SharePoint- Not Really an IT Project. Richard Machanoff Machanoff CIO Services

Transcription

1 SharePoint- Not Really an IT Project Richard Machanoff Machanoff CIO Services

2 Richard Machanoff Machanoff CIO Services, Owner and Sr. Consultant 24 years in IT Management as CIO, CTO and IT Director Building professional, reliable IT organizations from the ground up, architecting infrastructure and deploying business tools that generate significant savings. Experience in federal, private and nonprofit sectors

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4 Knowledge Management Framework enabling the use of information and employee knowledge to drive processes and improve decisions Leverages technology and work processes to capture and share information with company staff and customers/partners Strategic management of intellectual capital

5 What can SharePoint do for Knowledge Workers? The real value of SharePoint lies not in improving what you are already doing but in changing what you do because you have new capabilities.

6 Why SharePoint is a Knowledge Management Project It s very hard to promote knowledge sharing on a "just in case" basis. People don t know how to share what they know in the absence of a specific and immediate need to share. That should not be confused with the notion that people in the organization are unwilling to share on principle, which is the frequent conclusion from poorly thought through knowledge sharing initiatives. If you put experts in a room with someone who can benefit from their expertise, they will invariably share what they know in useful and constructive ways. What they are generally unable to do (regardless of whether they are willing) is to share in some generic way into a knowledge sharing system like SharePoint in advance of a specific situation.

7 Why SharePoint is a Knowledge Management Project The ultimate way to get to organizational value out of SharePoint is to focus on adding value to the individual knowledge workers and subject matter experts. The notion is that you focus on benefits to the individuals and you get organizational value as a valuable side effect. If you go the other way - focusing on organizational needs before individual, you invariably fail on both levels.

8 What s the Point of SharePoint Collaboration Network Collaboration SharePoint Versioning SharePoint Search Collaborative Editing

9 Why SharePoint implementations fail For a technology project to be successful, the technology must be used

10 Why SharePoint implementations fail Politics Not knowing what SharePoint is Lack of information and knowledge management skills Vision, the business case, and measuring success Executive support User adoption Individual choices derail SharePoint initiatives Information Management Defining requirements Technical skills Symon Garfield, Microsoft SharePoint Server MVP, 2012

11 Why SharePoint implementations fail Planning, planning, planning Did I mention planning? Navigation Findability Death by folders How are you going to use SharePoint? What do users need to complete their work Not making the platform fit the process Buy in and ownership

12 Knowledge Management Framework enabling the use of information and employee knowledge to drive processes and improve decisions Leverages technology and work processes to capture and share information with company staff and customers/partners Strategic management of intellectual capital

13 Information vs. Knowledge Information Organized, processed, communicated Data can be stored A prerequisite for knowledge Typical SharePoint implementations Information management & collaboration information overload Knowledge Expertize and skills gained through education as well as personal experience Mostly personal Overload? Never enough Implicit /tacit knowledge (know-how) cannot be formalized Explicit knowledge (knowwhat) can be stored

14 Information vs. Knowledge Knowledge in business context Most important asset of modern companies A base for innovation and profitability Most valuable resource Acquiring knowledge is costly and takes time Loss of knowledge costs even more

15 Hours per week TIME SPENT PUBLISHING, SHARING, SEARCHING FOR AND ANALYZING INFORMATION SEARCHING FOR INFORMATION ANALYZING INFORMATION PUBLISHING INFORMATION

16 Cost per Year per Employee $6,000 $13,000 $21,000 Searching for Information Analyzing Information Publishing Information $14,000

17 INFO VALUE Quantity Cost-to- Value Gap Risk-to- Value Gap

18 Findability Where is my stuff? File Share 60,948 folders 309,610 Files 264 GB

19 Metadata Data that describes the document Tags and Columns Speeds up search Permits use of views to organize and present documents and list items

20 Findability + Actionability = Business value SharePoint Many content types and formats Documents Images / media Wikis / blogs / discussions People records Business data Events Residing in a single system Created and managed through a common process Searchable through one search engine Taxonomy Methodical classification and categorization Controlled tagging vocabulary Faceted; multiple points of access Systematically governed Maps organizational knowledge Contextualizes content Improves search precision and recall common process Facilitates information discovery

21 The Death of Folders well almost Folder-level security is tedious to manage Folders should not be used in document libraries URLs for nested subfolders are too long Folders should be used for specific library functions for a collaboration site OneDrive Pro

22 Integration of SharePoint, KM and IT Get the technology right Know what the product should look like Make the technology fit the processes Let users decide what is needed

23 Integration of SharePoint, KM and IT Executive Backing Technology Platform Knowledge Management Buy-in Adoption ROI Governance

24 Community of Practice Requirements Gathering How will the site or solution be structured and divided into a set of site collections and sites? How will data be presented? How will site users navigate? How will search be configured and optimized? How can you organize content so that searches return useful results? What types of content will live on sites? How will content be tagged and how will metadata be managed? Does any of the content on the sites have unique security needs? What is the authoritative source for terms? How will information be targeted at specific audiences? Do you need to have language- or productspecific versions of your sites? Who will write content for the site and what method will you use to publish it?

25 SP Adoption User Adoption = Training Education Content Search

26 Governance If you have any experience with SharePoint as a document management platform today, you know that most organizations struggle to use it effectively. Typical negative impacts of SharePoint ineffective use proliferation of sites no clear standards on what documents should (and shouldn t) be stored there or how no clear guidelines for users on how to classify their documents little to no capabilities for promoting effective information lifecycle management little to no end user governance or oversight for things like site and document library structures, security and access settings, or document hygiene, and dozens, hundreds or even thousands of orphaned sites that, taken together, represent a digital landfill of staggering proportions.

