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Collab365 2015 - The 7 Deadly Sins of SharePoint
The document outlines the '7 Deadly Sins of SharePoint' that lead to project failures, emphasizing the need for leadership, proper planning, and a focus on relationships over technology. It highlights that many organizations struggle with SharePoint implementations due to unrealistic expectations, unclear roadmaps, and inadequate training. The author, Curtis Hughes, shares insights and statistics, encouraging a holistic approach to successful project management and user adoption.
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Collab365 2015 - The 7 Deadly Sins of SharePoint
- 1. 1 WWW.COLLAB365.EVENTS The 7 DeadlySins of SharePoint Planning Successful Implementations and Avoiding Project Failure
- 2. WWW.COLLAB365.EVENTS Curtis Hughes C5 Insight Email: Curtis@C5Insight.com Twitter : @C5Curtis Facebook : /C5Insight LinkedIn : /in/curtishughes • Co-founder and Managing Partner • Focus on collaboration and relationship management • Help organizations with roadmaps, planning, governance, user adoption, training, implementation, and on-going coaching/support • Speak nationally on topics of collaboration, employee engagement, user adoption, company culture • Working with SharePoint since pre-version 1.0 (1999 - when it was then called SiteServer) Contact Details:
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- 4. WWW.COLLAB365.EVENTS The 7 DeadlySins Case StudiesSharePoint Truths A Better Way Agenda
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- 6. AIIM 64% Miss Deadline 37%Over Budget 17% Completely Fail3 OUT OF 5 OF YOU WILL STRUGGLE WITH SHAREPOINT
- 7. WE KNOW THEREASONS WHY
- 8. I have failedover and over and over again
- 9. Three Universal TruthsAbout SharePoint SHAREPOINT TRUTHS
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- 11. WWW.COLLAB365.EVENTS Gartner Research Employees getas much as 75% of their relevant information directly from other people 75%
- 12. There is toomuch focus on content and technology, and not enough focus on leadership and relationships. Leaders need to develop a social business strategy that makes sense for the organization and tackle the tough organizational change work head on and early on. Successful social business initiatives require leadership and behavioral changes. — Carol Rozwell, VP and Distinguished Analyst, Content, Collaboration and Social Team, Gartner “
- 13. WWW.COLLAB365.EVENTS 33% Middle managers thatsay they miss important information because they cannot find it. Accenture Organizations that have suffered at least one project failure in the prior 12 months. KPMG 59% 70% 25% 97% 240% SharePoint projects that have serious user adoption problems. AMR Research Social collaboration boost to worker productivity. Harvard Business Review Number of organizations that have been able to service more clients, more efficiently. ICE3 Boost to performance when an organization engages customers and employees. Gallup Rewards Risks THERE ARE RISKS AND REWARDS
- 14. WWW.COLLAB365.EVENTS Decisions Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision DecisionDecision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decisions Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Decision Task 1 Task 2 Task 3 IT NEEDS MORE ATTENTION
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- 16. Seven Deadly SinsThat Cause Companies To Miss The Mark THE 7 DEADLY SINS
- 17. WWW.COLLAB365.EVENTS C5 Insight,2013 How the Deadly Sins Came To Be 41% 59% CPR Projects Standard Projects Not long ago, we noticed a trend. It seemed more of our new clients were looking to revive a failing project than begin a new one. We became obsessed with this and realized it’s true – we are in fact experts in failure. Today, 59% of our new business revolves around resuscitation and rescue. We’re proud of this. Our experience helps us understand the obstacles that every organization will face. We use this experience to ensure your success.
