Creating Value out of SharePoint
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The document discusses an approach for creating value from SharePoint by improving processes and educating oneself and others. It recommends identifying problems through conversations, choosing a high-impact solution to build, and communicating the value. Key steps include listening without bias, documenting issues, solutioning for simplicity and extensibility, testing with users, and presenting lessons learned. Continuous improvement involves training, exploring new features, and sticking to best practices of understanding business needs and creating reusable, supportable solutions.
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Creating Value out of SharePoint
- 1. Creating Value out of SharePoint …an approach to making your company happy and ultimately achieving inner peace
- 2. Your company has SharePoint but your team, your department or your entire company do not seem to get much value out of it
- 3. How can I make a difference in such a big problem?
- 5. Improve your process Improve your future
- 6. Be the role model Educate yourself Be inspired! Improve your process Improve your future
- 7. Be the role model Educate yourself Be inspired! Improve your process Improve your future
- 8. Be the role model - Mahatma Gandhi- Patrick O’Toole “Be the change you wish to see in the world” SharePoint ^
- 9. 1. Be the guinea pig 2. Evangelize 3. Do the right things, always
- 10. Be the role model Educate yourself Be inspired! Improve your process Improve your future
- 11. 1. Technical 2. Business 3. Language
- 12. 1. Technical 2. Business 3. Language
- 13. Education > 1. Technical Blogs Yammer (spYam) SharePoint Saturdays Channel 9 People
- 14. Education > 1. Technical How much should I learn? …as much as you want!
- 15. Education > 1. Technical Your tool belt Business problems
- 16. 1. Technical 2. Business 3. Language
- 17. Creating value requires you to …destroy the silos! WHY?
- 18. How? 1. Talk to colleagues in other functions Designate a liaison for each function 2. Learn about your business 1. Deloitte Shareholder Value Map 2. Business Model Canvas
- 19. “What would you say you do here?”
- 20. Do you know how your company makes money?
- 21. 1. Revenue growth 2. Operating margin 3. Asset efficiency 4. Expectations Shareholder Value Map
- 22. Follow along:
- 24. 1. Technical 2. Business 3. Language
- 25. Are you speaking the correct language?
- 26. Some tips… You know the business …speak in their terms AVOID IT speak!!AVOID IT speak!! Don’t use acronyms Don’t get defensive
- 27. “It searches all profiles in AD” “The homepage is responsive so not all web parts may work” “No, that would require a REST API so we cannot get that done on time”
- 28. Be the role model Educate yourself Be inspired! Improve your process Improve your future
- 29. 1. Break up monotony 2. Find something fun every day 3. Think differently about your role
- 30. “[Steve] Peltzman told me his job is… being responsible for how we use technology ‘helping define & drive our business strategy, as well as to ‘win, serve, and retain’ customers.’”
- 31. 1. Technical support 2. Cost center 3. Disruptive 1. Problem solvers 2. Add business value 3. Innovative
- 33. Improve yourself Improve your future
- 34. 1. Identify problems 2.Solution & build 3. Wrap up Improve yourself Improve your future
- 35. 1. Identify problems 2.Solution & build 3. Wrap up
- 36. 1. Identify problems 2.Solution & build 3. Wrap up
- 37. 1. Identify problems Listen to your coworkers, Identify pain points, Document and Prioritize your conversations
- 38. Why identify? “Do not assume that anything you create will provide value …for anyone”
- 39. Listen and identify 1. Ask the right questions 2. Listen for problems and dive deeper Do not think about a solution yet
- 40. Listen and identify: bad questions 1. “What can SharePoint do for you?” 2. “How can we help you?” 3. “Would an approval workflow help you?”
- 41. Listen and identify: good questions 1. “Tell me about a typical day.” 2. “What tasks take you the longest?” 3. “What is most frustrating to you?” 4. “Tell me about the last significant issue you faced.”
- 42. Listen and identify: good specific questions 1. “How do you communicate [blank] with your team?” 2. “How do you manage your [specific business] process?” Ex: PTO request, contract approval
- 43. Listen and identify: ambitious questions 1. “What are some of your short term (or long- term) goals as a team, department, etc.” 2. “What parts of your strategy seem most difficult for you to obtain?”
