1. Bill English, CEO Mindsharp
This must be the opening slide
Understanding Your deployment from a maturity model and user adoption assessment

3. About the Speaker Bill English 11 years as a SharePoint Server MVP
Author on 14 books (whew!)
Co-Owner of Mindsharp & Best Practices Conference
Blog: sharepoint.mindsharpblogs.com/bill
LinkedIn: Bill English
Current Position: CEO of Mindsharp
Hometown: Maple Grove, MN
Latitude: ; Longitude:
-6:00GMT

4. About Mindsharp
Mindsharp® Purpose To best understand and deliver the essential education that our customers need to be successful. Mindsharp Vision To be a strategic partner with our customers, helping them do more than they thought possible through the people and technology they already have.

5. Mindsharp Core Values Premier Educators
Value Name
Value Definition
Premier Educators
We exceed customer expectations in a quality and value through delivering innovative education. Others turn to us for thought and technical leadership inside and outside the classroom.
Ethical
We do things right in order to do the right thing
Professional
Recognition by others, internal and
external, that we are responsible and accountable as demonstrated by our actions and dealings—and the individual acceptance that our actions influence the perception others have of us
Perseverance
The choice to keep working until the results are delivered.

6. Where is Minnesota?

7. What is Minnesota Known For?

8. July 6-12… July 6 – 17:

10. Sharepointmaturity.com Core Competencies Publication Collaboration
Business Process
Search

11. Sharepointmaturity.com Advanced competencies People and communities
Composites and applications
Integration w/LOB apps
Insights (BI/Dashboards)

12. Sharepointmaturity.com Readiness competencies
Infrastructure and administration
Staffing and training
Customizations

13. Sharepointmaturity.com Maturity Definitions
100 – Initial: fully immature
200 – Managed: managed by a central group, but the focus and definition varies by functional area or is limited to a single area
300 – Defined: not in use across the entire organization. Governance is defined but may not be widely understood / followed. ROI is considered.
400 - Predictable: The particular area is centrally supported, standardized, and implemented across the entire organization. Governance is defined and understood / followed.
500 – Optimizing: The particular area is functioning optimally and continuous improvement occurs based on defined and monitored metrics. ROI is demonstrable.

14. Sharepointmaturity.com Central Mgmt Focus & Definition
Limited vs. Global Use
Governance
ROI
500 – Optimizing
N/A
Optimized w/ Feedback Loop
Demonstrat-able
400 – Predictable
Centrally Supported
Standardized & Implemented
Global Use
Defined, Understood, Followed
300 – Defined
Limited Use
Defined, not Understood or Followed
Considered
200 – Managed
Managed Centrally
Not Standardized
Limited to Single Use
Non-Existent
Not Considered
100 - Initial

15. SharePointmaturity.com Competency & Adoption based model expressed in
Feature/Functional standardized use
Breath of use (adoption)
Efficiency of use (Competency)
Right effort, right focus, right time
Applaud her leadership in this area
Gathering customer data from willing participants is foundational to research success

16. Sharepointmaturity.com
Starts with SharePoint rather than business requirements/needs
Example: global use is assumed to be “mature”
Lacks insight into how divergent business models emphasize different SharePoint features for internal use
Does not account for adoption patterns
Does not account for re-invention of SharePoint in normal maturation process

17. Core Assumption
Alignment and Support of Business Strategies Define “Maturity” in SharePoint Implementations

18. Maturity Assumption “Maturity” vs. “Immaturity”
The concept of “maturity” assumes the existence of “immaturity”
Both refer to a standard that is outside each concept
Similar to differentiations between “normal” and “abnormal”
Frankenstein….”Abby….Normal”….

19. Competency Assumption
Competency ≠ Maturity
Competency = “what I can do”
Maturity = “How do I measure up to the standard?”
But isn’t Maturity measured by activity?
Yes. But…
The activity is *always* related to a larger context and the standard itself to classify the behavior as “mature” or “immature”

20. Example
500 – Publication: “Content is personalized to the user. Content is shared across multiple functions and systems without duplication. Feedback mechanism is in place for pages and taxonomy. Automated tagging may be present.”
Counter:
Some business use cases require duplication of content
Some taxonomies are forced by regulation

21. Business-Focused Maturity Model for SharePoint & User Adoption Model

22. Business-Focused Scales
Adoption Patterns
Organization Commitment
Feature Mapping
Environmental Considerations
Skills (Competence)

23. Sites And Collaboration Are SharePoint’s Sweet Spots
September 2011 “SharePoint Adoption: Content And Collaboration Is Just The Start”
Sites And Collaboration Are SharePoint’s Sweet Spots

24. Sites And Collaboration Are SharePoint’s Sweet Spots (Cont.)
September 2011 “SharePoint Adoption: Content And Collaboration Is Just The Start”
Sites And Collaboration Are SharePoint’s Sweet Spots (Cont.)