27 What Does Weak Governance Look Like? No persistent organizational body owns information governance only addressed in a piecemeal, one-off, siloed way (if at all) Ownership of information governance is limited to a single group (e.g., only IT or only Legal) The ultimate responsibility for information governance stops short of the C-level (i.e., highest level owner of information governance is not a CXO) IT, Legal and Compliance, and the lines of business would say that information governance is not theirs to own, but rather better owned by one (or both) of the other two groups IT, Legal and Compliance, or the lines of business (perhaps all of them) would say that information governance is exclusively theirs to own and should not be owned by either of the other two groups No formalized process in place to ensure that information governance requirements are considered during the design phase of IT system development (whether the platform is built in house or acquired from a vendor)

28 What Does Strong Governance Look Like? A persistent organizational body owns information governance Ownership of information governance is cross-functional and includes meaningful participation from IT, Legal and Compliance, and the lines of business C-level executives take the ultimate responsibility for information governance IT, Legal and Compliance, and the lines of business feel a shared ownership and responsibility for information governance at the organization IT, Legal and Compliance, and the lines of business feel that effective information governance at the organization requires participation from the other two groups There is a formalized process in place (and followed) to ensure that information governance requirements are considered during the design phase of IT system development (whether the platform is built in house or acquired from a vendor)

29 Diet and Exercise Gain organizational alignment Get a provisional body in place to design the enterprise vision for information governance Identify near-term, burning platform, stop the bleeding issues and address them at once

30 Steps towards Governance Defining its own charter and operating model Define its work plan and begin executing against it policy development and implementation, project portfolio management education awareness building and training activities strategic thinking about how information governance can contribute to corporate objectives and enterprise goals

31 Governance Segments SharePoint Governance What to govern Information Management Content + information stored by users IT Governance Software + services Application Management Custom Solutions

32 Governance Governance and Site Types Different types of sites require different governance policies. This is because different sites have different requirements, which reflect their importance to the organization. Published sites have tighter governance over information and application management than team sites and personal sites (My Sites).

33 Typical amount of governance Governance and Site Types Central published site (Intranet home page) Departmental site Group and team sites Projects and workspaces Personal sites (My Sites) Proportion of site types in a typical environment

34 Information Management How will you govern the information in your organization, such as: documents, lists, Web sites, and Web pages? How do you maximize the information s usability and manageability? Who has access to what content how are you making content available internally and externally and to whom? Information architecture Information access Information management tools Information management considerations

35 Other Information Management Considerations Determine the rules or policies that you need to have in place for the following types of items: Pages Lists Documents Records Anonymous comments Anonymous access Terms and term sets External data Rich assets Blogs and wikis Feeds Content considerations should balance Availability Access Redundancy

36 Information Management Tools Use workflows and approvals for Document Centers and site pages wherever official documentation is stored. Use approval for published websites to control pages. Use version history and version control to maintain a history and master document. Use content types with auditing and expiration for document libraries to manage document lifecycle. Manage libraries by using the Content Organizer. Use site policies to manage site collection lifecycles. Use Information Rights Management and auditing to secure and audit important corporate assets and any sites that contain sensitive information.

37 Information architecture Determines how the information in that site or solution is organized and presented to the site s users. Good information architecture: Manageable - Can the IT team effectively implement and manage the information? Meets requirements - Does the information architecture meet regulatory requirements, privacy needs, and security goals? Increases effectiveness - Does the architecture add to your organization s effectiveness?

38 Application Management How will you manage the applications that are developed for your environment? What customizations do you allow in your applications? What are your processes for managing those applications?

39 Application Management Governance policy for apps for SharePoint SharePoint Store - Determine whether users can purchase or download apps from the SharePoint Store. App Catalog - Make specific apps for SharePoint available to your users by adding them to the App Catalog. App requests - Configure app requests to control which apps are purchased and how many licenses are available. Monitor apps - Monitor specific apps in SharePoint Server 2013 to check for errors and to track usage.

40 Application Management Customization Policy Service level descriptions Processes for analyzing Process for piloting and testing customizations Guidelines for packaging and deploying customizations Guidelines for updating customizations Approved tools for customization Who is responsible for ongoing code support Specific policies regarding each potential type of customization

41 Lessons Learned The real value of SharePoint lies not in improving what you are already doing but in changing what you do because you have new capabilities. Planning Executive buy in Get the IT right but focus on the end user Make the technology fit the process, don t force the process to conform to the technology.

42 Integration of SharePoint, KM and IT Executive Backing Technology Platform Knowledge Management Buy-in Adoption ROI Governance

43 Resources SharePoint What s the Point of SharePoint Jamie McAllister, February 4, 2013, Why SharePoint Projects Fail Symon Garfield, Microsoft SharePoint Server MVP, 2012, < The Art of SharePoint Success: Strategic Lenses - Knowledge Mgt, Intranets & Value Symon Garfield, Microsoft SharePoint Server MVP, 2012, Knowledge Management & SharePoint Best Practices: How to get organizational value out of SharePoint R. Freedman On, 2009, Measuring Return on Knowledge in a Big Data World Coveo, 2014, SharePoint and Knowledge Management: enemies or best friends? Marko Pršić Microsoft Consulting Services Sharepoint And Project Conference Adriatics 2013 Zagreb, November 27-28, 2013 The SharePoint Information Governance Problem Joe Shepley, CMSWire, 2014,