- 44. Listen and identify: diving deeper Once you find a pain-point, dig deeper by: 1. Fill all gaps in understanding 2. Continue the conversation
- 45. Document and prioritize 1. Document the problems you discovered 2. Take a guess at impact Do not think about a solution yet
- 46. What to document 1. Stakeholders 2. Problem details 3. Success criteria 4. Impact (1-5) Obviously, you may want to document more than this
- 47. 1. Identify problems 2.Solution & build 3. Wrap up
- 48. 2. Solution & build Spend time solutioning the problems your heard, choose a single solution and build
- 50. Solutioning Simple Low support Extensible 1. OOtB 2. Create less 3. Limit changes 4. Less clicks 5. Change behavior
- 51. Solutioning Simple Low support Extensible 1. Will business change? 2. Users/IT extend 3. Anticipate
- 52. Solutioning Simple Low support Extensible 1. You shouldn’t support 2. Over-document 3. Get buy-in for support
- 54. Choose and build 1. Choose 2. Also consider: 1. Higher impact 2. Stakeholders 3. Build, test (with users) & make changes
- 55. 1. Identify problems 2.Solution & build 3. Wrap up
- 56. 3. Wrap up Communicate value & review your solution
- 57. The Russel Wilson Theory Accelerate through the finish every single time
- 58. One pager 1. Business problem 2. Solution 3. Value
- 59. Elevator pitch Be prepared to tell a 1-3 minute story about your solution ...and USE IT Setting Characters Conflict Resolution Results
- 61. Formally communicate value 1. Email (copy their managers) 2. Display on team site 3. Use elevator pitch
- 62. Review solution Introducing Ad hoc governance Creating and reviewing rules on a solution-by-solution basis
- 63. Review governance policies: How? Review 1. Features used 2. People involved 3. Processes created Ask Should any standard rules be applied?
- 64. 1. Document technical solution 2. Present solution details to a team member 3. Note any lessons learned
- 66. Improve yourself Improve your process
- 67. …Now what?!
- 68. Write down at least ONE thing you’d like to start doing 1. Identify problems 2.Solution & build 3. Wrap up Be the role model Educate yourself Be inspired! Improve yourself Improve your process
- 69. 1. Training plan 2. Power user plan 3. Teach! (user group, SharePoint Saturday)
- 70. Explore future functionality Anticipate big solutions 1. Big features (O365, Yammer, Delve, Groups) 2. Custom development
- 71. Stick to your guns! Working with future application requests “Do not assume that anything you create will provide value …for anyone”
- 73. Slalom Consulting University of Illinois Capricorn @OToolePatrick Patrick O’Toole
- 75. From: Flickr The Problem: “Frustration” – Reuben Stanton What Can I Do?: “Lazy dog” – Héctor García Be the Role Model: “Leadership” – Pedro Ribeiro Simões Identify: “Ehtsham & Alexander in Conversation” – Erik Ogan Wrap-up: “DSC_2680 copy” – Philip Watts Long-term success: “2010 Stanley Cup Champions Chicago Blackhawks Parade” – critiqual Education: Business: “AD at National Assessment Governing Board (NAGB) Swearing-In 9 Nov 2012” -US Department of Education If a Tree Falls in the Woods: “Fallen, Tioga Lake, Yosemite 5-15” – Don Graham From imgarcade The Russel Wilson Theory: “Transparent Russel Wilson” From YouTube What Would You Say You Do Here: https://www.youtube.com/watch?v=lkFCiFvTVt8 From: Strategyzer Business Canvas Model: http://www.businessmodelgeneration.com/canvas/bmc
- 76. Appendix
- 78. Simple (details) 1. Use out of the box features 2. Limit the amount of collateral 3. Limit the changes to the existing environment (permissions, features, etc.) 4. Do not change behavior Simple
- 79. Extensible (details) 1. Think about how business problem might evolve 2. Provide users with ability to extend 3. Anticipate additional requirements Extensible
- 80. Low support (details) 1. Create an application that requires little support from you 2. Provide documentation as needed Low support
Editor's Notes
- There are a lot of ways to approach this. This presentation focuses on tips tricks and tactics that you personally (or your small team) can do to create SharePoint value, and in the process get your company to love you
- Test functionality on yourself or your team. Experiment with the product before you encourage anyone else to use it Evangelize the technology. Never complain about it. Do the right things Upload documents to Libraries (instead of email) Keep your site’s information current
- People – learn from colleagues Read blogs A good place to start: http://en.share-gate.com/blog/begin-learning-sharepoint-office365-between-two-farms Yammer (SPYam) Attend SharePoint Saturdays Search Channel 9 SharePoint Conference – videos from SharePoint Conference 2014 or Ignite
- Talk to your colleagues. Your IT department may have people who manage the relationship between IT and various business functions. Work with these folks! Or just Google “challenges for Supply Chain for the Consumer Packaged Goods industry Key trends for marketing in Financial Services Deloitte Shareholder Value Map: http://public.deloitte.com/media/0268/Enterprise_Value_Map_2_0.pdf Business Model Convas: http://www.businessmodelgeneration.com/canvas Perform exercises or talk to colleagues to understand your business
- What do the different functions within your company do? What is there purpose?