25. Top Down
Start Small
Start Big
Bottom Up

26. Adoption Theory Adoption occurs through a process in which:
A new idea (innovation)
Is communicated through certain channels
Over time
Among members of a social system
If it’s perceived as a new idea, it’s an innovation

27. #1: New Idea
SharePoint Adoption

28. Adoption Theory & SharePoint
SharePoint is a new idea.
I would submit that each “feature set” within SharePoint is a distinct innovation opportunity
Reinvention will cause more innovation on the application of SharePoint to business needs and processes

29. Rate of Adoption
Why are some new ideas adopted swiftly (cell phones or iPads) and others take decades, if at all? (Metric vs. Imperial systems)
There are 5 characteristics of any innovation that must be taken into account, as perceived by the individual, if you’re going to understand the rate (how fast or slow) of adoption.
This applies directly to SharePoint.

30. Relative Advantage
Degree to which an innovation is perceived as better than the idea it supersedes or is replacing
Does not matter if SharePoint has “objective” advantage. What does matter is if the individual perceives SharePoint as advantageous.

31. Compatibility
Degree to which an innovation is perceived as being consistent with the existing values, past experiences, and the needs of potential adopters.
SharePoint might be incompatible with:
Existing ECM systems
Existing intranet systems
Existing information flow processes
Another political ploy by group(s) with turf issues??

32. Complexity
Degree to which an innovation is perceived as difficult to understand and use.
The quality of relationships and the opinions within the social system are foundational to this characteristic
New ideas that are simple to understand are more readily adopted.
This is why “dosing” out SharePoint features is such a good idea.

33. Trialability
Degree to which an innovation may be experimented with on a limited basis.
New ideas that can be tried on the “installment plan” will generally be adopted more quickly.
“Learn by doing” overcomes risk and uncertainty
This is why training is so important to a SharePoint deployment

34. Observability
Degree to which the results of an innovation are visible to others.
The easier it is for individuals to see the results of an innovation, the more likely they are to adopt.
Stimulates peer discussions
Leads to re-invention

35. Reinvention & Technology Clusters
Reinvention is the degree to which an innovation is changed or modified by a users in the process of adoption.
Technology Clusters consists of multiple, distinguishable elements that are perceived as being closely interrelated.
“Package” innovations are usually adopted more rapidly, assuming the five previous characteristics are in play

36. Reinvention as Personalization
Reinvention helps adopters customize an innovation to fit their unique situation.
Innovations are adopted more rapidly when they can be reinvented.

37. Top Down Bottom Up Adoption: Start Small, Bottom Up Start Small
Relative Advantage: Show how the solution eases pain
Compatiblity: “Work up”
Complexity: KISS, “Dose”
Trialability: Training, Sandbox
Observability: Learn/deploy in groups
Start Small
Start Big
Bottom Up

38. Top Down Bottom Up Adoption: Start Big, Bottom Up Start Small
Simplicity is Paramount. High visilbility leads to additional conflict. Emphasize Relative Advantage and Compatibility.
Keep Complexity at Bay. Plan for Reinvention. Dose out in clusters, if possible.
Bottom Up

39. Top Down Bottom Up Adoption: Start Small, Top Down Start Small
Likely a “pet project”
Focus on point solution
Emphasize compatibility and complexity
POC = Trialability
Internal report = Observability
Start Small
Start Big
Bottom Up

40. Top Down Bottom Up Adoption: Start Big, Top Down Start Small Start Big
Relative advantage & Compatibility have been decided at top layer
Solution may be complex
Overcome resistance with Trialability and Observability
Training on other three
Start Small
Start Big
Bottom Up

41. #2 Communication Channels
SharePoint Adoption

42. Communication Channel Basics
The nature of the information exchange relationship determines the conditions under which a source will or will not transmit the innovation to the receiver and the effect of such a transfer.
Mass Media
Personal
Interactive (Internet)

43. Like it or not…
Most people depend mainly upon a subjective evaluation of an innovation that is conveyed to them from other individuals like themselves who have adopted the innovation
Adoption is mainly a social process based on interpersonal communication relationships

44. Homophily vs. Hererophily
The transfer of ideas occurs most frequently between people who are similar or homophilous.
A common problem: communication of an innovation occurs between people who are heterophilous.
Best: homophilous on most variables, but heterophilous on the innovation.

45. Top Down Bottom Up Communication Start Small Start Big
Grassroots may become “lost” in the explanation of relative advantage, compatibility and/or complexity for a SharePoint adoption.
Best to have management use others who are more homophilous to “make the case”
Homophilous is high, so observability and compatibility should be high too.
Heterphilous and homophilous will need to be understood the larger the divergent groups across which SharePoint is being deployed.
Start Small
Start Big
Bottom Up

46. #3 Time
SharePoint Adoption

47. Time Matters
Three Parts to the Time Element in the Adoption of an innovation:
The Innovation-Decision process
The “innovativeness” of an individual to adopt compared to others in their social system
An innovation’s rate of adoption, measured by sheer number of members in the social system who adopt over a given time period.

