SPS Abu Dhabi October 5 2013, help with communicating value of SharePoint to business including executives and senior managers. Business plan elements include hard & soft elements, building credibility, fit in IT portfolio, priority of needed solution, demo of real world environment.

1. Communicating the Business Value of
SharePoint to Executives
Naomi Moneypenny
Abu Dhabi

2. Slide 2
About Me…
October 5, 2013
Passionate about user adoption and
enterprise collaboration & innovation
geek
Technology forecasting and strategy manager at
Shell, consulted at many Fortune 100 companies since then
20 patents in
adaptive
systems
Naomi Moneypenny
n.moneypenny@manyworlds.com
2900+ followers
on Twitter
3+3 dogs Astrophysicist
@nmoneypenny #SPSAbuDhabi n.moneypenny@manyworlds.com

3. Slide 4
Communicating your SharePoint Value
 Projects rarely fail because of the technology - they fail because no-one
uses the system, or wants to use it
 It can be critical to achieving good, sustained levels of user adoption
(not just ‘mandated’ adoption)
 Communication is 80% of a Project Manager’s job
 Communications planning is usually confined to the implementation
rollout/timeline details
 For executives, the understanding of what SharePoint does may be
very limited (since they often are consumers of information rollups
not contributors)

4. Slide 5
The Boardroom
October 5, 2013 © ManyWorlds, Inc

5. Slide 6
Positioning
In an 85,000 person
company, with global
implementations - 40 staff to
support SAP but only 4 for
SharePoint
IT Manager

6. Slide 7
SharePoint isn’t ERP/BPR….
ERPs are the
embodiment of
business process
reengineering
efforts.
BUSINESS DRIVEN
SharePoint grew
from file
shares, document/re
cords management.
IT DRIVEN

7. Slide 8
Execs Have Been Burned Before on IT Projects…
October 5, 2013 © ManyWorlds, Inc
Key survey findings include:
• Lack of confidence in project success: 75% of respondents admit that their
projects are either always or usually “doomed right from the start.”
• Rework wariness: 80% admit they spend at least half their time on rework.
• Business involvement is inconsistent or results in confusion: 78% feel the
business is usually or always out of sync with project requirements and
business stakeholders need to be more involved and engaged in the
requirements process.
• Fuzzy business objectives: Only 55% feel that the business objectives of their
projects are clear to them.
• Requirements definition processes do not reflect business need: Less than
20% describe the requirements process as the articulation of business need.
• Lack of complete agreement when projects are done: Only 23% state they
are always in agreement when a project is truly done.

8. Slide 9
Key Considerations
Establishing Trust & Internal Credibility
Business Case for upgrading/
resourcing
Demo of Real
World Scenario
Priority of Needed
Solution
Fit in Portfolio

9. Slide 10
Key Considerations
Establishing Trust & Internal Credibility
Business Case for upgrading/
resourcing
Demo of Real
World Scenario
Priority of Needed
Solution
Fit in Portfolio

10. Slide 11
Putting Together the Business Case
October 5, 2013 © ManyWorlds, Inc
Hard Benefits
e.g. NPV, IRR
Cost Savings, Reduced Licensing
Soft Benefits
e.g. Efficiency gain, % of automation, productivity increase
Leverage of Existing Assets
Risk Mitigation

11. Slide 12
How Much Opportunity For Your Industry?
October 5, 2013 © ManyWorlds, Inc

12. Slide 13
Knowledge Worker Productivity
October 5, 2013 © ManyWorlds, Inc

13. Slide 14
Time Savings
October 5, 2013 © ManyWorlds, Inc
Source: XKCD, http://imgs.xkcd.com/comics/is_it_worth_the_time.png

14. Slide 15
The Four Most Common Issues in Project Failures
October 5, 2013 © ManyWorlds, Inc

15. Slide 17
Unclear Objectives
What We Discuss
Most
What We Should
Be Discussing
Most
Don’t rearrange the deck chairs
because it’s the problem that
you can get your hands around.
How to enable users by
making the system as
efficient and valuable
as possible to them
RBS, BCS, Security,
SPD access