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- 25. 25 0% 10% 20%30% 40% 50% 60% 70% 80% 90% 100% This is our third (or more) time This is our second time This is the first time How Many Times Have You Implemented A Collaboration Tool? Satisfied Unsatisfied C5 Insight
- 26. Gartner – CarolRozwell http://blogs.gartner.com/carol_rozwell/2013/08/20/outputs-are-important-but-behaviors-are-better/ of social and collaboration business efforts will not A Focus On Technology 80% achieve the intended benefits due to inadequate leadership and an OVEREMPHASIS ON TECHNOLOGY
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- 28. Cadence Group, 2011 Rigidat the Core Flexible at the Edges There are over federal, state, and industry laws, standards and regulations that dictate how long to keep paper and electronic records. 14,000 Corporate metadata, retention policies, auditing, Intranet homepage content, published articles, etc. My Sites, OneDrive, collaboration, team, and project sites, check-in/out, keywords, personal views, etc.
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- 30. SHAREPOINT PROJECTS STALL BEFORETHEY FALL
- 31. Logica Management Consulting 35% ProjectAbandonment 35% of organizations have abandoned a major project in the last 3 years.
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- 34. Three Case StudiesAbout Project Failure and Recovery CASE STUDIES
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- 38. Planning Successful Implementationsand Avoiding Project Failure A BETTER WAY
- 39. WWW.COLLAB365.EVENTS 1 2 3 4 5 6 7 Unrealistic Expectations No ImmediateValue Unclear Roadmap or Unmeasurable Goals Tool-First Mentality Too Many Rules Set It and Forget It Mentality Not Enough Training and Communication ControlPlanning The 7 Deadly Sins Of SharePoint
- 40. WWW.COLLAB365.EVENTS Planning 25% Technology Implementation 50% Control 25% Planning 40% Technology Implementation 20% Control 40% Planning 25% Technology Implementation 50% Control 25% Conventional Wisdom Reality:40/20/40 PrincipleConventional Wisdom The 40/20/40 Principle
- 41. WWW.COLLAB365.EVENTS 𝑓 𝑥 =𝑎0 + 𝑛=1 ∞ 𝑎 𝑛 cos 𝑛𝜋𝑥 𝐿 + 𝑏 𝑛 sin 𝑛𝜋𝑥 𝐿 The SharePoint Success Formula
- 42. WWW.COLLAB365.EVENTS Pause • Who sayswe are struggling? • What are the struggles that we are facing? • When did we first notice we were struggling? • Where are we now? • Why have projects failed in the past? • How do our people think we’re doing? Feedback solution. Struggling Plan • Who will this impact? • What would help our people do their jobs better? • When would we be ready for this level of collaboration? • Where are we going? • Why are we solving this problem? • How can I bring people together in my organization? Starting Prepare • Who is leading this effort? • What problem(s) are we trying to solve? • When will we have the resources to start? • Where do we see risks? • Why are doing this project/initiative? • How well do we collaborate today? Seeking The Your SharePoint Success Formula
- 43. If I hadan hour to solve a problem, I’d spend 55 minutes thinking about the problem and 5 minutes thinking about solutions. — Albert Einstein “
- 44. WWW.COLLAB365.EVENTS Stay tuned formore great sessions … Thanks for watching! Curtis@C5Insight.com 704.895.2500 www.c5insight.com /in/curtishughes @C5Curtis /C5Insight
Editor's Notes
- #5 1 MINUTE In the next couple slides, I’m going to give you 2 overarching themes that we see a lot (there are more), and then we’ll dig-into the 7 deadly sins that are most common and most recurring across the organizations we see.
- #6 1 MINUTE Obviously we’re going to be talking about collaboration today, but you should know that about 60% of all collaboration initiatives fail to meet expectations. This is an AIIM stat, not a C5 stat. In fact, Gartner even has this number as high as 80%. 3:5 of you will struggle with collaboration. Source: AIIM, Gartner
- #7 1 MINUTE Obviously we’re going to be talking about collaboration today, but you should know that about 60% of all collaboration initiatives fail to meet expectations. This is an AIIM stat, not a C5 stat. In fact, Gartner even has this number as high as 80%. 3:5 of you will struggle with collaboration. Source: AIIM, Gartner
- #8 1 MINUTE In the next couple slides, I’m going to give you 3 universal truths that we see (there are more), and then we’ll dig-into the 7 deadly sins that are most common and most recurring across the organizations we see.
