Category Archives: best practice

Secrets of a well managed SharePoint intranet presentation

Recently I had the privilege to speak at SharePoint Congress 2016 about the secrets of a well-managed SharePoint intranet.  Using my book ‘Digital success or digital disaster‘ as a reference I covered the need to have an effective strategy to set the right direction for your intranet.

You need a good governance framework to make sure you continue in the right direction.  It give the strong foundation to manage your intranet on a daily basis.

What became clear from my conversations with intranet professionals during the day is that governance has a higher priority now.  Each version of SharePoint is more complex and challenging to be managed effectively.  What was needed and how that can be implemented are big questions that people find difficult to answer completely.

My presentation can help answer some of these questions.  They can be found here along with other related presentations that may be helpful to you.

Book cover - Digital success or digital disastersIf you want more help on governance you can find out more detailed information and examples in ‘Digital success or digital disaster?‘.  Why not try the introductory chapter for free or contact me?

 

A roadmap for SharePoint governance

A ‘well-managed SharePoint intranet‘ is a phrase you rarely hear.  Why?  It is because SharePoint’s complexity can overwhelm you. What are the right steps to managing all the SharePoint features you need to use?

There are many publications on how well SharePoint can be managed, but few written by people with first-hand experience who achieved this. As the former BT Intranet manager, I implemented and managed a SharePoint intranet and, since leaving BT, help clients with their SharePoint challenges.

Using examples from my book ‘Digital Disaster or Digital Success‘ I will show you how the right strategy, governance framework and smart publishing standards give you a well-managed SharePoint intranet. I will help you avoid the most common mistakes people make. I will also show the benefits you gain from taking the right approach.

At SharePoint Congress 2016 on 22 September in Utrecht my keynote presentation ‘The secret of a SharePoint intranet‘ will cover what you need for a well-managed SharePoint intranet. After my keynote I will hold a breakout session to explain the next steps you need to take in ‘A roadmap for SharePoint governance’.

This session will explain how you take the right steps that help you to manage SharePoint permissions, roles and responsibilities, features like Master Pages, Content Types and SharePoint Designer. Developing a governance framework that covers all of these will help you discover the secret to a well-managed SharePoint intranet.

I hope to see you at SharePoint Congress 2016. It is a fantastic chance for you to find out more about SharePoint from some great speakers. If you can’t attend, then you can find out more about managing SharePoint intranets successfully from my book.

 

4 ways to measure intranet benefits

It is not enough to set up a governance framework to underpin your strategy. They are prerequisites for a well-managed intranet.  You also need to measure and demonstrate the benefits the intranet provides for your organisation, especially if your strategy needs further investment in the intranet or its governance.  Implementing technologies, e.g. SharePoint, doesn’t come without a price tag.

Traditional Return On Investment (ROI) financial benefits usually have the biggest impact on your organisation, especially on those approving financial spend.  However, there are other types of benefits with significant value.  You need to consider all of the following to justify the benefits of good governance:

  • Financial benefits that impact on the bottom line of your organisation’s financial results
  • Quantified, non-financial benefits, such as improved productivity
  • Unquantified, non-financial benefits such as culture changes

Some benefits are easier to measure.  Other benefits have greater prominence with your stakeholders.  The amount of benefit measured may also vary.  Sometimes you may find the amount is so large, the benefits can be difficult to justify as achieved.  You will need to judge the best benefits to justify investment in the intranet.

An example would be a change in people’s behaviour that increases productivity with time saved.  This may appear to deliver a large amount of benefits.  However, showing what people do with that time saved can be harder.  Are they working better or on other work tasks, or are they relaxing and having more time to talk with colleagues?  It can be demanding finding a suitable benefit.

You can choose how to measure the benefits your intranet provides.  You can also decide when is a good time to measure the benefits e.g. interviewing people before and after a major change to assess its impact on their work activities.  There are different approaches to take when you measure these benefits.  Examples could be online polls, in-depth interviews, audit, etc.  You need to consider how much time you have to measure the benefits, what resources you can call upon, and whether you need external expertise.

There are also benefits that come under the category of cost avoidance.  Publishing standards for security or accessibility help to change people’s behaviour.  That reduces the risk of unnecessary costs from their previous behaviour.

