spsri - what goes where final
DESCRIPTION
Session on how SharePoint fits into a broader, integrated information management and collaboration strategyTRANSCRIPT
What Goes WhereRules of the Road for Microsoft Collaboration TechnologiesSharePoint Saturday Rhode Island9 November 2013
Mike Gilronan@mikegil
What We’ll Cover
• Background and Context• Collaboration Tools• Amplifiers, Hurdles, Simplifiers• How to Choose• Action Plan
Definition of terms
• Collaboration (def.) – People working with other people toward a common outcome. (M. Sampson, “Collaboration Roadmap”)
• Communication is different from, but essential to, collaboration.
Flickr photo courtesy of jovike: http://www.flickr.com/photos/jvk/19894053/
Why Does This Matter?
• World is:• Smaller• Flatter• More Complex• More Connected
• Collaboration is more important than ever, but still done badly.• “We built it and they didn’t come.”• “The business” and IT don’t agree• Business factors and human factors are not supported enough• Plenty of “People-Ready Software,” not enough “Software-Ready People”
Flickr photo courtesy of Eric Fischer: http://www.flickr.com/photos/walkingsf/6858366278/
About the Presenter -- Mike Gilronan• SharePoint Practice Director• Former (“recovering”) CPA• 20+ years consulting and professional services experience
• ERP and CRM• Collaboration and KM• Business Analysis, Training, Project
and Practice Management
617.241.1102
@mikegil
http://mikegil.typepad.com/
Knowledge Mgmt
SharePoint
Project Mgmt
Financial Mgmt
Background – Narrative ArcOwnership Size Complexity Growth Core Business
Partner-owned Very large Very High Medium Accounting and Business Advisory Services
Family-owned Medium High High Software Product and Related Services
Private, VC-backed Medium Medium High Software Services and Related Products
Private Small Low Medium Professional Services
Private Small Medium High Professional Services (System Integrator)
Partner-owned Large High Medium Accounting and Business Advisory Services
Unindicted Co-Conspirator
About YOU -- Objectives
• Introduction:• Organization• Role• Types of Teams• Types of Content
TO TELL ME ABOUT YOURSELF
Microsoft’s Collaboration Story (-ies)
9
More structured
Less structured
Asynchronous
Synchronous
What it Means, Too Often
Photo source: Wikipedia
Your Palette:Communication and Collaboration Tools
F2F (Face-to-face) Communications
• Born: Time immemorial• Peak: pre-Guttenberg (c. 1450 AD)• Claim to Fame: the gold standard for collaboration• Strengths: highest trust, context, verbal + non-verbal, real-time
interactive feedback• Weaknesses: highest cost, airfare, real estate, not persistent, requires
synchronous presence
Flickr photo courtesy of MDGOV: http://www.flickr.com/photos/mdgovpics/7658177776/sizes/l/
(Hand-) Written Communication
• Born: ~3,500-2,900 B.C. (Phoenician, Sumerian, Egyptian alphabets)• Peak: pre-Industrial Revolution (c. 1870s, when typewriter and
mimeograph were invented)• Claim to Fame: Shakespeare, U.S. Constitution, early Bibles• Strengths: personal, hand-crafted, durable• Weaknesses: time-consuming, slow
Flickr photo courtesy of sure2talk: http://www.flickr.com/photos/finlap/213926774/sizes/o/
Telephone
• Born: 1876 (A.G. Bell patent)• Peak: 1950s-1970s• Claim to Fame: Cuban Missile Crisis, Watergate, Batman• Strengths: real-time interaction, with inflection• Weaknesses: (usually) no record of conversation, requires
synchronous availability
Flickr photo courtesy of pds209: http://www.flickr.com/photos/paulsedra/9733167606/
Fun fact: When was the Fax machine invented?
