Share point governance webinar 1 how to build (ron charity) - draft 3102013
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Share point governance webinar 1 how to build (ron charity) - draft 3102013
- 1. SharePoint How to build, launch and manage your SharePoint governance program • Ron Charity • roncharity@gmail.com • 416-300-6033
- 2. Read me • Prescriptive step by step approach for establishing a SharePoint governance program • Audience - architects, consultants, service owners • Holistic view of SharePoint Governance - people, process, policy and technology • This is not a product review – products will be mentioned but only fraction of the solution • This topic isn't for the meek – that’s why so many get it wrong • Recommended reading and other materials provided • 40 minute presentation time – 20 slides
- 3. BIO Ron Charity A published Technologist with 20 + years in infrastructure and application consulting. Experience working in the US, Canada, Australia and Europe. Has worked with SharePoint technologies since 2000. Currently he is responsible for a large global SharePoint environment consisting of several farms that service 140 countries. Plays guitar in a band, rides a Harley Nightster, owns a Superbird and enjoys travel especially beaches.
- 4. Summary • Prescriptive SharePoint governance • A better way to direct IT • Step by step approach – this isn't a quick win approach – longer term maximum value is key • I’ll highlight roadblocks my clients have experienced and a prescriptive approach with references to further study. • Upon completion, attendees will have step by steps approach with examples they can apply to their situation.
- 5. Agenda • Before we start some advice… • Senior sponsor • Key stakeholders • Service and Roadmap • Roles and Responsibilities • Communication plan and governance site • Goals for the first year • Launch program and upkeep • Ongoing management, reporting and progress reviews
- 6. Before we start… • This is a complex topic • You shouldn’t tackle it on your own • I assume your quick wins have been implemented • Its about people, process, policy and tools • Blend COBIT and Microsoft's material • Organizational politics will be a major obstacle • There are quick wins…it will take time for your to implement • Don’t get discouraged • Perseverance wins
- 9. Defined • Governance for SharePoint is about – CIO its about service delivery and cost containment – IT its about control, provisioning and stability – HR and business it is about defining what the users can do and cant do • It’s a plan for managing expectations • Managing and containing costs • Facilitating user adoption • Without it conflict is certain, expected improvements delayed and service quality a concern
- 10. Where to focus • Senior sponsor • Organizational aspects • Defining the service • Roles and responsibilities • Work underway and what’s currently in place that can be leveraged • Winnable objectives
- 12. Current state • No consolidated view of direction • Perception of product value • Administration, compliance and infrastructure pain • Visibility around the issues from stakeholders • Excessive infighting, lack of understanding and trust • Roles and responsibilities not understood, gaps and/or accepted • No agreed upon resolution plan • Lack of funding
- 13. Senior sponsor • Is your coach and play a major in facilitating action and ownership • High up on the food chain - Politically savvy - Knows how to sell • Has business and IT experience • Budget ownership and influence • Has time to help you • Work with manager and stakeholders
- 14. Key stakeholders • Identify stakeholders • They are person(s) that: – Use the service – Design the service – Pay for the service – Provide support • They could be users, business sponsors, IT sponsors, architects, PMO, support, venders • Hold one on ones and group session to validate • Get sign off
- 15. Service • Define what the service in one sentence • What it delivers / what it doesn't • Resources required • Budgets • Technical constraints • Service levels • One on one and group sessions • Get sign off
- 16. Roadmap • Depicts product direction – plan of record • Time span for product upgrades and enhancements • Breakdown of funded activities with dates • A roll up of approved (funded) stakeholder requirements • Work with stakeholders to develop • Managed ongoing
- 17. Roadmap 2012 Q4 2013 Q1 2013 Q2 2013 Q3 2013 Q4 2014 Q1 2014 Q2 Storage Archive Backup 2013 Upgrade Records Mgmt
- 18. Roles and Responsibilities • Identify the roles • Document their responsibilities, activities, deliverables, skill sets, who they work with, report to… • Define what success means for each or the roles • Communication of roles and agreement • Get sign off from all stake holders
- 19. Roles and Responsibilities • Example roles include – Business sponsor • Provides funding and reports to CIO • Sets priorities and works with Product Manager – Product manager • Manages the service as a program, sets product direction, roadmap and standards • Works with business sponsor and various departments that provide the service. • Architecture, Quality Assurance, Engineering, Learning and development, support etc.