When you are communicating the benefits, I help clients to provide examples that senior stakeholders will easily recognise.  It helps to get their attention and support when you demonstrate how the intranet benefits your organisation.  It will depend on the benefit you are measuring to decide on the best approach. Nevertheless, whatever approach you choose, talk their language, explain your methods, and show easy to understand examples and comparisons.  Your stakeholders will accept the benefits more quickly.

Book cover - Digital success or digital disastersFind out more detailed information and publishing standards best-practice examples in ‘Digital success or digital disaster?‘.  Try the introductory chapter for free.

The lowdown on publishing standards

Publishing standards are key to providing the right foundation for your intranet.  Your organisation will invest in the technology needed to publish information but technology will not be enough.  For people to be more productive, they need to be confident in the integrity and reliability of what they use and technology alone does not deliver that.

Publishing standards make that critical difference.  They form the basis for your intranet’s user experience to be consistently good.  These standards need applying to different types of content and tools.  You can set up publishing standards based on the following requirements:

  • Information policies
  • User needs
  • Legal
  • Regulation

The publishing standards you should consider are:

  • Ownership
  • Timeliness
  • Security
  • Findability
  • Usability
  • Accessibility
  • Navigation
  • Copyright
  • Compliance

As well as making your intranet the best experience for people using it, you also need to make it a good publishing experience.  The better the processes and support offered, the more likely it will be that publishers will follow the standards.  Make it easy for publishers to seek the right guidance by providing it on the intranet, saving everyone’s time.

With confidence in the integrity of your intranet content and applications, people will want to use them more frequently and become more productive.  To ensure that this happens, you also need to take steps to ensure publishers comply with each standard.  Compliance, implemented in a smart way, can be simple, effective, and of great benefit to your intranet users.

Find out more detailed information and publishing standards best-practice examples in ‘Digital success or digital disaster?‘.  Try the introductory chapter for free.

How to get the right balance for governance

To make sure you get the right balance and gain the full benefits of an intranet or digital workplace, you need a clear strategy and purpose for how well it is managed.  By following the direction set by your strategy and principles defining its purpose the next steps are to develop the governance framework.

Defining the scope of your governance framework creates clarity for people in your organisation on what is included or excluded.  This is important if your intranet transforms into a digital workplace. As your intranet changes in its size and scope, so your governance framework will need to change to reflect this.

Create confidence that you have a clear purpose for the intranet.  Show how it supports yourorganisation’s goals.  This will make it easier for you to make the changes needed to the way your intranet is managed and developed. Your organisation should be clear about the reasons for these changes.  It will then be confident they will improve its effectiveness, and benefit people using the intranet.  Sharing your strategy and governance framework with your stakeholders will reassure them why they are supporting you.

You need to define your publishing model.  You should design it to provide the right conditions for a consistently good experience.  This applies whether people are publishing or accessing information or applications on your intranet.

It may be that you start with one model and then change to another in the future.  This will depend on your organisation and your intranet’s needs. Here are four examples of publishing models for you to decide which is most likely to meet your requirements:

  1. Centralised
  2. Decentralised
  3. Outsourced
  4. Hybrid

Once you have chosen the publishing model that will meet your requirements, you should follow the principles for good governance, as you develop a governance framework that includes:

  1. Scope
  2. Purpose
  3. Roles and responsibilities
  4. Publishing standards
  5. Publishing support

When developing your governance framework, consider including the different types of content – accredited and collaborative – and applications.  You should also factor in how people use the intranet when implementing your framework.

Once you have your scope and purpose outlined, you need to ensure everyone is clear about their responsibilities.  Having a hierarchy that links all the roles together and shows their responsibilities creates that clarity.  It also helps everyone to understand clearly how their activities affect other people.  Making it available on the intranet also gives it transparency and can prevent any confusion or misunderstandings.

Your governance hierarchy should have three levels.  Firstly, the strategic level for roles responsible for setting the direction for your intranet.  The intranet owner, champion, stakeholder and a steering group are all roles who can have responsibility for your strategy.

At the hub level, the intranet manager is the conduit in the governance hierarchy between the strategic and operational levels.  This role implements the decisions made about strategy, direction and timing of implementation.  Good communication channels and decision-making help everyone to understand what is happening and how they may be affected.

