Transforming Information Governance Using SharePoint 2010 7 Lessons Learned Stephen James Howard Head of Information Management 13 th October 2014 1
Who are NATS? vimeo.com/88093956 2
SharePoint Business Case NATS retains significant amounts of information and data for the operation of its business, for regulatory and legal compliance and for convenience. This data is currently stored and managed in a manner which does not support effective and efficient collaboration. There are few automatic review or retention policies and if no action is taken, the data and cost of storage will become unmanageable. Executive Summary of L4726 IS Mobility & Collaboration (SharePoint) May 2011 3
Information Governance an appropriate infrastructure of organisational commitments, consisting of a chain of managerial accountability, and sufficient resources and expertise to implement a framework of controls and procedures. NATS Information, Records & Archives Management Policy
Sponsor Champion IMSG Information Management team (IS) Governance Business Area Information Point of Contact (one for each team in Department / Business Unit) Information Manager Role EDRM Forum Team HUBs Platform My HUBs
Roles and Responsibilities Local Information Managers (LIM) will: Be primary point of contact for the project team Be directly involved in the delivery of communications about the team HUB rollout Collate business areas requirements for team HUB design, permissions, retention & content migration Assist in the scheduling of training & ensure team attendance Have a practical understanding of the use of Team HUBs in their business area Ongoing role to manage & maintain Team HUBs in line with best practice& participation in the EDRM forum Information Point of Contact (IPOC) will: Work closely with the LIM & perform activities to support the project Team HUB design, permissions, retention & content migration Reorganisation & deletion of content First point of contact in business area
Initial Engagements Team HUB Rollout Plan Planning, Design & Training (6 weeks) UAT(2 weeks) Migration & Project Support (4 weeks) Review & Handover Key Milestones Leadership Engagement Team HUB Site Available Site Launch Sponsor Meeting Email to IM Kick Off Email Launch Email 1-to-1 Training (if rqd) Final Email Sponsor Meeting WIIFM WIIFM Workshop Transition Training TT Floorwalker Support Drop in Surgery Your Journey Planning & Design IM/IPOC WIIFM Transition Training Emails from IM IM Training Team HUB Design & Migration Workshops Transition Guide & Online Help / Bite Size Guides Planning Meeting 1:1 with IM On-going Engagements
Team HUB 8
Project Achievements Impact 36 business areas 1310 Team HUBs 4500 My HUBs 1400 visitors per day 1.7 TB migrated Effort 776 issues resolved 42 change requests implemented 1400 staff trained 2 CBTs 422 FAQ Wiki pages 9
FAQ Wiki 10
11 Source: http://www.emeraldinsight.com/journals.htm?articleid=1411137
A, B, D C
Lesson 1 Stakeholder engagement - Do not promise more than you can deliver in a timely manner. - Understand the business area priorities and time the project engagement to fit business cycles. - Do not proceed with implementation unless the sponsor is fully supportive and has nominated an appropriate number of LIMs/IPOCs. - Recognise and empower the LIMs/IPOCs. - Ensure that the project provides adequate support for LIMs/IPOCs to provide direction & share burden of governance including specialist training to help build better solutions. 13
A D B C
Lesson 2 Underestimation of effort - So much more than software a profound shock and personal challenge to business as usual. - Make LIM and IPOC roles full time during design and implementation. - Plan extended period of engagement and user acceptance testing within each business area. - Analyst support will be needed to capture requirements. - Minimise the number of business areas the project engages concurrently. - Make sure your key project and sponsor roles are filled before you start. 15
A, D B, C, E
Lesson 3 Information architecture - Richer Content Types provide more value to the business and minimise folders. - Richer Content Types take time to develop with business and SharePoint subject matter experts. - Managed Metadata is an immature feature of SharePoint 2010 and requires very careful planning and governance. - Make your architectural choices upfront, and stick to your guns to ensure consistency across the farm. - The latest organisational name is not shorthand for your core functions or processes. 17
A, C, D B E
Lesson 4 Migration - Don't burden your SharePoint project with complex migration from legacy systems. - If you have to migrate to SharePoint (e.g. to decommission legacy systems), relocate to a dormant site. - Deep nested folders will not work well in SharePoint. Don t lift and shift. Consider abstracting metadata from folders. - Reinvest that time in Team Site and Content Type design. - All migration tools are not equal. Evaluate your choice of migration tool very carefully and ensure that it does what you need it to do. - Ensure thorough checking of content and version histories post-migration before you go live. Once the business starts to use the new sites, it is VERY difficult to correct data. 19
B, D C A
Lesson 5 Security levels and access controls - Permissions remain the key administrative overhead for LIMs/IPOCs, and a frequent source of support calls in light of their apparent fragility and complexity. - If you are recommending the use of Active Directory groups, ensure that LIMs are able to update AD in real-time rather than via service request. - Impose discipline in the creation and naming of AD groups. - If you are going to the trouble to capture the protective marking for each item of content, consider ways of exploiting this is SharePoint e.g. through SharePoint Designer or 3rd party applications to drive permissions. - Reporting tools can facilitate permissions management. 21
Lesson 6 Limitations and missed opportunities - Critical RM issues included the lack of aggregation to rationalize disposition decisions, the weaknesses in the audit trail of disposition and the lack of a unique document ID that could survive routing across site collections. - Some applications (e.g. AutoCAD, Acrobat) did not easily integrate with SharePoint. - The software boundaries and limits were frequently encountered. - Users were frustrated in performing simple tasks like moving documents across libraries. - Offline working with SharePoint Workspace was disappointing, and optimizing access to Team HUBs from mobile devices was not fully considered. - Some business areas were frustrated that advanced SharePoint features were not fully enabled and available at an early stage to LIMs and IPOCs e.g. SharePoint Designer for custom workflows, InfoPath data collection and Business Connectivity Services to external data sources. - Optimise search early in the project to minimise version confusion. 22
Lesson 7 Platform stability and support - Do not begin a SharePoint implementation until your infrastructure is proven. - Do not begin a SharePoint implementation unless your desktop is stable and up to date. - Ensure you have service level agreements against every contractual deliverable. - Consider using an in-house SharePoint development team to facilitate rapid innovation and avoid lengthy CR negotiations with your support provider. 23
AIIM 2013, www.aiim.org
Extranet HUB 26
Tipping Point In any organisation, once the beliefs and energies of a critical mass of people are engaged, conversion to a new idea will spread like an epidemic, bringing about fundamental change very quickly. Source: http://tippingpointlabs.com/2009/02/18/gartners-hype-cycle-and-tippingpoint-labs-life-cycle-analysis/ 27
Thank you for listening. http://uk.linkedin.com/in/stephenjameshoward http://www.scoop.it/t/managing-records-insharepoint-2010 28