- 20. Communications • Your audience is your stakeholders • Gets the message out to all stakeholders • Tailored to the stakeholders needs • Work with communications team • Use SharePoint, word of mouth, Email and Posters as tools • Communication plan (PMBOK) for example
- 21. Setting Goals • Focus on the basics first – Launching the program – Educate the organization • Getting the team acquainted – Meetings and one on ones • Maintain momentum – Meeting attendance – Relevant meeting agenda topics • Show progress
- 22. Launch • Get the message out • Work with communications team • Email, communities and posters • Announcements to stakeholders, staff and 3rd parties • What it means to them, impacts them and why they should care • Where to obtain more information • Post all material to SharePoint site
- 23. Ongoing upkeep • It will take steady work and perseverance • Setup and use communities for two way communication • Monthly stakeholder / community calls • One on one calls with key and problem people • Project Manage items being worked and completed – highlight successes • Reporting on success and status • Agreed upon roadmap updates
- 24. Where do I start? • What's broken? – Really broken and causing pain • What resources are required to fix it? – Is it money? Time? Executive approvals? • How much time will it take to fix? • Get your core team together and whiteboard – Top priorities – Assign ownership and next steps – Set dates for follow
- 25. Best Practices • Don’t tackle governance on your own • Executive sponsorship • Financial and business pain • Communications plan • Focus on what you can do • Gather facts from available reports to backup statements • Demonstrate progress • Persistence
- 26. Tools that will help • One on one working sessions with a lot of open ended questions and listening • Whiteboard to help visualize • Communication plan sample • SharePoint team site sample • Grove visual tools www.grove.com • Codeplex resources • Reporting tools
- 27. Additional Reading • IT Governance – Book • COBIT - Website • ISACA Planning Guide - Book • Microsoft – Governance in SharePoint • Ron Charity – Real World Governance • Dan Holme – Governance Q&A • AIIM – Governance Toolkit • Carolyn – SharePoint Archiving Solutions • AvePoint – SharePoint Solutions • Axcellar – SharePoint Solutions
- 28. Q&A • Questions? • Ideas or suggestions you want to share? • Text chat or contact me at – roncharity@gmail.com – ca.linkedin.com/in/ronjcharity/
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- Prescriptive SharePoint governanceGetting the most value from SharePoint A better way to direct IT forPrioritize and direct investmentCreate optimal advantage, maneuverability, agility…Measure the value – establish grounds and measures of successManage risks – have a risk planStep by step approachthis isn't a quick win approachlonger term maximum valueI’ll highlight roadblocks my clients have experienceda prescriptive approach with references to further study.Upon completion, attendees will havestep by steps approachexamples they can apply to their situation
- Mental note >> What's the point? Why should they care?Identify a senior sponsorHow to identify an executive sponsor and why it’s important to have senior (authority spanning groups) sponsorship.Without you wont get farIdentify the key stakeholdersHow to identify stakeholders (Business, IT, Third parties) and why they must be represented (to be successful).The role the senior sponsor plays in this step.Without them you wont reduce conflict, contain costs and manage expectations effectivelyDefining the service and roadmapWhat it will offer? To whom?Roadmap for features, improvements, upgrades…How to approach assembling and maintenanceRoles and responsibilitiesWho does what, area of responsibility, activities, deliverablesDemarcation points / hand offs / overlapWhat to watch out for with overlapDocument the current values for the measures for successWhy metrics for success and value are important – agreement with stakeholdersThe role the senior sponsor plays in this step.Document the charterWhy it’s important to have a charter (marching orders), examples and how to obtain buy in from key stakeholders.Document the guiding principlesWhy guiding principles are needed, examples and how they guide the decisions process.Create an implement your communication planWhat must be in your plan, examples, tools required such as SharePoint etc.Create a governance site for managing communicationsTools you will require and the features and content they must contain.Set realistic goals for the first year and establish review cyclesHow to set goals, examples and the importance of demonstrating success.Launch the governance programHow to launch the program, key activities and outcomes.Ongoing management and progress reviewsHow to keep the program going, measure progress and improve upon it.The role the senior sponsor plays in this step.