Lastly, at the operational level, you have the intranet team members and the wider publishing community.  These roles are responsible for implementing the strategy operationally, with day-to-day activities of publishing, editing, managing, reviewing, updating and removing content.

Book cover - Digital success or digital disastersFind out more about practical best-practice examples in ‘Digital success or digital disaster?‘.  Why not read the introductory chapter?

How to make a great start to 2016!

The start of a new year gives you the chance to make a fresh approach.  One area you may consider is improving how you manage your intranet, digital workplace, collaboration tool or site.

Have you a clear strategy that is aligned with other business area or function strategies?  Is it supported by a strong governance framework?  Most importantly, do people have a consistently good experience?

I have found having these helps people to be more productive and effective.  A consistently good overall experience helps achieve these benefits.  People need this every time they go online.  Whatever they want to do, they need to be able to rely on it.  It needs to give them confidence that it will always meet their requirements.

This benefits their organisation too.  People use it more frequently.  They are confident they can easily find what they need.  They know they can rely on the integrity of the information and applications.  Most importantly, it will help them with their work.  Organisations recognise it supports their business requirements.  They are viewed as valuable, even business critical, in achieving their strategic goals.

How do you achieve this consistently good experience?  Is it using a publishing technology?  Is it the visual design?  Is it the access people have?  It may well be that some or all of these do contribute to this.

However, having a clear strategy aligned with your organisation’s strategy, supported by a strong governance framework definitely helps.

Book cover - Digital success or digital disastersBased on 20 years experience, I have written for you ‘Digital success or digital failure?‘.  It is a practical, experience-based approach to growing and managing a successful intranet, digital workplace, collaboration tool or site.

Every approach is based on my experience with many practical examples, strategic guidance and quick tips to help you plan or turnaround an unloved intranet, digital workplace, collaboration tool or site.

Buy a copy of my book and keep it by your side so you can refer to it whenever and wherever you need to!

What is the right governance for a digital workplace?

My recent posts ‘What exactly is a digital workplace?‘ and ‘What is the difference between a digital workplace and an intranet?‘ generated some good discussions on Twitter and LinkedIn.  I want to stay with the digital workplace theme for my last post of 2015 and bring in how you manage it.

What is the right governance model for a digital workplace?  We know that a digital workplace is different from an intranet, even an advanced intranet, so how does that affect the way it is managed?

Maybe even more importantly is how you manage the transformation from an intranet to a digital workplace so you gain all the benefits and none of the drawbacks as it happens.

Who develops and implements the strategy?

Digital workplace principles need to be put into your own organisational context.  A group of senior stakeholders, representing key business areas and functions across the organisation, can steer your digital workplace strategy.  This enables a fuller, more complete picture of what is needed, the right direction to set, and who should lead, to be agreed and accepted.

What should everyone expect from a digital workplace?

Everyone should gain from a digital workplace although they will have different expectations depending on their roles and responsibilities.  This can vary from being more productive because all the applications and information are now accessible through to finding news and discussions with people who can help you solve work problems online.

Being able to connect whenever and wherever you need to from whatever device you have also reduces stress, avoids delays and improve your quality of working life.

What standards are needed for a digital workplace?

A governance framework is needed with publishing standards forming a key part.  Standards are needed for:

  • Legal requirements: accessibility, personal information available
  • Business requirements: usability, design, navigation, findability, ownership and information retention
  • Employee needs: terms and conditions that encourage people to want to work in a digital workplace
  • Security needs: confidential information protected, permissions model adopted
  • Technical support: platform functionality, server support, agreed levels of service.

Gaining confidence working in a digital workplace

Anyone who plans to work remotely, especially if they are the first person in that team, wants to have the same or better experience than where they currently work.  You gain confidence when the information and tools you need for work are always available to use.  You feel confident that your personal information is there for you (and only you) to use still.  You don’t feel any discrimination because you are working remotely from your manager, team, customers and other employees.

Only through consistently good experiences like this will it happen.

More informationBook cover - Digital success or digital disasters

For more information on how to develop the right strategy or governance framework I offer some great, practical advice, to help you in my book ‘Digital success or digital disaster?‘.  You can try it first by reading the introductory chapter to find out more.