16. Slide 18
Be SMART - Learn from BPR
 Specific – outline in a clear statement
precisely what is required.
 Measurable – include a measure to
enable you to monitor progress and to
know when the objective has been
achieved.
 Achievable – objectives can be designed
to be challenging, but it is important that
failure is not built into objectives.
Employees and managers should agree to
the objectives to ensure commitment to
them.
 Realistic - focus on outcomes rather than
the means of achieving them
 Timely - (or time-bound) – agree the date
by which the outcome must be achieved.
October 5, 2013 © ManyWorlds, Inc
“What gets measured,
gets managed.”
- Peter Drucker
Improve Engineering department product support documentation
lifecycle by 20% in 100 days. [as part of Phase 1 objectives…]

17. Slide 19
Key Considerations
Establishing Trust & Internal Credibility
Business Case for upgrading/
resourcing
Demo of Real
World Scenario
Priority of Needed
Solution
Fit in Portfolio

18. Slide 20
Comment on Users
Only two industries
call customers
‘users’…
- drug dealers and IT
Eugene Lee

19. Slide 21
Simple Prioritization Example
October 5, 2013 © ManyWorlds, Inc
Low
Hanging
Fruit
Phase
Don’t
do
Difficulty to Execute
Value to the
Business

20. Slide 22
Example Solutions
October 5, 2013 © ManyWorlds, Inc
• Project Management Solution
• Registration Management System
• Basic FAQ Solution
• Learning Center
• Help Desk Management
• Virtual Teams Activity Site
• Team Blog Platform
• RFP Response Solution
• Contact Management Solution
• Resource Scheduling Solution
DO: Show realistic demo or wireframe
DON’T: Assume they know what UX looks like

21. Slide 23
Employee Training Scheduling and Materials
October 5, 2013 © ManyWorlds, Inc
http://sp2010teamplates.codeplex.com/

22. Slide 24October 5, 2013 © ManyWorlds, Inc
http://sp2010teamplates.codeplex.com/

23. Slide 25
Business Intelligence
October 5, 2013 © ManyWorlds, Inc

24. Slide 26October 5, 2013 © ManyWorlds, Inc

25. Slide 27
Branding

26. Slide 28
Integration with Project 2010

27. Slide 29
Complementarity between Dynamics CRM and SharePoint
Structured &
Semi-
structured Data
Social
Engagement &
Collaboration
Information
Evolution &
Storage
Informal Rules Enterprise
Search
Across Teams
& Domains
Structured
Relational
Data
Interactions, A
ctivities &
Tasks
Information
Generation &
Analytics
Formalized
Processes
Data Query &
Filter
Within Teams
& Domains
SharePoint
CRM

28. Slide 30
Integration with Dynamics CRM
 Surface CRM data in configurable audience-specific dashboards

29. Slide 31
Key Considerations
Establishing Trust & Internal Credibility
Business Case for upgrading/
resourcing
Demo of Real
World Scenario
Priority of Needed
Solution
Fit in Portfolio
Actionable insights/learning that make better decisions

30. Slide 32October 5, 2013 © ManyWorlds, Inc.
Actionable Learning
 Drive from the business value.
 If the information doesn’t influence a decision (or indicate
compliance), it’s worth absolutely zero.
 Actionable learning can be put in the context of a data-to-
action lifecycle process.
 Actionable learning has quantifiable value!
 SharePoint’s value proposition can be put in the context
of an enterprise’s data-to-action lifecycle.

31. Slide 33
Data-to-Action Lifecycle
October 5, 2013 © ManyWorlds, Inc
Data
Acquisition
Data
Filtering
Data
Storage
Search &
Discovery
Predictive
Analytics
Process &
Collaborate
Data-to-Action Lifecycle
Decide Act
Data
Information
Insights
Institutionalized
Insights &
Processes
Findings
Value

32. Slide 34October 5, 2013 © ManyWorlds, Inc.
Debottlenecking Organizational Learning
 Bottlenecks can occur that inhibit learning throughput
 Debottlenecking learning throughput delivers tangible value
 Enhancing the flow of learning needs to be a continuous,
dynamic, and strategic process for every enterprise