- Mental note >> What's the point? Why should they care?Do you need governance? See the need?For those with new deployments this could be your future if not managed we'llFor small deployments you may never experience thisFor large deployments I feel your pain…Is your company ready for this?Is there enough pain?Is there alignment?Some companies want better but wont put in the effortGauge this carefullyThis is a complex topicIf it was easy it would be fixed by nowYour not the only one strugglingGenerally there is no quick fix - Grass roots only goes so farGenerally IT doesn’t do a good job of explaining, the business doesn’t care – how do you bridge that gap?Cobit can help but it’s a high level framework – you need a plan specific to your circumstancesMicrosoft SharePoint governance document can help but its product specificI will help bridge the gapValue must be demonstrated quickly or participation will fizzleYou cannot tackle this on your ownHave you tried and failed or had marginal success?Tried to implement settings and received pushback?No interest was shown from senior mgmt?This is bigger than you think – lone admins wont be able to tackle this successfullyYou need a senior sponsor / coach – especially in large distributed organizationsGet to know your stakeholders – they are your core team and must be actively involvedThey will make or break your successLearn the perception of each before moving forward – don’t work in bubbleIf you don’t have a financial background take a finance courseLearn to speak in terms of invest, cost and riskBridge gap between business and technologyThe gap being cost savings, efficient and revenue generation technology can provideIts about people, process, policy and toolsWatch out for vender hype - governance isn't about tools - though have a rolePolitics = disconnects = communication break down = lack of trust and or understanding = no tractionOutsourcing agreements work against you – no penalties, cheapest option taken, yes but…from vendersOrganizational politics will be a major obstacleThis is your biggest risk – coach will helpPerception is everythingCommunications plan is key success factorThere are quick winsin some cases but you must be focused on longer term valueDon’t get discouragedPerseverance wins
- Mental note >> What's the point? Why should they care?I think the problem with most governance is many omit the people side of the equation or take an IT only viewThey focus on tools and settings – without stakeholder buy in you wont get farAlso having a solid technology platform that isn't brittle goes a long wayMost don’t understand tech and see it as easySharePoint's power is its Achilles heelPeople have the power and have expectations that its all easyThey are just trying to their job done
- Mental note >> What's the point? Why should they care?Disconnects are your enemyThey cause you pain, waste money an timeLead to poor quality of serviceHide the real problemsWith Governance your:Your level setting expectationsBuilding trust and understandingImproving communicationSurfacing the costs and risksEnabling team workRemember site admins and users have a full time jobFrom their perspective they just want it to workThey want it to be simple
- Mental note >> What's the point? Why should they care?Governance for SharePoint has many perspectives or points of viewFor CIO its about service delivery and cost containmentIs the bus getting what they paid for?For IT its about control, provisioning and stabilityCan we sustain and meet SLAs?For HR and business it is about defining what the users can do and cant (shouldn’t) doDo we get the functionality and value?What policy must I comply with?Where to get help and mentoringEssentially it’s a plan for managing the expectations of the parties involved in delivering and consuming the SharePoint serviceLevel of serviceAvailability, performance, provisioning etc.Roadmap for improvements etc. – consolidated viewWithout it conflict is certainStakeholder frictionexpected improvements delayedservice quality a concernUI and Search issuesCost containmentYou wont win!
- Mental note >> What's the point? Why should they care?Senior sponsorHelp navigateCoachingView and relationshipsDefining the serviceWhat it offers, what it doesn’t…Service levels for support, provisioning, availability…Product / Service roadmapCorrect level of sponsorshipDecision maker, budget, politically savvy, well connected…Preferred to have someone that all the stakeholders report up into – senior!Getting to know the politicsWho gets along and who doesn’tWho would support you and whyWho wants you to fail and whyIdentifying stakeholders and understand what motivates themTheir goals,Politics, PersonalitiesRoles and responsibilitiesDemarcation / handoff pointsSharePoint governance controls inventoryAD policy, quotas, provisioning, security, locks, approval workflows, versions, recycle bin, disposition schedules, blocked file typesWhat’s implemented and what isn'tDetermine what you can leverageReportsToolsRelationshipsFunding / Budgets
- Mental note >> What's the point? Why should they care?You will need a strategy to be successful.An executive sponsor is key to your success.
- Mental note >> What's the point? Why should they care?No roadmap – where is SharePoint going?Perception of valueIs this product delivering?Why is it such as pain?Doesn't align with Microsoft KoolaidI thought it could do everything?ProblemsInconsistent administrationInformation architecture and search degradationInfrastructure capacity demands and stability issuesOutsourcing, insourcing, multiple fingers in the pieTo customize or not…Cost containment (Capacity wanted > $) Support cost out of controlExcessive infighting – no agreementThe blame gameWho burns out first?Lack of representationKey stakeholder have no voiceThey are sufferingCost containment issuesSupport costs out of controlSprawl…Compliance costs and riskRecords management – tools, training, reporting…eDiscovery – plan, roles, tools, integration, dry runs…Roles and responsibilities not understood or acceptedWhat do you do?Activities? Deliverables?Does everyone agree? Must they?No plan agreed toNo alignment period.Role of executives.