- #9 So have many others Walt Disney Beethoven Einstein Edison And the list goes on and on….
- #11 2 MINUTES Let’s be honest, you guys aren’t here for SharePoint project. You are here to find someone to help you leverage the tool to get better employee engagement, adoption, productivity, collaboration across teams, scale your business processes, etc. Bring everyone together on same page Harmonize these instances into one seamless system for end users Strengthening employee engagement Establishing on-going governance moving forward.
- #12 We get a majority of our information - our knowledge - from other people Then if this is the case, it only makes sense that we spend a little time better understanding how people – you and I – affect collaboration in our organizations. CLICK
- #13 1 MINUTE
- #14 2 MINUTES Before you start doing anything, it’s always a good idea to understand both the risks and the rewards. STAT: In fact, 60% of all SharePoint and Collaboration projects are struggling or flat-out failed I won’t read all of these aloud to you, but in addition to great increases in productivity and serving clients… The two greatest priorities continue to be lack of executive support and “other bigger priorities”: 22% cite lack of executive support as the primary barrier to implementation. 18% cite “other, bigger priorities” preventing them from implementation. http://www.prescientdigital.com/downloads/2012%20Social%20Intranet%20Study_Summary_Prescient%20Digital%20Media.pdf Talk about CPR session tomorrow
- #15 2 MINUTES When most organizations hear “planning” they think requirements, what do we need to do, etc. So they quickly move from an idea to what needs to be built, and finally develop a project plan with some tasks on it that looks like the Gantt chart here. But what we’ve found is this is not entirely true and actually contributes to the failures. ----------------------------------- On average, 2 decisions per $1,000 in LABOR costs. Of course, this is not a definitive law, and also depends on the status of the organization, structure, etc. EXAMPLE: $100,000 = 200 individual decisions So what was maybe 15-30 individual tasks is now 200+ decisions.
- #16 2 MINUTES When most organizations hear “planning” they think requirements, what do we need to do, etc. So they quickly move from an idea to what needs to be built, and finally develop a project plan with some tasks on it that looks like the Gantt chart here. But what we’ve found is this is not entirely true and actually contributes to the failures. ----------------------------------- On average, 2 decisions per $1,000 in LABOR costs. Of course, this is not a definitive law, and also depends on the status of the organization, structure, etc. EXAMPLE: $100,000 = 200 individual decisions So what was maybe 15-30 individual tasks is now 200+ decisions.
- #17 Over the next few minutes, I’m going to share with you 6 areas where we see this disconnect manifesting itself in today’s organizations. When companies are trying to build a collaborative intranet, what are they missing and why are they failing? CLICK
- #19 1 MINUTE Wrong expectations always leads to disappointments We hear things like: “This will make us so much more productive right away.” “We don’t seem to be collaborating like they are. Why is it working so well for them?” “We have smart people, very technical people, a day of training should be plenty.” (or, there's no way we'll get them for that long) “The old way was more comfortable for me.” “I developed the old way and I know how it works – I can’t get my head around this new way of doing things.” Fixing potholes or building a superhighway? Remember, it's not a 1 size fits all….When you’re a hammer, everything looks like a nail. - CLICK
- #20 2 MINUTES Most organizations grow processes over a long period of time They were made to deal with the realities of the landscape and the limitations of a small or growing company that had to get a process in place quickly But as they grew, they found that the processes didn’t scale – and they were slowing them down CLICK So they start to envision automating them so they that narrow and curvey path becomes a superhighway And they look for shortcuts. Something that they can just install and quickly configure that will solve their problem. It’s easy to get caught up in the promise of something that can do this without realizing that there’s really nothing new under the sun. The laws of successful projects change about as fast as the laws of economics. So when they try to quickly pave over those old well worn paths, CLICK they end up with something like this! The reality is that it takes a lot of careful planning to go from the cow path to the superhighway, and with the right planning approach in place, CLICK you’ll have something that looks like this for a while Just like a highway project – it’ll be important that you manage it in phases so work can still get done, but you gradually introduce the processes across everyone in the organization Possibly a good place to say… What we often see is an expectation that you’ll go from a footpath to a superhighway But instead you end up with a permanent traffic jam Another way to think of this is like building a house If you don’t know where you’re going, you may not have the right plumbing, the right foundation … and you may be enabling your workers to build on top of a foundation that will collapse under them. One client we rescued was actually cursed with a very successful project…
