Presentation on theme: "Unlocking the Power of MySites in SharePoint 2010 Part One of the SharePoint 2010 Maturity Model series Unlocking the internal business value."— Presentation transcript:
Unlocking the Power of MySites in SharePoint 2010 Part One of the SharePoint 2010 Maturity Model series Unlocking the internal business value
About this series of talks »Part of the SharePoint 2010 Maturity Model »Unlocking the power of the platform and the enterprise »Aligning with strategy »Futureproofing the investment »Coordinated milestone driven approach
LevelPublicationCollaborationBusiness ProcessSearch 500 Optimising Content is personalized to the user. Content is shared across multiple functions and systems without duplication. Feedback mechanism on taxonomy is in place. Automated tagging may be present. Collaboration occurs outside the firewall – i.e. with external contributors. Automated processes exist for de-provisioning and archiving sites. Power users can edit existing workflows to adapt them to changing business needs. Users have visibility into process efficiency & can provide feedback into process improvements. Workflows incorporate external users. Users understand relationship of tagging to search results. Automated tagging may be used. High volumes can be handled. 400 Predictable Content is monitored, maintained, some is targeted to specific groups. Usage is analyzed. Digital assets are managed appropriately. If more than one doc mgmt system is present, governance is defined. Collaboration tools are used across the entire organization. Email is captured & leveraged. Work is promoted from WIP to Final which is leverageable. The majority of business processes are represented in the system and have audit trails. Mobile functionality is supported. Workflow scope is enterprise- level. Content types and custom properties are leveraged in Advanced Search. Results customized to specific needs, may be actionable. 300 Defined Site Columns/ Managed Metadata standardize the taxonomy. Page layouts & site templates are customized. Approval process is implemented. Collaboration efforts extend sporadically to discussion threads, wikis, blogs, and doc libs with versioning. Site templates are developed for specific needs. Workflows can recognize the user (i.e. knows “my manager”). Content types are leveraged. Workflow scope spans departments or sites. Search results are analyzed. Best bets and metadata properties are leveraged to aid the search experience. 200 Managed Custom metadata is applied to content. Templates standardized across sites. Lists used rather than static HTML. Multiple document mgmt systems may be present w/out governance around purpose. Mechanism is in place for new site requests. Collaboration efforts are collected in document libraries (links emailed rather than documents) Business process is defined; some custom SP Designer workflows (or third-party tool) may be implemented. Workflow scope is at departmental level. Custom scopes and iFilters employed to aid the search experience. 100 Initial Navigation & taxonomy not formally considered. Little to no checks on content. Folder structure is re- created from shared drives. Content that could be in lists is posted in Content Editor WP. Out of box site templates / layouts are used. Out of box collaboration sites set up as needed without structure or organization. No formal process exists for requesting a new site. Business process is loosely defined. Out of box workflows (approval, collect feedback) leveraged sporadically. A doc lib or list provides a central base of operations. Out of box functionality for query, results, and scopes; some additional content sources may be indexed. Copyright 2011 Sadalit Van Buren
Level People and Communities Composites and Applications IntegrationInsight 500 Optimizing Users can edit certain profile data that writes back to AD or HRIS. MySites template is customized. Communities extend to external participants. Forms connect with LOB data. New capabilities & requirements are surfaced & integrated into downstream capabilities. External data (partner/supplier or industry) is integrated with SP. Analytics and trending are employed. 400 Predictable Profile fields may integrate with LOB data. MySites are centralized (only one instance). Communities flourish under governance. InfoPath forms improve the user experience. Mobile functionality is supported. Most of the systems that are desired to be integrated, are integrated. A data warehouse may be integrated with SP. Items are actionable. 300 Defined Custom profile fields reflect company culture; photos are updated from central source. MySites rolled out to all users, supported, trained. Community spaces connect a particular set of users. Most critical business forms are online; some involve automated workflows. Multiple systems are integrated. Reports allow drill-down and charting. 200 Managed MySites rolled out to pilot groups or users. Out-of-box profiles implemented. Community spaces may be piloted. Increasing use of SP lists to replace Excel spreadsheets and paper forms. Applications are opened up to a larger group of users. A single system is integrated with SP. Reports are aggregated through customization. 100 Initial Basic profile data imported from AD or other source. MySites host not created. Some paper forms converted to SP list forms. Many Excel spreadsheets, Access databases, paper forms still stored in / linked to from SharePoint. Links to enterprise systems posted on SP site. Printed or exported business data is stored in doc libs. Existing reports are used; data is brought together manually. Copyright 2011 Sadalit Van Buren
