Measurement is not just about looking for a bottom-line result to justify investments. It’s also a tool to provide feedback about where the organization is along the road to successfully leveraging investments in SharePoint and the business outcomes it provides. At every stage in the development of your solution, metrics provide a valuable means for focusing attention on desired behaviors and results. This presentation showcases a practical and realistic framework for SharePoint metrics based on real world examples and successes.

1. SharePoint Moneyball – The Art of
Winning the SharePoint Metrics Game
Susan Hanley – President, Susan Hanley LLC

2. 2

3. 3

4. 4

5. 5
Why Measure? – The Four “F” Words
Feedback
Funding
Follow-on
Focus

6. Measurement throughout the life-cycle
Before
Make the
business case
During
Provide a target
Make tradeoffs
Tune the
implementation
process
After
Develop
benchmarks
Develop lessons
learned
6

7. 7
Make your case for the solution SharePoint enables

8. 8
Measurement Process
3. Who are the
metrics
STAKEHOLDERS?
6. What do the
metrics TELL us about
what we need to
CHANGE?
1. What are the
BUSINESS
OBJECTIVES?
2. How should the
solution be
DESIGNED to meet
the objectives?
5. How can we
COLLECT the metrics?
4. What are the
METRICS and how
should we PRESENT
them?
Aid
decision
making
Modify
the
process
or tool
Modify
the
measures

9. 1. What are the BUSINESS OBJECTIVES?
Without a critical business initiative …
… career limiting move
9

10. 10
Be the main event

11. It’s easy to go for the “motherhood” objectives …
More innovative products and services
More effective marketing
Better access to knowledge
Lower cost of doing business – reduction in
travel and other operational costs
Higher revenues
Improved employee, customer, and partner
satisfaction
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12. 12
It’s better to Get SMART!
Measurable (quantifiable, comparable)
Achievable (feasible, actionable)
Realistic (consider resources)
Time-bound (deadline driven)
Specific (concrete and well-defined)

13. 13
SMART objective for a proposal library
Reduce the average amount of time it takes
to produce complex proposals by 10% in the
next year
Specific
Measurable
Time-bound
Achievable
Realistic
Reduce the average amount of time it takes
to produce complex proposals by 10% in
the next year
Reduce the average amount of time it takes
to produce complex proposals by 10% in the
next year

14. 14
2. How should the solution be DESIGNED to meet
these objectives?
Site
Architecture
Technical
Infrastructure
Features
Customization Security
Governance Roles and Responsibilities
Training and Communications

15. 15
Your business case is
personal

16. 3. Who are the metrics STAKEHOLDERS?
They’re at all levels -
especially in the middle
They care about different
things
16

17. 17
For each key stakeholder, ask …
What counts?
What keeps you up at
night?
What do you already
use?
What do I need to tell
you?

18. 18
4. What are the METRICS and how should we
PRESENT them?
Identify the type
• Quantitative
• Qualitative
Consider the life-
cycle
Establish a baseline
Gain commitment
about targets
Decide the best
way to
communicate

19. Good metrics come in multiple types … plan on both
Quantitative
Performance between points
Spot trends
Qualitative
Provide context
Used when numbers aren’t easy
(storytelling)
Used at early project stages (future
scenarios)
Richer (“serious anecdotes”)
19

20. Return on Investment
Benefit > Cost
Be careful: whoever controls the spreadsheet
and the assumptions can make an ROI that can
justify anything.
Resources:
Total Economic Impact™ of Microsoft SharePoint Server 2010
(Forrester) http://bit.ly/cWfeyN
Best for platform investment, less helpful for individual solutions
Cloud vs. On Premise Calculator (Andrew McAfee and Google
Analytics) http://bit.ly/R6jlsZ (for small to medium businesses)
20

21. 21
ROI is only PART of the story
Good metrics are:
Related to outcome
Relevant to stakeholders
Collected at low cost
Balanced

22. 22
Consider two types of quantitative metrics
BUSINESS METRICS
SYSTEM METRICS

23. Sample Business Metrics
Hours per week to execute a process
Number of Proposals/Contracts per year
Number of “[My Organization]-All” emails
Number of email attachments
Call center or support call deflection
Average application training costs
Cost savings to retire a legacy application
23

