3 About the Speaker Bill English 11 years as a SharePoint Server MVP Author on 14 books (whew!)Co-Owner of Mindsharp & Best Practices ConferenceBlog: sharepoint.mindsharpblogs.com/billLinkedIn: Bill EnglishCurrent Position: CEO of MindsharpHometown: Maple Grove, MNLatitude: ; Longitude:-6:00GMT
4 About MindsharpMindsharp® 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 NameValue DefinitionPremier EducatorsWe 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.EthicalWe do things right in order to do the right thingProfessionalRecognition by others, internal andexternal, 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 usPerseveranceThe choice to keep working until the results are delivered.
10 Sharepointmaturity.com Core Competencies Publication Collaboration Business ProcessSearch
11 Sharepointmaturity.com Advanced competencies People and communities Composites and applicationsIntegration w/LOB appsInsights (BI/Dashboards)
12 Sharepointmaturity.com Readiness competencies Infrastructure and administrationStaffing and trainingCustomizations
13 Sharepointmaturity.com Maturity Definitions 100 – Initial: fully immature200 – Managed: managed by a central group, but the focus and definition varies by functional area or is limited to a single area300 – 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 UseGovernanceROI500 – OptimizingN/AOptimized w/ Feedback LoopDemonstrat-able400 – PredictableCentrally SupportedStandardized & ImplementedGlobal UseDefined, Understood, Followed300 – DefinedLimited UseDefined, not Understood or FollowedConsidered200 – ManagedManaged CentrallyNot StandardizedLimited to Single UseNon-ExistentNot Considered100 - Initial
15 SharePointmaturity.com Competency & Adoption based model expressed in Feature/Functional standardized useBreath of use (adoption)Efficiency of use (Competency)Right effort, right focus, right timeApplaud her leadership in this areaGathering customer data from willing participants is foundational to research success
16 Sharepointmaturity.comStarts with SharePoint rather than business requirements/needsExample: global use is assumed to be “mature”Lacks insight into how divergent business models emphasize different SharePoint features for internal useDoes not account for adoption patternsDoes not account for re-invention of SharePoint in normal maturation process
17 Core AssumptionAlignment 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 conceptSimilar to differentiations between “normal” and “abnormal”Frankenstein….”Abby….Normal”….
19 Competency Assumption Competency ≠ MaturityCompetency = “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 Example500 – 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 contentSome taxonomies are forced by regulation
21 Business-Focused Maturity Model for SharePoint & User Adoption Model
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.)
26 Adoption Theory Adoption occurs through a process in which: A new idea (innovation)Is communicated through certain channelsOver timeAmong members of a social systemIf it’s perceived as a new idea, it’s an innovation
28 Adoption Theory & SharePoint SharePoint is a new idea.I would submit that each “feature set” within SharePoint is a distinct innovation opportunityReinvention will cause more innovation on the application of SharePoint to business needs and processes
29 Rate of AdoptionWhy 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 AdvantageDegree to which an innovation is perceived as better than the idea it supersedes or is replacingDoes not matter if SharePoint has “objective” advantage. What does matter is if the individual perceives SharePoint as advantageous.
31 CompatibilityDegree 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 systemsExisting intranet systemsExisting information flow processesAnother political ploy by group(s) with turf issues??
32 ComplexityDegree 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 characteristicNew ideas that are simple to understand are more readily adopted.This is why “dosing” out SharePoint features is such a good idea.