- #21 2 MINUTES Make sure that your first phase has very clear and very real value for the users/audience. One of the “easiest” things you can do to aide in user adoption is to give your users something that makes it worth their while. WIIFM Get them involved in the process Focus on value vs ROI – ROI comes from use, not implementation. Failure to Provide Immediate Value Make sure that your first phase has very clear and very real value for the users/audience. One of the “easiest” things you can do to aide in user adoption is to give your users something that makes it worth their while. Failure to Involve Users in the Discovery and Design How many people who have to use your SharePoint system REALLY like it? I mean TRULY like what it does for them? Why/why not? If you were architecting a house, would you expect the architect to simply go off, form a committee of architects (or other home owners) and then build your house? NO – you would be involved, as should your audience.
- #22 1 MINUTE
- #23 2 MINUTES What does done look like? Are your goals actually measurable? How do you know when you’re done and have met the goals? What do you do if you had no goals and you’re trying to recover; how do you know if you are off track? We hear: “We need an Intranet” (why?) Long-Term Roadmap Unclear or Unmeasurable Goals Where are you going? Why are you going there? What do your goals look like? Are they measurable? How do you know when you’re done and have met the goals? What do you do if you had no goals and you’re trying to recover; how do you know if you are off track? Chart your journey What does done look like Be specific Phased approach – Single phase = Have not thought far enough ahead about where you want to go You are trying to do too much in a single phase Stay the course Stick to the plan – NO SCOPE CREEP If a challenge arises, determine if it even affects the project Create a parking lot/grass catcher/wish list to capture future items and wants
- #24 1 MINUTE CLICK
- #25 1 MINUTE One thing we have found to be certain is that focusing on technology always leads to disappointments. Throwing tools at it – most organizations are really looking for a technology “quick fix” - it just doesn’t work like that Garage analogy This includes being “owned” by IT (or the business) – it should be a collaboration between them. Focus on connecting people, bringing people together As you approach the 2nd and 3rd times, people really begin to lose faith/trust in the next solution and become more resistant Failure not only costs money, it costs satisfaction (which lowers productivity), and ultimately could cost jobs Avoid the Silver Bullet Technology is a wonderful thing, but it’s not the only thing One size never fits all Understand what it is you are building and for whom CLICK
- #26 2 MINUTES One thing we have found to be certain is that focusing on technology always leads to disappointments. Garage analogy This includes being “owned” by IT (or the business) – it should be a collaboration between them. Focus on connecting people, bringing people together As you approach the 2nd and 3rd times, people really begin to lose faith/trust in the next solution and become more resistant Failure not only costs money, it costs satisfaction (which lowers productivity), and ultimately could cost jobs Avoid the Silver Bullet Technology is a wonderful thing, but it’s not the only thing One size never fits all Understand what it is you are building and for whom
- #27 http://blogs.gartner.com/carol_rozwell/2013/08/20/outputs-are-important-but-behaviors-are-better/ http://www.mycustomer.com/topic/social-crm/gartner-80-social-business-efforts-will-not-succeed-through-2015/161754 http://www.gartner.com/newsroom/id/2319215 More detailed analysis is available in the report "Predicts 2013: Social and Collaboration Go Deeper and Wider." The report is available on Gartner's website at http://www.gartner.com/resId=2254316. However, whilst adoption is set to escalate, Gartner estimates that through 2015, 80% of social business efforts will not achieve the intended benefits due to inadequate leadership and an overemphasis on technology. Carol Rozwell, VP and distinguished analyst at Gartner, explained: “Businesses need to realize that social initiatives are different from previous technology deployments. Traditional technology rollouts, such as ERP or CRM, followed a ‘push’ paradigm. Rozwell added: “There is too much focus on content and technology, and not enough focus on leadership and relationships. Leaders need to develop a social business strategy that makes sense for the organization and tackle the tough organizational change work head on and early on. Successful social business initiatives require leadership and behavioral changes. Just sponsoring a social project is not enough — managers need to demonstrate their commitment to a more open, transparent work style by their actions.”