24. 24
Business Metrics Example: “Support Call Deflection” +
Business
Goal
• Increase member satisfaction with HQ by
providing better access to helpful resources any
time/any place
• Reduce the number of support calls to be able
to serve increasing numbers of members with
same staff
• Reduce cost of “authorship” by HQ due to
―crowd-sourced‖ content
Approach
• Number of member-generated resources
• Number of member-generated resources with > x
―likes‖
• Number of posts and comments in forums
• Number of downloads of HQ and member content
System Metrics
• Membership survey to seek out specific re-use cases, membership
satisfaction
• Number of support request calls to HQ
• Reduction in simple requests
Business Metrics

25. 25
Business Metrics Example: Process Improvement
Approach
Business
Goal
• Allocate limited SharePoint Resources for
Process Improvement Projects
• SMART Objective Example – Reduce the
amount of time for a task by x% in 90 days
x x x
T = Time on task (in minutes)
E = Number of employees performing that task
N = Number of times per year task is
performed
S = Average employee loaded salary cost per
minute

26. 26
Qualitative Metrics – the stories that drive it home
Keep it real
In the storyteller’s
words
Serious Anecdotes

27. Serious Anecdote | Consulting
I joined the organization on March 16 without previous
experience. After one week of training, I joined a project team.
After one day of training on the project, I was assigned a task to
learn a particular technology that was new to everyone on the
team. I was given a bunch of books and told that I had three
days to learn how to create a project using this technology.
In my first week of training, I learned about the company’s
intranet where people described their expertise. I sent an email
to four people I found with a search for that technology asking
for their help. One of them sent me a link to a document
containing exactly what I needed.
27
Instead of three days, my task was
completed in 4 hours.

28. 28
Serious Anecdote | Pharma – The Need
A scientist with
Thrombotic & Joint
Diseases in Germany
began a project to
isolate and culture
macrophages and
needed some help.
 Meanwhile, two scientists in
the US had deep experience
in protocols for this area.

29. 29
Serious Anecdote | Pharma – The Result
Benefit: The German scientist was
able to leverage existing internal
expertise and, in the process, reduce
his research effort by four weeks.
Both scientists quickly
responded with assistance.
One helped him with culturing
protocols and the other
helped him with information
on magnetic cell sorting.
The German scientist
consulted the expertise
directory to find that expertise
existed within the company
and contacted the two US
scientists he found in his
search.

30. 30
How do you spell success? Have a Baseline and
Target

31. 31
Presenting Metrics
Balanced Scorecard
Dashboard
“Report Card”

32. 32
Balanced Scorecard Dimensions
Capabilities
Business Value
Health

33. 33
Balanced Scorecard Example | Expertise Location
Business
Value:
Health:
Capabilities
& Culture:
Metric Target Pilot Outcome
# searches/user/week .25 .58
Usefulness rating 3.5 out of 5 3.6 out of 5
% of users who say “Don’t take it
away”
66% 83%
Usability/friendliness rating 3.5 out of 5 4.1 out of 5
# Anecdotes (repeat metric) 10 serious 22
% of participants attending training 75% 85%
# of Anecdotes 10 serious 10 serious + 12 transactional
Minimum $ value/anecdote $X $2X
Estimated time saved X months X + 3 months

34. 5. How can we collect the metrics?
Try not to over-achieve – balance counting with
“doing”
Automate where possible
Get creative when it comes to qualitative metrics
Ask
Survey
Usability Testing
Active Listening
Seek
Send out a ―journalist‖
Track
Classify by type
Keep storyteller value metrics – what was the benefit to you?
34

35. 35
Example Survey Questions
If given the choice, would you KEEP it?
How does this COMPARE?
How EASY was it to …?

36. 6. What do the metrics tell us about how we need to
change?
Are we doing the right thing?
What areas are most successful?
What areas should we be promoting?
In which areas should we be investing?
Which initiatives should we discontinue?
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37. 37
Keep in mind
Metrics alone won’t make your program successful
You need someone
whose job it is to
monitor them
You need someone who is
accountable for making
changes based on analysis
It’s as important to have a plan for acting on metrics
as it is to have a plan for collecting them!

