs. Business users needed more relevant search results, content databases had grown uncomfortably large, and access controls had become spaghetti. Fortunately, site sprawl wasn’t too bad… except that the reason for that was the low adoption.
SharePoint 2013 arrived to a perfect storm – business and technology needs to be addressed, content that needs to be brought back in-house, and user adoption that needs to be improved. Time to upgrade!
See how we approached the upgrade, the issues than needed to be addressed, and the questions that needed to be answered.
Overcoming the Top 7 Intercompany Accounting Challenges in SAP ERP FinancialsSAPinsider Events
View this session from Financials 2015 in Las Vegas. Coming to Europe! www.Financials2015.com
Overcoming the Top 7 Intercompany Accounting Challenges in SAP ERP Financials by David Cohen, EY
This session will outline and provide resolutions for the seven most common intercompany accounting challenges that companies face within the areas of sale of products, charge of services, AP/AR reconciliation, profit elimination, assets transactions, and month-end closings. By attending you will receive:
- Practical examples on the most effective ways to use standard functionality of SAP ERP, SAP BusinessObjects BI, and SAP HANA to alleviate these issues
- Examples of overcoming difficulties in implementing asset transactions across borders, such as purchase and leasing
- Alternatives to performing inter-company profit elimination
- Lessons for configuring and running your month-end close
While Office365 continues to grow at a rapid rate, adoption beyond Exchange can be slow without a strategy in place. This presentation discusses: a "go to market" strategy for a successful Office 365 deployment; productivity features that will enhance adoption; strategies for keeping end users engaged; how to track usage and activity so you can measure your success; and touches on many of the productivity features (Groups, Delve, Yammer, co-editing, etc). The primary focus, however, is on the management/ongoing educational aspects of a successful deployment.
You can find a video recording of this session via #Collab365 at https://youtu.be/uYpPx5R3lPY
The Rise of SharePoint as a Business Critical HubDan Barker
SharePoint has matured since its inception in the early 2000’s from a product that provides a lot of important features to a full blown platform that small and large business are building critical solutions on. The average $1 billion company maintains, on average, 48 disparate financial systems and uses 2.7 ERP systems. SharePoint enables incredible interoperability to these various systems in a way that’s consistent across various groups within the enterprise. In this session we will talk about how SharePoint can be used to create convergence across the various line of business systems in a way that not only saves time and money but also breaks down silos that impeded productivity and innovation.
Htf2014 managing share point projects with agile and tfs andySparkhound Inc.
Agile is a well established methodology in many areas. When it comes to SharePoint, it isn't as well established. Some businesses are still moving to Agile in an effort to have "quick wins" on their projects. This session looks at the challenges of managing SharePoint projects with an Agile methodology and how TFS and other tools like MS Project and MS Excel can help to keep the team and management moving forward together.
This session is a case study of Earley & Associates, an information management consulting firm, which was looking to improve access and reusability of its extensive content libraries.
With the directive from the top to ‘eat our own cooking’ the E&A consulting team turns its focus inward to build a best in class content management system. This system would support the company’s desire to leverage the knowledge and experience of its team members in order to maximize its effectiveness in every department from sales and marketing through delivery.
In this session, you get an insider perspective on the good, bad, and the ugly as the company worked through the process – from taking inventory to rebuilding the taxonomy. David talks about the choices that needed to be made and why, the things that worked, and the things that could have been better.
April 29 2017 - SharePoint Saturday Houston 2017
Our SharePoint environment is a lot like many others – a SharePoint 2007 implementation that was used more as a file dump than a collaboration space. With minimal user adoption, we were never quite ready to implement 2010, with a pilot SharePoint 2010 implementation stalled out of the gate.
In the meantime, some content was put on Box and other services to address external collaboration needs. Business users needed more relevant search results, content databases had grown uncomfortably large, and access controls had become spaghetti. Fortunately, site sprawl wasn’t too bad… except that the reason for that was the low adoption.
SharePoint 2013 arrived to a perfect storm – business and technology needs to be addressed, content that needs to be brought back in-house, and user adoption that needs to be improved. Time to upgrade!
See how we approached the upgrade, the issues than needed to be addressed, and the questions that needed to be answered.