33. Slide 35
Data-to-Action Lifecycle Constraints Analysis
October 5, 2013 © ManyWorlds, Inc
Data
Acquisition
Data
Filtering
Data
Storage
Search &
Discovery
Predictive
Analytics
Data-to-Action Lifecycle
Contribution-to-Learning Throughput
Bottleneck Bottleneck
Decide Act
Process &
Collaborate

34. Slide 36
Data-to-Action Lifecycle Constraints Analysis
October 5, 2013 © ManyWorlds, Inc
Data
Acquisition
Data
Filtering
Data
Storage
Search &
Discovery
Predictive
Analytics
Data-to-Action Lifecycle
Contribution-to-Learning Throughput
Bottleneck Bottleneck
Decide Act
Process &
Collaborate

35. Slide 37October 5, 2013 © ManyWorlds, Inc.
Enhancing Organizational Learning Throughput
 SharePoint can address multiple areas of the data-
to-action lifecycle
 SharePoint’s value is proportional to the degree it
improves overall learning throughput
 Depending on your organizational culture and
policies as to how detailed you need to be to
demonstrate this

36. Slide 38
SharePoint Enhances Enterprise Learning
October 5, 2013 © ManyWorlds, Inc
Data
Acquisition
Data
Filtering
Data
Storage
Search &
Discovery
Predictive
Analytics
Data-to-Action Lifecycle
Contribution-to-Learning Throughput
SharePoint
Decide Act
Process &
Collaborate
SharePoint

37. Slide 39
Process for Optimizing Learning Throughput
October 5, 2013 © ManyWorlds, Inc
Identify Key Recurring Decision(s)
for Selected Domain
Determine Decision Improvement
Bottlenecks in Data-to-Action Lifecycle
Determine the Expected
Value of Resolving Bottlenecks
Develop Solution to Resolve
Bottlenecks & Expected Net Value
Implement Solution
(if Net Value Sufficient)

38. Slide 40
Illustrative Technology Mappings (for Portfolio Fit)
October 5, 2013 © ManyWorlds, Inc
Data
Acquisition
Data
Filtering
Data
Storage
Search &
Discovery
Predictive
Analytics
Data-to-Action Lifecycle
 Sensors
 RFID
 User
Interface
Decide Act
 MS Stream
Insights
 SQL
 Hadoop
 MS Parallel
Data
Warehouse
 Teradata
 FAST
 Google
Appliance
 Learning
Layer
 SAS
 Spotfire
 Case-based
Reasoning
 SharePoint
 Yammer
 tibbr
Process &
Collaborate

39. Slide 41
Key Considerations
Establishing Trust & Internal Credibility
Business Case for upgrading/
resourcing
Demo of Real
World Scenario
Priority of Needed
Solution
Fit in Portfolio

40. Slide 42
Valuing the Glue?
We have 4 million
documents in
SharePoint, only 2
FTEs to support it
Org that is halfway down on the Fortune 500 list
We spend $535M every
3 years with Microsoft
for Office
USAF

41. Slide 43
Utility Provider
October 5, 2013 © ManyWorlds, Inc
• Only noticed when there is a
disruption
• Having all the infrastructure
performing reliably is table stakes
• Most of the time, people complain
about costs and shop other
providers 
• Track record isn’t great – earn
the right
• Total cost of ownership increased
between Osterman Research
surveys, from $45.77 per seat
per month in August 2011 to
$48.47 in September 2012.

42. Slide 44
Reviewing What We’ve Learned
 Stakeholders need to understand that SharePoint is a
platform on which business users and IT pros can build
collaborative applications
 The goal is to empower business users to serve
themselves
 Executives do best with prioritized, specific objectives
for the business that transform into real solutions in
SharePoint.
 Accurately capturing business need and assessing
resourcing needs is critical
 Demonstrate that SharePoint is part of your overall
technology roadmap and fits in your Data to Action
lifecycle
October 5, 2013 © ManyWorlds, Inc

43. Slide 45
Want to talk more?
 Business cards at the front
 Always happy to hear from you,
follow up questions or comments.
Or just moral support!
n.moneypenny@manyworlds.com
 Follow me on Twitter?
(I will follow you back )
 @nmoneypenny
 Let’s connect…
 www.linkedin.com/in/moneypenny