LevelInfrastructureStaffing & TrainingCustomizations 500 Optimising System health & error logs monitored. Processes for archiving & de- provisioning are in place. Top-down support in place; dedicated IT business analyst, server admin, helpdesk, training staff; empowered user community. Multiple training offerings exist. Deployment is fully automated via features. Source code is managed centrally as IP, re-usable and shareable. 400 Predictable Backup/restore has been tested. Dev and QA environments are present. Administration may be improved via third-party tools. BLOB integration may be present. IT has more than one resource knowledgeable on the system. Requests for new functionality are tracked and prioritized. An end-user training plan is in place. Deployment is fully automated – solution package and scripts. Total Cost of Ownership is considered. 300 Defined Number of servers is appropriate to demands and scalable for future growth. Dev environment is present. Service Packs tested in QA and installed in a timely fashion. SP evangelized around the organization by individual or small group. Content owners from some functional areas are trained and using the system. One IT resource knowledgeable on the system. Mixed automated \ manual deployment process - some artifacts deployed via scripts, others by following list of manual steps. Source control is centralized. 200 Managed Multiple server installation or single- server is backed up on a regular basis. SP evangelized to a subset of depts or functional areas by an individual; work mainly done by individual or small group. Training is informal, ad-hoc. Changes are deployed from one environment to another using backup/restore. Source control is simple file storage. 100 Initial Single-server installation, sometimes rogue. No plan for availability / disaster recovery. One pioneer or small group pilots the product. No development, or development is done in Production. No QA / development environments. No source control. Copyright 2011 Sadalit Van Buren
The enterprise is an ecosystem Client benefits Configuration Boundaries CLIENT INTERFACE CORE STRATEGY STRATEGIC RESOURCES VALUE NETWORK Business Mission Products, Services & Market Scope Basis for Differentiation Core Competencies Strategic Assets Core Processes Fulfillment & Support Information & Insight Relationship Dynamics Pricing Structure Investors Partners Coalitions Media PROFIT POTENTIAL USING SHAREPOINT 2010 Efficient / Unique /Fit / Profit Boosters
SP 2010 supports the ecosystem Ribbon UI SharePoint Workspace SharePoint Mobile Office Client & Web App Integration Standards Support Tagging, Tag Cloud, Ratings Social Bookmarking Blogs and Wikis My Sites Activity Feeds Profiles and Expertise Org Browser Enterprise Content Types Metadata and Navigation Document Sets Multi-stage Disposition Audio and Video Content Types Remote Blob Storage List Enhancements Social Relevance Phonetic Search Navigation FAST Integration Enhanced Pipeline PerformancePoint Services Excel Services Chart Web Part Visio Services Web Analytics SQL Server Integration PowerPivot Business Connectivity Services InfoPath Form Services External Lists Workflow SharePoint Designer Visual Studio API Enhancements REST/ATOM/RSS
Intranets have not lived up to expectations Knowledge workers not using Intranet to work; Getting bigger and more expensive to run; Ineffective for Knowledge Management; Employees can’t find what they are looking for.
Principles of technology adoption Ease of Use Follow organisational process MySites Usefulness Align with Corporate Strategy MySites linked to KPI’s Make the user look good Personal Profiles Ability to demonstrate talent
Frontline Capability Empowered to act in the interests of the organisation Agility Engagement Willing to act in the interests of the organisation - Prof Gary Hamel - The Future of Management - McKinseys - Mobilizing Minds Adaptable, innovative communities of purpose Principles of interactive intranets
Enhance the corporate value of the Intranet Profiling employees leads to all kinds of opportunities Higher levels of technology adoption; Improve their search experience; Man vs. the machine Find particular skills within the organisation; and Directing the right communication to the right individual Negating communication fatigue.