- Mental note >> What's the point? Why should they care?Is your coachGo to person for guidanceIn tough timesHigh up on food chainHas business and IT experienceSavvyHas political cloutBeen with company a whileKnows key peopleKnows the players, styles and agendasSenior person – business and I/T savvyHas budget ownership and influenceHis/her agenda aligns with your successHas time for youbut understand you will do most the work
- Mental note >> What's the point? Why should they care?Identify key stakeholdersProvide, consume and or have part in service deliveryCompany employees, venders etc…Provides well rounded view of what’s required, success and risksQuestions to ask when assembling team:Who consumes the service?Who benefits from happy users?Who has a role in providing the service?Who can help you steer the roadmap?Who pays for the service?Who is paid to provide service?Some ideas to begin with:Business owner and user, Business owner and user, Business owner and user (Did I say this enough times?)Service and or product managerOperational managersRecords management / legal councilQuality assuranceProject Management OfficePurchasingArchitectureSecurityThird partiesWorks with sponsor to define?
- Define what the service providesWhat it is and isn'tBox it / scope itBe very clear about what it does and doesn’t doCreate process for requesting more features / servicesWhat is success? Service levels? Doing more with less? Feature adds? More later…Resources requiredPeople, capital assets, service contracts etc…See next slide Roles and ResponsibilitiesTechnical constraintsCapacityProvisioning time framesProduct limitationsProvisioning response timesFarms, servers, services, applications/site collections, features, customizations…What’s required to provision? People? Capital? Time it take to provision? Whose involved? Bottlenecks? Contractual response times?Performance levelsPage loads, document upload / download, search results, look ups, job completionRegional impacts such as network, # users etc.Recovery levels (RTO/RPO)AvailabilityData recovery and lossWhat it costsAssign a dollar figure (value and risk) to everythingTechnical issues wont sell or expose risk like $$$ willWhat it costs for better levels of serviceMake it easy to say yes or noHave a shopping list ready if possibleClarity is very importantAmbiguity creates politcis
- A roadmap will help youShow / demonstrate directionImprovements to the service – stakeholders being listened toAlign the offering with client / business expectationsConsolidate, simplify, improve etc.Consider industry trends, business direction, priorities etc.A road map containsView for each audience (Business, technical)Services to be delivered – release datesTime span and breakdownTechnology, people, contractual and $$ requiredExpected improvements, factual information such asImproved performance (page loads)Recovery times (Faster backup and restore)Redundancy (Improved availability)Added services (Archive for compliance and capacity mgmt)Version upgrades (version 1.0 to 2.0)Simplification/consolidation (Reduce # of parts)How t assembleWork with product vender to plan out version releases, service packs, updates, end of life etc.Meet with business users (business decision makers) to determine what their requirements areDon’t ask what do you want? To open endedWhat $$$ do they have and what are their priorities, datesWork with a business analyst that has vetted requirementsFunded projects onlyMeet with your manager to determineBudget you have for improvementsAgree on improvements and funding datesAssemble master roadmap that includes the abovePost to a product mgmt siteMake visible using communitiesRegular service / product meetingsEstablish quarterly update processKeep in touch with the aforementioned on a regular basisEstablish the communication channels and maintain them
- Mental note >> What's the point? Why should they care?This is a simplified roadmapDepicts timeline and projects of recordIt helps communicate agreed upon/funded projects and improvementsHelps visibility, alignment and managing expectationsBut….You have to be careful of project 11Tell story…The projects that’s don’t get funded…get done ad hoc by an aggressive and determined business sponsorThey go from being a small experiment to production almost overnight
- Mental note >> What's the point? Why should they care?I hate the questions what your role? What do you do? Especially after 3 yearsThis is especially true in large complex and political companiesIdentify the roles / people involved with the serviceBusiness usersApplication ownersAdministratorsArchitectsOperational staffQuality assuranceVendersUsing job descriptions, one on ones, group sessions and coaching from sponsorDocument the role and publish itSpecific activities, deliverables and outcomesSkill sets requiredWho they must work withWho they are accountable toTools and process they use / are available to themHand off points with other rolesDefine successHow do they know they are successful?Support they require from management and othersCommunication of rolesPublished on siteMarketing campaignOngoing follow up and refreshersGet sign off from stakeholders
- Mental note >> What's the point? Why should they care?Identify the roles / people involved with the serviceBusiness usersAdministratorsArchitectsOperational staffVendersUsing job descriptions, one on ones, group sessions and coaching from sponsorDocument the role and publish itSpecific activities, deliverables and outcomesSkill sets requiredWho they must work withWho they are accountable toTools and process they use / are available to themHand off points with other rolesDefine successHow do they know they are successful?Support they require from management and othersCommunication of rolesPublished on siteMarketing campaignGet sign off