Telephone
• Born: 1876 (A.G. Bell patent)• Peak: 1950s-1970s• Claim to Fame: Cuban Missile Crisis, Watergate, Batman• Strengths: real-time interaction, with inflection• Weaknesses: (usually) no record of conversation, requires
synchronous availability
Fun fact: 1843, by Alexander Bain. First commercial version in 1861 by Giovanni Caselli, at least 11 years before invention of workable telephones.
Flickr photo courtesy of pds209: http://www.flickr.com/photos/paulsedra/9733167606/
• Born: 1970s (ARPA), 1990s (commercial)• Peak: 2000s• Claim to Fame: Eliot Spitzer, Enron • Strengths: Simplicity, ubiquity, (relative) permanence, asynchronous,
attachments, ubiquity, choice of devices• Weaknesses: (Relative) permanence, spam, reply: all, poor filtering,
bad habits, storage, channel vs platform
Flickr photo courtesy of xJasonRogersx: http://www.flickr.com/photos/restlessglobetrotter/2660204217/
Network File Shares
• Born: 1980s (Novell, etc.)• Peak: 1990s-2000s• Claim to Fame: $22B local company (focused on storage)• Strengths: Ease of use, security, integration with directory services• Weaknesses: Require IT admin, no metadata, weak search,
hierarchical
SharePoint
• Born: ~2001• Peak: 2010-2013• Claim to Fame: Fastest MSFT product to $1B• Strengths: Platform of productivity tools, empowering content owners• Weaknesses: Bad IA, bad governance, bad adoption, limits
to/complexity of external sharing
SharePoint -- WGW Drilldown
• My Sites• Project Team Sites• Departmental Sites• Geographic Sites• KM Repositories• Home Page• Extranet• Internet
IM and Presence
• Born:• Peak: Yet to come• Claim to Fame:• Strengths: Instant, integrated• Weaknesses: IM means “Interrupt Me”,
exposure, newness means evolving norms
Video Conferencing
• Born: late 1980s (PictureTel)• Peak: Yet to come? (Skype, Facetime, Cisco UC, Lync, etc.)• Claim to Fame: Jack Bauer?• Strengths: Instant, integrated*, context and non-verbal cues• Weaknesses: Quality of video, emerging norms of behavior, not evenly distributed at
enterprise level
Enterprise Social Platforms
• Born: 2000s• Peak: Yet to come?• Claim to Fame: “Enterprise 2.0”• Strengths: Transparency, connectedness, serendipity, searchability,
data exhaust• Weaknesses: Emerging norms, mobility, fragmentation, governance
Frameworks for Assessment
How Do I Choose?
• Preferences and styles
Flickr photo courtesy of earthworm: http://www.flickr.com/photos/earthworm/4565061206
How Do I Choose?
• Preferences and styles• Multiple ways to connect
Flickr photo courtesy of earthworm: http://www.flickr.com/photos/earthworm/4565061206
How Do I Choose?
• Preferences and styles• Multiple ways to connect• Delineate between core team and broader stakeholder needs
Flickr photo courtesy of earthworm: http://www.flickr.com/photos/earthworm/4565061206
How Do I Choose?
• Preferences and styles• Multiple ways to connect• Delineate between core team and broader stakeholder needs• Build on comfort to add new capabilities (with clear objectives)
Flickr photo courtesy of earthworm: http://www.flickr.com/photos/earthworm/4565061206
How Do I Choose?
• Preferences and styles• Multiple ways to connect• Delineate between core team and broader stakeholder needs• Build on comfort to add new capabilities (with clear objectives)• Consider how team members will reach out, and for what purpose
Flickr photo courtesy of earthworm: http://www.flickr.com/photos/earthworm/4565061206
How Do I Choose?
• Preferences and styles• Multiple ways to connect• Delineate between core team and broader stakeholder needs• Build on comfort to add new capabilities (with clear objectives)• Consider how team members will reach out, and for what purpose• Don’t forget face-to-face meetings (with a purpose!)
Flickr photo courtesy of earthworm: http://www.flickr.com/photos/earthworm/4565061206
How Do I Choose?