38. 38
Call to Action
Develop a plan to capture
quantitative and qualitative metrics.
Make sure metrics
are part of
someone’s job.
Identify baseline measures – and gain commitment on
targets – before you start!!
Develop a library or list to
capture and categorize
qualitative metrics.
Develop an approach to
produce and promote
metrics.

39. About Me
• Governance
• User Adoption
• Metrics
• Information Architecture
• Knowledge Management
• Portals
• Collaboration Solutions
• President, Susan Hanley LLC
• Led national Portals, Management Collaboration,
and Content practice for Dell
• Director of Knowledge Management at American
Management Systems
susanhanle
y
sue@susanhanley.co
m
39
August 2013!

40. Susan Hanley
Susan Hanley LLC
sue@susanhanley.com
301 469 0770 (o)
301 442 0127 (m)
@susanhanley
www.susanhanley.com
http://www.networkworld.com
/community/sharepoint

41. Thank you for your attention!
This presentation will be available on the Toronto
SharePoint Summit web site a few days after the event.

42. Please rate this session!
Fill out the survey and get a chance to win a Surface

43. Extras
43

44. White Paper
For a white paper that explains the concepts in
this presentation in more detail – with lots more
examples, please go to
http://www.susanhanley.com.
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45. 45
Examples of Intranet System Measures
Key Measure Objective Metric
Which features of the
intranet are most
important?
Knowing which pages are most used can help to prioritize which pages should be
improved or developed.
You can also see which business units are the biggest intranet users and which
business unit’s content is used the most.
Page Hits
―Dwell‖ Time (Time on
Page/Site)
Which features are not
being used?
If certain pages have low usage numbers, it is an indication that either the page is
not very popular—and therefore should be a lower priority to develop—or that
people are just not aware of its existence (which might be a communications or
"promotion" problem).
Page Hits
Document Downloads
Is the site navigation
effective?
A high number of hits on a page that is not easily accessible from the main page
indicate that the popular page should be moved up in the hierarchy.
Search results with no hits present opportunities to both promote content and add
best bets.
Page Hits on pages deep
in the hierarchy
Which team sites
should be archived or
deleted?
Sites that have not been accessed in the past 12 months might be candidates for
archival or deletion if the content is no longer useful.
Page Hits
What are the peak/low
usage times?
Monitoring usage trends helps identify patterns or problems and potentially alerts
the Exchange Business Owner and Portal Administrator of potential user or
performance issues – ideally, before they become a problem.
Usage by time
How is usage
trending?
Trending reports are available for a limited period of time within SharePoint 2010.
Third-party tools are required to do multi-year detailed trend analysis.
Number of users and
number of unique users
over time

46. 46
Sample System Metrics (“out of the box” SharePoint
2010)
Metric Objective
Number of Unique
Users (month to
month)
• Provides a proxy for adoption, which is a loose proxy for value.
Most Viewed
Pages/Sites
• Provides a proxy for the most valuable content.
• Sites not being used help identify content that might either need to be
promoted or deleted.
Top Queries
(search)
• Identifies ―trending ― content.
• Top queries can also provide insights about what content should be
promoted to the home page.
Failed Queries / No
Results Queries
• Identifies candidates for best bets or synonyms and identifies
emerging business terms or concepts.
Best Bet
Suggestion Report
• Helps the business owner improve user outcomes by identifying URLs
as most likely results for search queries.
Best Bet Usage • Helps identify which best bets are adding value and as an input to
determine new best bets or best bets that need updating.

