From the lean enterprise to the lean startup, organizations are increasingly turning to lean production practices to create and preserve value with less work. SharePoint’s broad deployment, mature functional capabilities and robust extensibility make it a natural candidate for lean development scenarios, yet realizing the promise of the platform is not without risk. This session covers the basics of lean production and explores the risks and possibilities in lean development with SharePoint. Through real-world case studies we discuss the seven most important factors for accelerating time-to-value across - Economic, - Cultural, and - Engineering dimensions.

1. presented by
Dave Healey
dhealey@chrysalisbts.com
(206) 734-9414
11/14/2015
SharePoint &
The Lean, Agile Enterprise
Critical Factors for Accelerating Time to Value

2. Welcome & Introductions
Chrysalis | Business Technology Solutions
• Drive performance improvement through the strategic application of technology
• Business Process Optimization, Business Intelligence, SharePoint Application Development
• Business application implementation and management
• Specialization in Microsoft SharePoint
Dave Healey, Managing Partner
• 20 years industry experience
• Knowledge & Information Mgmt.
Andrew Hopkins, Principal Consultant
• 22 years industry experience
• Enterprise Information Management
Presentation Team

3. • Who are you?
• Name, Company, Title
• How are you using SharePoint today?
• What do you hope to get out of this session?
Welcome & Introductions

4. “Success is not delivering a feature;
success is solving the customer’s problems.”
– Mark Cook, VP Products
Kodak Gallery

5. The Lean Startup
Based on Lean Methodology
Scientific approach to
• A delivery model designed to
help discover and deliver on
customer needs
• Deliver a new solution under
conditions of uncertainty
• Get a desired solution into
customers’ hands faster
• Validated Learning

6. Ideas
Build
Product
Measure
Data
Learn
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Build-Measure-Learn Feedback Loop
Minimize Total Time
Through The Loop

7. Idea, Build
• Experiment with
product and process
• Incremental / Disruptive
• Start small
9

8. Zappos
Hypothesis and Validated Learning

9. Idea, Build
• For internal users,
perform customer
discovery & interviews
• Identify users that
impact business metrics
• Start small
• IT / Business
partnership is critical
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10. Transportation Safety Board
Vision
• More consistent, less complex information
management practices
• More efficient, effective, reproducible and defensible
analysis
• Better utilization of knowledge nationally
• Ability to find information and records in response to
any challenge
• Less expenditure at local levels on non-standard
software

11. Iterative, Validated Learning Approach
Business Process Reengineering
Business Process Reengineering
• Analysis and design of workflows and
processes within an organization
Mission
Work
Processes
Decisions Information Technology
Defines Executes Considers Employs
Accomplish Guides Supports Processes

12. Agile Modeling
Epics, Stories and Sprints
• Iteration 01
• E-Workspace
• Report Workflow and Production
• IS/IM Tools Re-Design
• Development and Configuration Management Tools
• Iteration 02
• E-Workspace
• Data/Information Collection Tools
• Investigation Milestone & Cost Tracking
• Corporate Information Management
• Iteration 03
• Report Production Workflow
• Fatigue Assessment Re-Design

13. Idea, Build
• If you have User Stories,
add a hypothesis that
states the expected
outcome on a specific
metric
• Feed the learning back
into the product
backlog…
• Start small
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14. • Cultural
• Budget constraints
• Internal resistance
Critical Factors
Risks to Success

15. Problem Solution Process
Known Known
Known Unknown
Unknown Unknown
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Recognizing Opportunities for Lean
Waterfall, Agile
Agile
Lean

16. So Why SharePoint?
Pros
• Facilitates
experimentation
• Not Open Source
• Enables continuous
integration
• Broad base of skilled
resources
Not Pros
• Stack is resource heavy
• Not Open Source
• Requires proactive
management
• Ignoring / deferring
architecture is not a
best practice
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17. Product, Measure
• Customer interviews
• Walkthroughs of
wireframes
• Minimum Viable Product
• Minimum you need to test
validity
• Some include Wireframes,
Landing Pages, CRPs, PoCs,
Concierge Product
• Iterate (Agile) from there
20

18. • Cultural
• Working forward from the technology instead of
working backward from the business results
• “Get out of the building.”
Critical Factors
Risks to Success

19. Code, Measure
• Decouple from your
existing brand
• Ensure the right
prototype fidelity
• If you experiment in
code, come back to:
• clean it up
• iterate
• productize
• refactor
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20. • Cultural
• Wrong level of prototype fidelity
• Too little / No user input
• No validated learning
Critical Factors
Risks to Success

21. 24
Clarity, Insight & Learning
The Right Fidelity for the Right Audience

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Clarity, Insight & Learning
The Right Fidelity for the Right Audience

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26. 29
The Live Site (Then)

27. SharePoint Lean Success
Business Management, Microsoft Interactive Entertainment Business
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28. • Cultural / Engineering
• Lack of understanding of the platform
• Unwilling to refactor
Critical Factors
Risks to Success

29. Product, Measure
• Don’t release it to
everyone all at once
• Target specific cohorts
with a/b testing
• You cannot learn if your
feedback loops are
broken

30. • Engineering
• Over-engineering
• Breaking the feedback loop
Critical Factors
Risks to Success

31. • Identity Federation – third party authentication
authority support and integration
• OAuth, OpenID, Shibboleth
• Integration with other systems
• Continuous Integration
(automated build, test, & deployment)
• Visual Studio vs SharePoint Designer
• Crippled “Build-Measure-Learn” feedback loop
“Don’t build what the customer isn’t asking for.”
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Do Not Over Engineer
Critical Factors

32. SharePoint Architecture and Lean
Run the Wizard. Put It In Prod.

33. Balancing Speed against Stability
Aligning, Balancing, Realizing

34. • Economic
• Licensing
• Cost containment
• Cloud options and impacts
Challenge
Risks to Success

35. Data, Learn
• Interviews
• Surveys
• Observation
• Web analytics
• Telemetry data
• System generated data
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36. • Cultural
• Track the “right” metrics
• Be prepared to “Pivot”
Critical Factors
Risks to Success

37. Pivot
• Change direction
• Change the model
• Formulate new
hypotheses
• Generate new ideas
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Reboot
Forward

38. • Cultural
• Review and question your hypotheses
• No “sacred cows”
• Engineering
• Technology selection
• Design strategy
• Experiment to align customer & solution
Challenge
Risks to Success

39. Idea, Build
• Lather, Rinse, Repeat
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&

41. 48
presented by
Dave Healey
dhealey@chrysalisbts.com
(206) 734-9414