48. Innovation Decision Process

49. Adoption Groups

50. Innovators: Venturesome
High degree of mass media exposure
Like new stuff because it is new
Seek out new ideas
Wide interpersonal networks
Cope with higher levels of uncertainty
Willing to accept certain levels of setback in order to move forward
Gatekeepers to new ideas in the organization

51. Early Adopters: Respect
Highest degree of opinion leadership
Serve as a role model (Observability) for others in the following categories
Help trigger critical mass when they adopt and innovation
Respected by their peers
Embody successful, discrete use of new ideas
Decrease uncertainty about new ideas for later groups

52. Early Majority: Deliberate
Roughly 1/3 of the population
Seldom hold opinion leadership positions
Connected to both Early Adopters and Late Majority members makes them an important link in the adoption process
Take their time – extend time period
Deliberate over adoption
Willing to adopt, but never lead in that process.

53. Late Majority: Skeptical
Roughly 1/3 of the population
Adopt due to peer pressure and/or economic necessities
Most uncertainty needs to be removed before they will adopt – Trialability and Observability are important components

54. Laggards: Traditional
Many are considered isolated in one way or another from the social system
Point of reference is the past
Suspicious of new ideas
Adoption lags far behind awareness
Must be certain the new ideas will succeed
Fairly impervious to peer pressure
Usually economic forces that drive them to adopt

56. “Quickness” of Adoption

57. Avoid the Hype Cycle

58. #4 Social System
SharePoint Adoption

59. Understanding social systems
The social system defines the boundaries in which adoption occurs
Norms are established behavior patterns for a social system.
Some norms can be barriers to adoption (Compatibility and Relative Advantage)
Opinion Leaders influence others’ attitudes and behavior
Opinion leadership is earned based on competence, accessibility and conformance to the system’s norms

60. Opinion Leaders Count Don’t Ignore Them
More exposed to all forms of external communication
More cosmopolitan
Generally have higher socio-economic status
More innovate (compared to others in their social system)
At the center of the interpersonal communication networks within the social system

61. Optional innovation-decisions
Social System
Top Down
Authority innovation-decisions
Collective innovation-decisions
Optional innovation-decisions
Start Small
Start Big
Bottom Up

62. Organizational Commitment
Scale #2
Organizational Commitment

63. Top Down Bottom Up Commitment Start Small Start Big
Commitment by single authority or very small group of individuals
Make their project “shine” to gain credibility to move bigger
Team or Department level commitment.
Work to find Top Down/Start Small pet project to move up
Work to generalize adoption to move bigger
Must be some level of commitment by the organization to enable system-wide usage of SharePoint features
Bear in mind – you have higher visibility than you think
Commitment usually based on global, strategic needs.
Unusual to have SharePoint defined as strategically necessary by CEO
Know your place. It’s usually not here.
Start Small
Start Big
Bottom Up

64. Other Indicators of Organizational Commitment?
Champion at VP level or higher
Funded, approved budget
Hire/fire authority
Clear connections between strategy, goals and SharePoint
Have both bottom up and top down support

65. Scale #3
Feature Adoption

66. Several Main Points
Do not try to align feature adoption rates across all features.
Best to measure maturity based on fulfillment of clearly articulated business requirements
Global use does not indicate maturity
Correct use of features to support business requirements, strategic goals, etc… is how maturity is measured

67. Sites And Collaboration Are SharePoint’s Sweet Spots
September 2011 “SharePoint Adoption: Content And Collaboration Is Just The Start”
Sites And Collaboration Are SharePoint’s Sweet Spots

68. Sites And Collaboration Are SharePoint’s Sweet Spots (Cont.)
September 2011 “SharePoint Adoption: Content And Collaboration Is Just The Start”
Sites And Collaboration Are SharePoint’s Sweet Spots (Cont.)

69. Other Notes on This Scale
Lack of use of any given feature might indicate maturity in the Enterprise Application Architecture (see later slides)
Slower than anticipated adoption may be due to
Longer adoption periods within social groups
Lack of adequate education (trialability)
SharePoint hype led to dissonance and rejection

70. Environmental Considerations
Scale #4
Environmental Considerations

71. Adoption hindered when…
Lack of
Core Ideology
Core Values + Clear Purpose for the Organization
Long-Term Vision
Clearly articulated short-term mission that is derived from the long-term vision
Little connection between vision, mission and strategic plan
Written business requirements that translate purpose and vision to an operational-level plan

72. (cont.)
Lack of ability to resolve conflict at higher levels within the organization
When governance is thought to be created rather than derived from risk and compliance assessments.
When there exists redundancies in your enterprise ECM architecture because no one has done a gap/redundancy analysis with a view to articulating where Sharepoint starts and stops

73. Truths You can Count On
Gaps and/or immaturity in your business model or in those holding positions in your business model will hurt and potentially reduce the “maturity” of your SharePoint deployment.
CEOs generally don’t care what software platform is utilized. Get over it.
Work with who you can.

74. One Final Truth
The maturity of your SharePoint deployment is a direct reflection of the maturity and function (or dysfunction) of your organization.

75. Contact Information
Bill English 7767 Elm Creek Blvd, STE 220 Maple Grove, MN LI: Bill English FB: Bill English

76. Connecting
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