47. Additional Useful System Metrics (third-party for 2010)
Metric Objective
Most Viewed Documents Provides a proxy for the most valuable content.
Document Contribution/Editing
Analysis
Provides a way to measure sustained adoption from the
perspective of employee engagement.
Team Site Summary Information
Total Number of Team Sites
Viewed in Past 30 days
Modified in Past 30 days
Sites with no access in past 12
months
Trend of the number of team sites
created
Provides a way to understand which sites are actively
being used to monitor the health of the collaborative
team sites.
Can be used to identify which sites are no longer being
used and might be able to be deleted or archived.
Provides a proxy for whether or not team sites are
adding value.
My Site Summary and Trends
Total number of My Sites
Viewed in past 30 days
Modified in past 30 days
Average size
Identifies adoption of people-to-people collaboration
features.
Proxy for employee engagement.
47

48. 48
System Metrics in SharePoint 2013 Online

49. 49
One sample metric for each stage (more in White
Paper)
Life-cycle
Stage
Example Quantitative
Metric
Example Qualitative
Metric
Sources
Planning • Time to perform current
process
• "Day in the life" future
stories
• Work measurement
studies
• Interviews of key
stakeholders
Start up • N/A • Immediate term ―day in
the life‖ stories
• Employee surveys
Pilot
Conclusion
• Same metrics you used
for baselines
• Usage anecdotes –
specific examples from
pilot
• Follow up work
measurement studies
• Surveys and follow up
interviews
Ongoing • Additional metrics relevant
to the business problem
available with new
process
• Usage anecdotes with a
―serious‖ punch line that
you collect and catalogue
on an ongoing basis
• New solution system
metrics
• Employee surveys and
follow up interviews

50. Objectives Critical Success Factors Source Sample Metrics
Gain frequent and
sustained adoption of
solution
• High volume of needs that can’t be met
through existing channels
• Positive impact on existing workload or
work processes
• System metrics
• User Surveys
• # of searches per week
• # of average users per week
• # unique users per week
• # of “hits” on key pages/sites
• “Usefulness rating” from user surveys
• % of users who say “don’t take it away” at the
end of the pilot
Provide reliable,
easy-to-use
technology that can
be incorporated into
work processes
• Solution user-friendliness and intuitiveness
• Solution reliability
• Integration of the solution with work
processes and existing tools
• System metrics
• User Surveys
• Direct measurement
• “Usefulness rating” from user surveys
• # of searches per week
• # of average users per week
• # unique users per week
• # of “hits” on key pages/sites
• # Help Desk calls/week
Ensure users
understand
objectives and how to
leverage the solution
• User training
• Effective help resources
• Persistent, clear communications
• Active, sustained management support
• Incorporation of collaboration into
performance objectives and evaluations
• System metrics
• User Surveys
• Direct measurement
• % of users trained
• % of pilot milestones achieved
• # of communications events/activities
Demonstrate clear
value with respect to
the business strategy
• Tangible, quantifiable examples of
reductions in process cycle time
• “Serious” Anecdotes
collected via surveys
• Estimates and/or direct
measurement of cycle
time
• # of anecdotes
• $ value of anecdotes
• Cycle time improvement (in hours)
Business
Value
Solution
Health
Capabilities
BalancedScorecard Framework
50

51. 51
Survey Example: Post-Pilot Usability
Usability Question Metric
If presented the choice, do you want to keep the
solution?
―Don’t Take it
Away‖
Don't take it away Take it away
Usability/friendliness - how does the usability of this
solution compare to other solutions you use on a
regular basis?
―User
Friendliness
Rating‖
Much easier to
use
Easier to use
About the same
Harder to use
Much harder to use
How easy and intuitive was the solution to use for
each of the following [specific task]?
―Intuitiveness
Rating‖
Very easy
Easy
Moderate
Difficult
Very Difficult

52. Other Resources
How to Measure Anything: Finding the Value of Intangibles in Business by
Douglas Hubbard
Jakob Nielen’s Alert Box - Current Issues in Web Usability:
http://www.useit.com/alertbox/
Determining the Value of Social Business ROI: Myths, Facts, and Potentially
High Returns: http://www.idc.com/getdoc.jsp?containerId=225497
Social Software for Business Performance: The missing link in social software:
Measureable business process performance:
http://www.deloitte.com/assets/Dcom-
UnitedStates/Local%20Assets/Documents/TMT_us_tmt/us_tmt_socialsoftware
execsummary_021411.pdf
SharePoint Lifecycle Management Solution with Project Server 2010:
http://www.microsoft.com/download/en/details.aspx?displaylang=en&id=17
058
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