- #28 2 MINUTES I like the color blue. What if I told you, you can pick any color you want, as long as it’s blue? We’ve gone to the extreme when it comes to compliance We have to find the balance Implementing collaborative intranets with rules so restrictive people can't collaborate is a recipe for disaster. Rules of the road = yes (governance) Straight jacket = no Don’t tell your employees you want them to collaborate more, but they can only do it on Tuesday and Thursday, etc… CLICK
- #29 1 MINUTE You don’t have to implement every one…I promise! We have to find the balance Generational changes (25 year olds and 65 year olds working together) CLICK Examples: Rigid Core: Retention of 7 years Flexible Edges: Check in/out policy CLICK
- #30 2 MINUTES How many of you own a home? Now, how many of you have run out of projects to do at home? Collaboration is one initiative that should never be “finished” There has to be a process for continuous improvement Collecting feedback (site feedback solution) Changing, adapting, new employees, new generations, new ways of communicating Do you have a strategy and process for ensuring you continue to improve? This is a sophisticated platform, but it needs maintenance like everything else in life. Forget to change with the times Your intranet will look like this picture and be a collaborative ghost town You’re never really finished (training, adoption, improvements, leveraging new technologies/processes) Have a clear set of rules by which everyone plays Capture feedback Track lessons learned – Diligently Don’t forget for whom the system was built CLICK
- #31 2 MINUTES Projects typically stall before they fall Even the worst projects can start strong The key – as we saw before with the construction slide – is to quickly move through this because at his point, because should you get stalled in a construction mode, the next phase is project failure
- #32 2 MINUTES Projects typically stall before they fall Even the worst projects can start strong The key – as we saw before with the construction slide – is to quickly move through this because at his point, because should you get stalled in a construction mode, the next phase is project failure
- #33 1 MINUTE At the end of the day, this Einstein quote sums it up best…. CLICK
- #34 2 MINUTES As a consulting firm, as you would expect, clients want to keep project costs low. Training is not an event What happens when you hire new people, people leave/join a role, etc. Lack of communication – it goes a long way Let people know what’s going on and why. People use and will support what they help create
- #35 - 3 Don’ts and 3 Dos
- #36 5 MINUTES Who: A large manufacturer of hotel guest supplies What: A well-planned, small scope, pilot SharePoint deployment Situation Assessment: Shortly after deploying the pilot project to a single department, good news traveled fast and other departments and users began leveraging SharePoint, creating sites, customizing pages, adding users, etc. The CPR: The first step was to understand exactly who was using SharePoint throughout the organization. SharePoint web analytics and interviews/conversations with the departments helped determine this. Next, an audit was performed to determine the functionality being used by these departments. Once it was understood what users were doing with SharePoint, a Governance Committee was formed to develop and implement the “rules of the road” for this organization. Lastly, the committee members worked with each department to get their sites in alignment with the overall rules and trained each department on the rules and SharePoint functionality. How Are They Recovering: Users feel empowered and are able to be self-sufficient, but within the boundaries set by the organization – there are simply things you can and can’t do. Users also better understand how to use certain functionality, which makes them more productive and satisfied with their work.