33 TrialabilityDegree 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 uncertaintyThis is why training is so important to a SharePoint deployment
34 ObservabilityDegree 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 discussionsLeads 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 painCompatiblity: “Work up”Complexity: KISS, “Dose”Trialability: Training, SandboxObservability: Learn/deploy in groupsStart SmallStart BigBottom 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 solutionEmphasize compatibility and complexityPOC = TrialabilityInternal report = ObservabilityStart SmallStart BigBottom Up
40 Top Down Bottom Up Adoption: Start Big, Top Down Start Small Start Big Relative advantage & Compatibility have been decided at top layerSolution may be complexOvercome resistance with Trialability and ObservabilityTraining on other threeStart SmallStart BigBottom Up
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 MediaPersonalInteractive (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 innovationAdoption 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 SmallStart BigBottom Up
47 Time MattersThree Parts to the Time Element in the Adoption of an innovation:The Innovation-Decision processThe “innovativeness” of an individual to adopt compared to others in their social systemAn innovation’s rate of adoption, measured by sheer number of members in the social system who adopt over a given time period.
50 Innovators: Venturesome High degree of mass media exposureLike new stuff because it is newSeek out new ideasWide interpersonal networksCope with higher levels of uncertaintyWilling to accept certain levels of setback in order to move forwardGatekeepers to new ideas in the organization
51 Early Adopters: Respect Highest degree of opinion leadershipServe as a role model (Observability) for others in the following categoriesHelp trigger critical mass when they adopt and innovationRespected by their peersEmbody successful, discrete use of new ideasDecrease uncertainty about new ideas for later groups
52 Early Majority: Deliberate Roughly 1/3 of the populationSeldom hold opinion leadership positionsConnected to both Early Adopters and Late Majority members makes them an important link in the adoption processTake their time – extend time periodDeliberate over adoptionWilling to adopt, but never lead in that process.
53 Late Majority: Skeptical Roughly 1/3 of the populationAdopt due to peer pressure and/or economic necessitiesMost 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 systemPoint of reference is the pastSuspicious of new ideasAdoption lags far behind awarenessMust be certain the new ideas will succeedFairly impervious to peer pressureUsually economic forces that drive them to adopt
59 Understanding social systems The social system defines the boundaries in which adoption occursNorms 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 behaviorOpinion 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 communicationMore cosmopolitanGenerally have higher socio-economic statusMore 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 SystemTop DownAuthority innovation-decisionsCollective innovation-decisionsOptional innovation-decisionsStart SmallStart BigBottom Up
63 Top Down Bottom Up Commitment Start Small Start Big Commitment by single authority or very small group of individualsMake their project “shine” to gain credibility to move biggerTeam or Department level commitment.Work to find Top Down/Start Small pet project to move upWork to generalize adoption to move biggerMust be some level of commitment by the organization to enable system-wide usage of SharePoint featuresBear in mind – you have higher visibility than you thinkCommitment usually based on global, strategic needs.Unusual to have SharePoint defined as strategically necessary by CEOKnow your place. It’s usually not here.Start SmallStart BigBottom Up
64 Other Indicators of Organizational Commitment? Champion at VP level or higherFunded, approved budgetHire/fire authorityClear connections between strategy, goals and SharePointHave both bottom up and top down support
66 Several Main PointsDo not try to align feature adoption rates across all features.Best to measure maturity based on fulfillment of clearly articulated business requirementsGlobal use does not indicate maturityCorrect 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 toLonger adoption periods within social groupsLack of adequate education (trialability)SharePoint hype led to dissonance and rejection
71 Adoption hindered when… Lack ofCore IdeologyCore Values + Clear Purpose for the OrganizationLong-Term VisionClearly articulated short-term mission that is derived from the long-term visionLittle connection between vision, mission and strategic planWritten 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 organizationWhen 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 OnGaps 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 TruthThe maturity of your SharePoint deployment is a direct reflection of the maturity and function (or dysfunction) of your organization.
75 Contact InformationBill English 7767 Elm Creek Blvd, STE 220 Maple Grove, MN LI: Bill English FB: Bill English
76 ConnectingSharePoint TechnologyCost Effective – More people trained = reduced cost per userOn Demand – Fits into everyone’s busy scheduleConstant and consistent training throughout entire organizationQuizzes and UserVersity* Certifications promote results-based learningDemo lessons available online or you can request 10 free fully-licensed lessons from:*Install in SharePoint or LMSEnd Users
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