- Deloitte Stakeholder Value Map: http://public.deloitte.com/media/0268/Enterprise_Value_Map_2_0.pdf
- From article in the Harvard Business Review Steve Peltzman – Forrester Research Title: IT Has Finally Cracked the C-Suite Link: http://blogs.hbr.org/2014/07/it-has-finally-cracked-the-c-suite/
- “If you build it, they will come” is certainly not true for SharePoint.
- This can be a formal process (scheduled meeting) Or an informal conversation at the ‘water-cooler’ or at happy hour!
- Don’t ask questions that are - Require your colleague to know what SharePoint is Are vague and open ended Use any technical jargon (approval workflow, document library, etc.) Or begins to hint at a solution
- You can ask vague questions if you are prepared to delve deeper!
- With a little knowledge, you can start getting specific Communicate examples Project updates Important company events Deadlines Process examples Request processes Paid Time Off (PTO) or Out of Office (OOO) New device (laptop, phone, application) System access (CRM, finance system, HR system, SharePoint site access) Document approval Contracts Policies Rate Cards Data collection Satisfaction or feedback surveys RSVPs for events
- You can also ask about future thinking
- Fill all gaps in understanding. Make sure you know exactly the situation. Ask questions to learn more about their jobs, painpoints, etc. Continue the conversation. Have multiple conversations in person or over the email.
- DO NOT start thinking of the solution until you’ve identified problems
- You may want to document more!
- The three things I think about every time I solution Keep it simple Use out of the box technology when possible Favor toward less collateral (less lists, libraries, columns, web parts, etc.) Plan for extensibility Think outside of the initial complaint/problem Think of ways this may be extended There should be little to no support involved with your solution As needed provide documentation or training with the solution
- Favor out of the box features and features with which you have experience Limit the amount of content (lists, libraries, workflows, web parts, pages, etc.) that you need to create Limit the changes to the existing environment Less clicks – consider creating shortcuts (for instance a hyperlink to the edit form instead of a link to the form and asking them to click “edit item” Do not change behavior. Or at least limit it at first (especially when getting buy in). Or mimic behavior in their existing jobs, lives, etc.
- Think about how business problem might evolve. Ask the user if they can think of ways the business problem might evolve. Ask them how it has changed so far. Provide users with ability to extend Anticipate additional requirements
- Create an application that requires little to no support from you Provide documentation as needed Consider all the actions that will be taken and provide documentation on all (or at least some) of them Get early buy-in from user so they know they will be supporting
- The three things I think about every time I solution Keep it simple Use out of the box technology when possible Favor toward less collateral (less lists, libraries, columns, web parts, etc.) Plan for extensibility Think outside of the initial complaint/problem Think of ways this may be extended There should be little to no support involved with your solution As needed provide documentation or training with the solution
- There is only 1 bullet point in this whole presentation that talked about the building and testing process. This is intentional. These solutions should be simple and require little testing. Feel free to add additional rigor to this step (test scripts, UAT, sign-off, etc.) – you will likely have to do this later when you build more complex solutions anyway.
- Business Problem Solution Value Note any value provided. Include numbers if possible.
- Prepare to tell a story There are many ways to tell a story. For instance Nancy Duarte uses Sparklines for presentations (http://www.duarte.com/presentation-flow-using-a-sparkline/) For simplicity, let’s follow this format: Introduce the setting Introduce the characters Make sure to use human characters or give technology human characteristics Describe the conflict Provide the resolution Consider posting these one-pagers or Elevator Pitches on your team site for others to see
- Send email (and potentially acknowledge involved people on your team site) Store collateral (PUBLICALLY) on team site USE the elevator pitch on doubtful employees, other colleagues, friends & family *As part of her overall adoption strategy, Sarah Haase does a good job with communicating this value. Check out her SharePoint Conference presentation for more information: http://channel9.msdn.com/Events/SharePoint-Conference/2014/SPC296
- Example 1: Document Library for the Sales team Features: Document Library, versioning, out of the box columns displayed (created, created by, modified, modified by) People: 15 members of the sales team that ae “members” of the site so they can edit documents Processes: When a new sales pursuit is started, the lead team member creates a PowerPoint (using the standard template) and uploads it to their library. The name of the document should follow the format ClientName_ProjectTitle.pptx
- After a few wins, here are some potential big next steps
- Favor out of the box features and features with which you have experience Limit the amount of content (lists, libraries, workflows, web parts, pages, etc.) that you need to create Limit the changes to the existing environment Do not change behavior
- Think about how business problem might evolve. Ask the user if they can think of ways the business problem might evolve. Ask them how it has changed so far. Provide users with ability to extend Anticipate additional requirements
- Create an application that requires little support from you Do not change behavior Provide documentation as needed Consider all the actions that will be taken and provide documentation on all (or at least some) of them