Movin on Up - ScarePoint Friday Cincinnati 2016Jim Adcock
Cincinnati's version of SharePoint Saturday, on a Friday before Halloween
Our SharePoint environment is a lot like many others – a SharePoint 2007 implementation that was used more as a file dump than a collaboration space. With minimal user adoption, we were never quite ready to implement 2010, with a pilot SharePoint 2010 implementation stalled out of the gate.
In the meantime, some content was put on Box and other services to address external collaboration needs. Business users needed more relevant search results, content databases had grown uncomfortably large, and access controls had become spaghetti. Fortunately, site sprawl wasn’t too bad… except that the reason for that was the low adoption.
SharePoint 2013 arrived to a perfect storm – business and technology needs to be addressed, content that needs to be brought back in-house, and user adoption that needs to be improved. Time to upgrade!
See how we approached the upgrade, the issues than needed to be addressed, and the questions that needed to be answered.
Unattended Computer Operations in the Banking IndustryHelpSystems
Running your core banking applications on IBM i? Let’s appraise your situation: downtime is unacceptable, consistent processing required, lots of regulations, customers must not see problems first, not enough staff, not enough time…
Sound familiar? When it comes to banking, there are clear benefits to investing in automated operations. See how banks running Jack Henry, Fiserv, and other banking applications are doing the same.
Just imagine an automated environment with all the benefits Robot can provide:
• 24/7 unattended operations automating reports, running queries, and transferring files on IBM i and Windows, UNIX, or Linux
• No more submission errors from batch, interactive, or distributed jobs
• Customized operations rules for answering messages, monitoring resources, disk space cleanup, backups, and more
• No more manual checklists
• A modern graphical interface to monitoring and scheduling tools
SharePoint Engage Phoenix 2017
Our SharePoint environment is a lot like many others – a SharePoint 2007 implementation that was used more as a file dump than a collaboration space. With minimal user adoption, we were never quite ready to implement 2010, with a pilot SharePoint 2010 implementation stalled out of the gate.
In the meantime, some content was put on Box and other services to address external collaboration needs. Business users needed more relevant search results, content databases had grown uncomfortably large, and access controls had become spaghetti. Fortunately, site sprawl wasn’t too bad… except that the reason for that was the low adoption.
SharePoint 2013 arrived to a perfect storm – business and technology needs to be addressed, content that needs to be brought back in-house, and user adoption that needs to be improved. Time to upgrade!
See how we approached the upgrade, the issues than needed to be addressed, and the questions that needed to be answered.
itgroove SharePoint consultants, Colin Phillips and Bruce Norman Smith, walk you through the list of recent announcements around SharePoint 2016 - and clarify what's coming, what's changing, what's disappearing and what's staying the same.
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Unleash Unlimited Potential with One-Time Purchase
BoxLang is more than just a language; it's a community. By choosing a Visionary License, you're not just investing in your success, you're actively contributing to the ongoing development and support of BoxLang.
Navigating the Metaverse: A Journey into Virtual Evolution"Donna Lenk
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2. Who I am: Colin Phillips
My Background
15+ Years in Technology
Today: SharePoint Consultant and MVP (with itgroove)
Previously:
11 Years Developing Software, IT Infrastructure Projects, Workflows, and Many Other
Related Topics
B.Sc. in Computer Science from UVic
My Blog
mmman.itgroove.net
Where to learn more
cphillips@itgroove.net
3. Research…
• Quickly 10 things became 25 / 30 / 35+
- Ok, we had the odd less than stellar project too
• Started with just internal projects and then
remembered we make stuff for customers too.
• Decided to focus on internal projects for this
presentation, and get our customers (those in the
audience) to show off their own sites at a future
vSharePoint themselves
4. SharePoint Awesome Thing #1 (in no particular order)
You’ve probably seen this one before, but guess what, it’s still awesome.