- #37 5 MINUTES Who: An international university with a globally dispersed alumni population What: A social alumni portal on SharePoint that would keep alumni profiles in sync with the alumnus’ primary record in CRM Situation Assessment: After two failed implementations over 2 months, and very little accomplished, the client came to C5 Insight with an extremely short timeframe remaining (6 weeks) and a project that never got off the ground. The CPR: First, we had to stop the bleeding and the pain. We knew we had to play catch-up, so we moved quickly to get a team in place to tackle this project. Next, we quickly prioritized the needs, eliminating scope and functionality that was not “mission critical” for the deployment. Lastly, we started training and testing from day 1, rather than waiting until the end of the short project phase. How Are They Recovering: Shortly after the successful launch for graduation, we conducted a three-day Scoping Assessment to recast the vision and direction for SharePoint. We were then asked to rescue another CRM project for this same client that we wrapped-up last year.
- #38 5 MINUTES Who: A large manufacturing company What: A global SharePoint deployment, primarily used for document management Situation Assessment: Two top employees in IT have experience with SharePoint and would like to implement it within the organization. They “know” exactly what is missing at the company and how SharePoint can solve these problems. Unfortunately, after a very large deployment, users literally hate the very word “SharePoint” and think it was one of the largest failures at the company. The CPR: We first collected anonymous surveys from all users to determine their greatest challenges and pains. We formed a governance committee with various department members in addition to IT. We “turned off” functionality that was not immediately needed and created “noise” for the new users; tested the remaining functionality to ensure it fully met the needs; developed tip-sheets for the users; held a one day boot-camp on the use of the system; and re-launched to the organization. How Are They Recovering: Today, SharePoint is thriving and users see the value in the new platform and have increased productivity.
- #39 - 3 Don’ts and 3 Dos
- #40 39
- #41 2 MINUTES 40% Planning – A Comprehensive Roadmap 20% Technology – The Right System and Technology Expertise 40% Control – Project Management and Continuous Improvement Almost everyone gets this backwards Most think of projects like this as a bell-shaped curve – a little work up front, a lot of work in the middle, and a little work near the end In fact, for successful projects, it’s the opposite – and, over the long haul, not only is the risk of failure lowered, but costs are actually lower too And it is easy to say “yes, we’ll do that” – but it almost NEVER happens
- #42 The Equation – it’s not rocket science (it ain’t even algebra). It’s also not perfect, but will minimize your rick of failure and increase the likelihood of success If you are in the midst of a project that’s not going well, go into self-diagnosis mode. Check-in with the end users, review the original goals and objectives, the budget, the duration, the risks. Beginning the CPR process: Don’t assign blame, accept responsibility and look for solutions Think the Oz Principle Be honest, if someone needs to be fired, do it Create a new plan that is honest and in balance
- #43 START: 11:00 LENGTH: 7 MINUTES Seeking: Who is leading this effort? What problem(s) are we trying to solve? When will we have the resources to start? Where do we see risks? Why are we doing this? Because an exec said we needed to? What problem(s) are we trying to solve? How well do we collaborate today? (assessment) Starting: Who will this impact? Positively, Negatively? What would help our people do their jobs better? What do they need (not “what do they want”)? When would we be ready for this level of collaboration? Are we ready now, do we have some work to do? (collab assessment) Where are we going? What does done look like? Why have projects What problem(s) are we trying to solve? How can I bring people together in my organization? How can I knock down silos? Weak ties Struggling: Who says we are struggling? Users, managers, executives, all of the above? This will tell you a lot about the struggles What are our struggles? (be honest) When did we first notice we were struggling? Where did we get off track? Where Why have projects failed in the past? What was our focus when we started? Tools, people, etc. How do our people think we’re doing? Feedback solution.
- #44 1 MINUTE