A data driven approach 4 Data keys to unlock the value of the intranet and deliver on organisational objectives: »Profiling »Metadata »Taxonomies »Content Architectures
Profiling and MySites Qualifications – B Com Law, Hons Economics, MBA (GIBS) Experience – Business Intelligence, Digital Strategy, Social Media, Knowledge Management, Marketing, Content creation Projects – Pfizer, Comair, Naspers, Sun International, United Nations Previous positions – Didata, BCX, Primedia Interests – all things web and business. My KPI’s Kate Elphick Director Digital Bridges Innovation Hub firstname.lastname@example.org 083 250 8558
Enterprise social networks Social constructs made of nodes that are tied by one or more specific types of interdependency within an organisation. Nodes = Knowledge Workers Interdependency = Working in the value chain e.g. flows of communication
Organisational design HR Mandisa (Director) John (Salaries) Tracey (Performance) Thabang (Leave) Vikesh linsey Marketing Salome (Director) Patricia (Internal Comms) Jackson (Marketing and PR) Elizabeth (Brand building) Africa (Website) Sally (Sales support) Finance Jacob (Director) Steven (Financing) Jo (Debt Collection) Sara (Procurement) Sales team Operations Tom (Director) Jeff (Supply Chain) Jerry (Inventory) EXCO James (CEO) Michelle (PA) IT Suben (Director) Raymond (Software)
Why are enterprise networks NB? We employ knowledge workers; Social networks are about who knows whom and what; Companies harness, capture and learn from the knowledge employees create; Monitor flows of information throughout the organisation.
Metadata MetatagsMetadata Description TitleThe name of content, indicating the category of content it relates to. DescriptionA synopsis of the nature of the content. Creation Date The day the content is created. Expiry Date The date on which the content must automatically be deleted. AuthorThe name of the creator of the content. Department The department that relates to the content. Approval Status An indicator for whether the content has been approved. Key WordsKey words that are associated with the content to optimise search.
Content architecture Positioning statement Audience 1Audience 2Audience 3 What are they interested in? What do we want them to believe? What do we have to say?
8 key drivers of the Intranet supported by SharePoint 2010 Decision support Risk mitigation Knowledge management Innovation Collaboration Learning Employee engagement Employee management
Decision support There is a premium on information that helps executives to make the decisions required to manage a company. New demands for transparency from stakeholders and regulators magnify the need for better and more timely information. Two kinds of decision support; pull support push support
Pull support When people make decisions, they need to have access to the latest information, be able to find the most up to date version of the document, relevant reports etc. Document management; Search using key words; Employee Profiling.
Critical role of findability We are seeing an explosion of content No formal information architecture – it will grow organically, from every angle and corner of your organisation »Ability to reduce results by using permissions »Capability to search structure and unstructured data »Capacity to create collections »Search analytics »Tuning facilities for promoting specific content »How do we link information to KW’s?
Push support Internal communication RSS feeds ensure that the latest relevant information from outside the organisation is reaching the right executive; Information about the company in the form of regularly updated news portals or progress reports etc. and Aggregated information, dashboards and BI reports.
Risk mitigation People need to have the correct information at the correct time. Document Management Version control and other document management Company Policies Documentation pertaining to governance must be easily findable and accessible on the Intranet. Build corporate governance into the operational processes on the Intranet; Build early warning flags into the Intranet.
Innovation Collaboration tool for different employees from different parts of the organisation to become aware of and participate in Innovation projects. Well designed Intranets let the employees attach »related documentation to the Innovation project »profiles of the individual participants This data can be interrogated to understand the Innovation process or to identify people will great innovation skills. A great Knowledge Management tool. External feeds and matching principles
Profitable collaboration Collaboration must be useful. Why are we collaborating? What do we want to achieve? How will we know when we have achieved it? What do we need to provide the users in order to ensure that their collaboration tools are fit-for-purpose? Should we be collaborating at all?
Employee engagement Connect and communicate with employees On boarding Interesting content, Rewards for contributions Self service, leave etc. Enabling them to see how they are performing Let them network and up-skill each other within professional communities of interest. Reduces attrition
Learning Incorporate workflow which enables the employees to identify gaps in their knowledge and to book themselves on courses; Provide on-line learning material eBooks and Manuals Webinars IM The succession plan can also be built into the individual’s profile as they learn and progress through the organisation.
Who should have which tools? Integration model Systematic, repeatable work Reliant on formal processes, methodologies, or standards Dependant on tight integration across functional boundaries Collaboration Model Improvisational work Reliant on deep expertise across multiple functions Dependant on fluent deployment of flexible teams Transaction model Routine work Reliant on formal rules, procedure and training Dependant on low-discretion workforce or on automation Expert model Judgement-orientated work Reliant on individual expertise and experience Dependant on star performers Structured provision tools are commonly used Free-access tools are commonly used but structured provision may be applied in some areas Free-access tools are typically the only successful approach Level of interdependence Collaborative groups Individual actors RoutineInterpretation/judgement Complexity of work
10 Lessons learned from successful intranets Hard code the organisational strategy into the intranet Profiling Process Integration Have a strong content governance structure Ensure user adoption More isn’t necessarily better Strong search is important Listen The intranet isn’t an IT-driven initiative