• Preferences and styles• Multiple ways to connect• Delineate between core team and broader stakeholder needs• Build on comfort to add new capabilities (with clear objectives)• Consider how team members will reach out, and for what purpose• Don’t forget face-to-face meetings (with a purpose!)• Create synchronous and asynchronous venues
Flickr photo courtesy of earthworm: http://www.flickr.com/photos/earthworm/4565061206
How Do I Choose?
• Preferences and styles• Multiple ways to connect• Delineate between core team and broader stakeholder needs• Build on comfort to add new capabilities (with clear objectives)• Consider how team members will reach out, and for what purpose• Don’t forget face-to-face meetings (with a purpose!)• Create synchronous and asynchronous venues• Track progress
Flickr photo courtesy of earthworm: http://www.flickr.com/photos/earthworm/4565061206
How Do I Choose?
• Preferences and styles• Multiple ways to connect• Delineate between core team and broader stakeholder needs• Build on comfort to add new capabilities (with clear objectives)• Consider how team members will reach out, and for what purpose• Don’t forget face-to-face meetings (with a purpose!)• Create synchronous and asynchronous venues• Track progress• Use alerts!
Flickr photo courtesy of earthworm: http://www.flickr.com/photos/earthworm/4565061206
How Do I Choose?
• Preferences and styles• Multiple ways to connect• Delineate between core team and broader stakeholder needs• Build on comfort to add new capabilities (with clear objectives)• Consider how team members will reach out, and for what purpose• Don’t forget face-to-face meetings (with a purpose!)• Create synchronous and asynchronous venues• Track progress• Use alerts!• Provide feedback, revisit what’s working/not working
Flickr photo courtesy of earthworm: http://www.flickr.com/photos/earthworm/4565061206
Tools and Techniques – Team Norms
Forming
Norming
Storming
Performing
• Arrival times: early? late OK? Call first?
• Working hours?• Expected availability on IM?• Turnaround time on email and
voicemail?• Number of exchanges on e-mail
before a phone call is made?• Rating content?• Use of BCC? Reply: All?• Totally transparent meetings?
MOST IMPORTANT:• What are consequences for breaking
these norms, and who enforces?
Sample Team Communication Planning Matrix
Objectives Audience Media Timing Content Creator Content Approver Other
Publish definitive RFP documents
RFP Response Team
Publish PDF documents to RFP Response Team Portal
Outset of RFP response process
RFP Response Team Lead
RFP Response Team Lead
Consider Office 365 for ease of external collaboration (external sharing must be activated at site collection level by Farm Admin)
Coordinate activities each day
RFP Response Team Conference call Daily
RFP Response Team Lead
RFP Response Team Lead
Call notes should be disseminated to team at close of call
Review deliverables prior to submission
RFP Response Team
Web conference to review documents that are stored in portal and version-controlled
Prior to submission of deliverables
RFP Response Team Lead
RFP Response Team Lead
[Adapted from “Leading Effective Virtual Teams,” by Nancy Settle-Murphy, used with permission]
Tools and Techniques – Communications Plans
Case Studies/Scenarios
1. Car talk2. Partner talk3. Wall talk
Go Forth…
• Listen to your teams• Document your norms• Build and publicize your plans• Deploy your tools• Govern your processes• Measure your results• Listen to your teams
Bibliography and Follow-Up
Wrap-Up
• Q&A• Giveaways• Continue the conversation (and materials):• @mikegil• http://mikegil.typepad.com
• Thank you to SPSRI and our generous sponsors!
Flickr photo courtesy of redstamp: http://www.flickr.com/photos/redstamp/3425825517/ All Flickr photos used with permission under Creative Commons license.
Thanks to our sponsors! And you.
Images © 2013 http://www.flickr.com/photos/boliyou/2884130773/
One final note• Fill out your evaluation form & turn for the
big raffle (tablet)• SharePint next door (American) 5:30pm• Don’t forget WaterFire downtown tonight!