SharePoint Home Page Search Rotator
• Eliminates the whole
“what’s the most
important stuff to put
on the home page”
problem
• Most people probably
don’t look at your home
page anyways, it may as
well be gorgeous
• Combined with Mega
Menus, this is killer
5. • Powerful navigation that follows you
everywhere (same experience, with
slightly different look and feel)
And their cousin… the Mini Menu, which
hangs off the Quick Link Anchors (below)
SharePoint Awesome Thing #2 (in no particular order)
Mega Menus
Above – Normal view (in lists and
libraries)
Above Right – Search Home Page
Right – On Dashboard Pages
6. • A combination of 4 of our favourite
Nintexisms – Including:
• Orb (and baby orb)
• URL Shortener
• Report Cards
• Cheque Deposits
SharePoint Awesome Thing #3 (in no particular order)
Our Nintex “IT Superhero Utility Belt”
7. • Helped solve a major business
problem for us:
How do we successfully track “project
based” work (large or small) for a given
customer – especially one who has
numerous ongoing projects
simultaneously
• Still being refined further as we use it
and come up with additional ideas, but
it becomes more valuable everyday
SharePoint Awesome Thing #4 (in no particular order)
SOW (Statement Of Work) Tracking System
8. • Helps guide everyone by tracking what’s
on their plate, and what individualized
priorities each task has
• Additionally allows consultants to break
down items in a SOW into individual
issues and track each separately
• Ties together with the Orb and issues are
“auto” generated from customer
submitted requests
SharePoint Awesome Thing #5 (in no particular order)
Issues Tracking System
9. • Dashboard / Report data includes the
following (plus much more)
• Client Hour Breakdown (by month
(default) / any other date metric)
• Consultant Hour Breakdown (weekly
by billable and total time logged)
• Combined Client / Consultant
breakdown (by month / year / other)
• Historical Time (for all billable work)
• Monthly Service Contract Progress
• Time broken down by SOW
• And it all gets ported into QuickBooks
via a custom utility we wrote
SharePoint Awesome Thing #6 (in no particular order)
Time Tracking System & Associated BI (with *BONUS* QB Integration)
10. • It mostly speaks for itself – we slice and dice
tasks, time, issues, risks, SOWs, client details,
etc. in so many different ways, even our own
staff don’t seem to know about half of them
(I’m not kidding – right Keith?)
SharePoint Awesome Thing #7 (in no particular order)
All Our Amazing BI
11. • Simple & straightforward - makes requesting time off painless
• Everyone who needs to, gets their say
• Nintex workflow logic fits perfectly, & lazy approval makes the
process easy for those who don’t even want to touch SharePoint
SharePoint Awesome Thing #8 (in no particular order)
Holiday Request System
12. • Allows individuals to request the
company to pay for items
• Items can be ordered for personal use
as well ($ comes out of your wallet)
• Workflows run in the backend to notify
purchaser of new request(s)
• When items arrive, the purchaser can
mark the order as processed, and the
originator is notified (and asked for $ if
it’s for personal use)
SharePoint Awesome Thing #9 (in no particular order)
Purchase Request System
13. • Simple, but very useful system to keep
track of upcoming items which will be
expiring in the coming days, weeks, months
• Used to track customer products with a
regular renewals (anti-virus, etc.) or items
coming to end of life (server warranty)
• Also used to track our own internal
expiring products – license renewals, SSL
certs, warranty’s, support
subscriptions, domain registrations, etc.
SharePoint Awesome Thing #10 (in no particular order)
Product Expiry Tracker
14. Honorable Mentions
• Dashboards Galore
Document Dashboard
Presidents Dashboard
Client Dashboard …
• Mileage Tracker
• Storing All Documents in SharePoint
• Blog Knowledge System
• Suite Tracker
• Expense System
• “While You Were Out” (Phone Messages)
• Client Remote Access
• Lunch & Learn Topic Manager
• Change Control Manager
• Scheduled Tasks Tracker
• Go Social
• Sales Pipeline
• The Matrix
Portfolio
Bulk Document Storage
• Best Practices Wiki (Living Document)
15. Oh Yeah, And Sampling of Awesome Stuff We’ve
Made For Clients Too!
Projects Sites – Numerous Government Agencies
Many Branding Projects
• Including Royal Roads SharePoint
Customer "Kiosk" Sites
• Such as for board members
Complex Project (End-to-End) System
• Project Initiation Request System
• Project Cycle (including Charter, with tracking BI)
Custom Nintex solutions
Custom Windows applications (that integrate with
SharePoint)
Employee Evaluation Systems
Cash Report System
Daily Deposit System
Large Scale Document Approval System
And much, much more!