- Mental note >> What's the point? Why should they care?Work with communications team and stakeholderTailor your communicationsThe communications will be different for each audienceThink agendas and pain pointsCommunication plan typically consists of the followingWhoWhatWhenFormatToolsYour audience is your stakeholdersWhat will make them want to participate? What do they get out of it?Management, staff, vendersWhat they need to decide / act / feel comfortable\\Use PMBOK template as basis and refine to your needs
- Mental note >> What's the point? Why should they care?Launching the programGet it establishedGet people onboard and contributingWork out the bugsLeverage your sponsor/coach to do thisEducating the organizationPeople need to knowThe perception game…Getting the team acquaintedGet people accustom to meeting and talkingFocus on open discussion and minimizing office politicsAchievable goalsStart off with simplest issues to addressDon’t tackle large complex issuesMust be able to show progressShow progressLeverage SharePoint site for thisAssign actions with dates and clear outcomes
- Mental note >> What's the point? Why should they care?Work with communicationsBe to the point and why it mattersImprove services, reduce conflict, optimize etc.Explain role of team and who they areValue in maintaining serviceActivities and deliverablesWhere to go for informationHave SharePoint site readyStakeholdersRoadmapItems being worked (They are the focal point)Supporting material for itemsDiscussion areas for itemsHave core team readyOne on onesEducated regarding process, tools and roleInitial announcementEmail from communicationsManagement teamGeneral staffLunch and learnsInvite people outside core team to educate themUse to spread the word and get feedbackManagement enforced because you need strong attendanceFeedback through SharePoint siteFeedback listOngoing education and enforcementQuarterly reviewsOne on ones if requiredReplace non-participantsReplace people that don’t have the passion
- Mental note >> What's the point? Why should they care?Use communities for two way communicationsNew ideasVetting issuesPlanningDeliverablesCoffee talks…face time criticalMonthly stakeholder / community callsCommunity calls – all participantsHave one a month at a time that covers the time zonesOne on one calls / meetings with stakeholdersOne on ones – some wont speak out publicallyFace to face when you can – don’t underestimate coffee chatsCommunications for items being worked and completed – highlight successesUse site to highlightCustom list – task listReportingState of service?Where is the money going?What risks are being managed?Action and ownership?Roadmap updatesCustom list
- Mental note >> What's the point? Why should they care?What's broken?Really broken and causing painWhat resources are required to fix it?Is it money? Time? Executive approvals?How much time will it take to fix?Get your core team together and whiteboardTop prioritiesAssign ownership and next stepsSet dates for follow
- Mental note >> What's the point? Why should they care?Don’t tackle governance on your ownSeek out the stakeholders and work with them aggressivelyYou require stakeholders onboard - App teams, architects, venders etc.You will only get frustrated and minimize progress if you don’tPersistence…Seek out an executive sponsorSomeone that knows the organization and is willing to helpFeels the pain, benefits from solutionUse financials and other business pain to get the message acrossExcess costLost productivityEstablish a communications planWho, what, how and whenFocus on audience self interestHow do you want them to act? Action to take?Leverage SharePoint (Team site, make information visible, alerts…)Create a communityFocus on what you can control as a first stepDon’t boil the oceanGather facts from available reports to backup statementsFacts will help you a lotTailor information to your audienceWill help filter noise from real problems that must be addressedDemonstrate progressFor a program to success progress must be visibleFor people to maintain their involvement they must feel they are being heard – see progressMap results to stakeholder hot buttons (Quality, $$$, issues etc.)
- Mental note >> What's the point? Why should they care?Communication planWho you must communicate with?What they must know to influence the behavior you wantFrequency and formatSharePoint team siteFocal point for communicationsPeople, topics, issues, risks, grievance… (Use lists and action them –track who is involved and make it visible)Make use of lists and libraries – don’t have material in documentsGrove visual tools www.grove.comFacilitation toolsGreat for corporate typesReporting toolsThere are several vendersAxcellar, AvePoint, Quest, iDera,What facts can you obtain today? Costs? Outages? Capacity?Work with your people whether it be third parties, internal departments…You want information that will help back up the issues (e.g. support costs, outages…)Think about what information you require to support your communication plan$$$ facts for financial typesService level facts for service owners
- Governance features http://technet.microsoft.com/en-us/library/cc262287(v=office.14).aspxApressGov Book http://www.apress.com/9781430248873
- 15 minutes allotted