tri-state generation and transmission intranet case study oct 2015
TRANSCRIPT
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How to lead and manage an intranet redesign project
Intranet Global ForumOct. 23, 2015
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About Tri-State Generation and Transmission
Association, Inc.Wholesale electric power supplier owned by 44
electric cooperative across Colorado, Nebraska, New Mexico and Wyoming.
Headquartered in Denver, Colo., employs more than 1,500 people at 37-plus sites.
Employees range from power-plant operators to linemen to knowledge workers.
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About Nicole Carlson, Employee Communications
ManagerMore than 10 years experience in corporate
communicationsBackground in journalism, administrative studies
and project managementServed as project manager, intranet owner and
intranet SMETwitter: @nicjoy
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Project background Intranet redesign and platform
change/upgrade Some departments using
SharePoint 2007 No audit processes for content or
formal ownership + active management of department sites
No formal design standards or
content organization Not all departments represented
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Project goals
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Project goals Design site that reflects needs of employees Involve and engage diverse workforce Representation of all departments + locations One platform + updated/modern design Improved method for displaying and distributing
corporate news Process automation Personalized content on the home page that is
generated from enterprise applications Active management by site owner
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Project goals Replace outdated content + improve content
ownership and accountability through publicizing of content coordinators
Deploy content categorization processes Analytics and implement reporting schedule Improve knowledge sharing + reduce silos Addition of search Improve employee directory User-generated content published to home page
+ targeted locations
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“You don’t know where you’re going until you know
where you’ve been.” –English proverb
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Prepare and assess Benchmarking + research Developed business case + strategy
Business need + objectives + project-success criteria
Analysis of current intranet Determined intranet owner Wrote charter + gained approval Analysis of employee base and culture
Change readiness assessment
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Prepare and assess Conducted workshops + focus groups Sent out surveys + analyzed results Developed multi-year roadmap Created communication plan (it’s never too early)
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Plan Requirements Platform
selection Vendor selection Project plan Project site Project team
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The meat and potatoes
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Design + Build Information architecture
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Design + Build Department meetings + content audits Design Processes and procedures
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Design + Build Grid Gurus Branding Key stakeholder
involvement Employee
involvement
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Ready, set . . . Go!
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Launch
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Launch Redesigned
home page
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Launch New department pages include standardized templates and many new features
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Launch Old corporate
communications
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Launch
Rebranded corporate communications
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Launch Introduction to The Grid
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Launch
Communication plan
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Launch
Launch-day breakfast for the help desk + stickers for Grid Gurus and employees
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Launch Using our external Power
Works for You campaign + stickers and posters to promote The Grid launch
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Launch
Continued education, training and communication
Communication plan includes year of follow-up communication and trainings
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Treat each employee as a key stakeholder
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Engagement + Adoption Began adoption +
engagement efforts earlyProject introduction and
updates, ambassador program, naming contest
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Engagement + Adoption User experience testing
Heat mapsTree testingPolls + surveys
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Engagement + Adoption Beta
Three-month period200 users
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Engagement + Adoption Sneak peek (soft launch)
One week prior to launchNew and old sites simultaneously TrainingsBegan launch communication
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Building trust + recognition + taking time for fun
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High-performing project team Fun
Happy hoursTeam-building events
Recognition for job well done Provide adequate time for group development
Forming, storming, norming, performing Trusting each other to make decisions
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When the going gets tough . . .
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Obstacles and challenges New leadership (CTO and CEO) mid-project Introducing new concepts to employees
(metadata, content types) Introducing new platform Location and differences in job functions of
employees Many non-computer users No real previous intranet ownership Ended early relationship with contractors
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Obstacles and challenges Internal resources had limited knowledge of
SharePoint 2013 Unavailability of training team
Project team took on creation of all training content
Expectations were high for project + project team based on previous project successes
Budget constraints
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. . . keep going.
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Celebrate successes Good support for employee communications
taking on ownership of site Already established + strong internal
communication platform Change readiness assessment results Strong project communication plan Grid Gurus Beta + soft launch
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Measure successes Lessons Learned Launch garnered project team Ragan PR Daily’s
2015 Best Website Launch
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Measure successes Metrics
LaunchPost-launch
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Key takeaways Take adequate time for planning Lessons learned are not just for project end Don’t be afraid to end relationship with contractors Empowering users works Be upfront and honest about expectations COMMUNICATE, COMMUNICATE,
COMMUNICATE Take time for fun and recognition Thank your users + recognize it’s a big change Don’t reinvent the wheel, but also recognize where
your culture doesn’t fit what others have done
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