3. acknowledgments
Management f-LAWS: Paul Culmsee:
How Organizations Really Work www.cleverworkarounds.com
CodeCamp / SharePoint Saturday, March 26th 2011
19. f-LAW 1
THE MORE COMPREHENSIVE THE
DEFINITION OF GOVERNANCE IS,
THE LESS IT WILL BE
UNDERSTOOD BY ALL
CodeCamp / SharePoint Saturday, March 26th 2011
25. f-LAW 2
THERE IS NO POINT IN ASKING USERS
WHO DONâT KNOW WHAT THEY
WANT, TO SAY WHAT THEY WANT
Corollary: There is even less point in thinking that
you already know what they want
CodeCamp / SharePoint Saturday, March 26th 2011
28. opportunity driven learning
âThe truth about Einstein is he didn't arrive at his famous
equation by complex mathematical reasoning. In fact, he
didn't use mathematical or scientific reasoning at all!â
CodeCamp / SharePoint Saturday, March 26th 2011
33. f-LAW 4
MOST STATED GOVERNANCE
OBJECTIVES ARE PLATITUDES â
THEY SAY NOTHING BUT HIDE
BEHIND WORDS
CodeCamp / SharePoint Saturday, March 26th 2011
38. this isnât a platitude
We are proving that through better
information management, we can improve
our customer relationship and trust building
without over-burdening our staffâ
it can be measured
39. this isnât a platitude
âWe are proving that we can grow the
organisation while reducing email volumes
and centralising document storageâ
it can be measured
41. key takeaway
Ensure a shared understanding of the problem
among all participants
âThe âHoly Grailâ of effective collaboration is creating shared understanding, which is a
precursor to shared commitmentâ â Jeff Conklin
CodeCamp / SharePoint Saturday, March 26th 2011
42. f-LAW 12
THE MORE ANALYSTS ARE CONVINCED
THAT THEY EXIST TO TRANSLATE
BETWEEN âI.Tâ AND âTHE
BUSINESSâ, THE LESS THE PROBLEM
WILL BE UNDERSTOOD BY ALL
CodeCamp / SharePoint Saturday, March 26th 2011
45. complex/wicked problems
âą The problem is not understood until after
formulation of a solution
âą Wicked problems have no stopping rule
âą You cannot prove that all solutions have been
considered
âą Solutions differ based on interests, values and
ideology of participants
56. Thanks for your
time & attention
www.21apps.com
@AndrewWoody #spsuk #rwsbs
Hinweis der Redaktion
Introduce me and 21apps â âchanging the way people work and helping our clients realise SharePoint Business Valueâ
Some of the content, particularly around f-laws was from Russell Ackoffand the SharePoint Gov/IA Master Class10% discount off our SharePoint Gov/IA Master Class if you chuck me your business card tonightâŠ
Firstly some Context. SharePoint needs two main ingredients to be successful:Assurance â The technical stuff like architecture, backups, resilience, load balancing etc. that ensure that the technology platform is working.Governance â The business stuff like aligning business goals to the technology platform, Information Architecture, user adoption and solution design etc. that ensures the technology delivers measurable business value.
Why do we do SharePoint?Because its coolWe have to its our jobBecause your all here on a Wednesday Evening, Iâm guessing there not the primary reasons?I guess you are passionate about what SharePoint can doThat it has great potential to deliver value and solve problems within our internal or external customersYes?
SharePoint is Awesome!Great platform, broad feature setPotential to deliver great business outcomes and âdo goodâIâve seen and been a part of some great implementations, as Iâm sure you guys all have?
So why do we hear of so many Challenges & Project Failures?Project failure â is not that you havenât delivered SharePoint project, hit the targets on the Gannt chart â its that youâve not delivered the expected outcomes of the businessUser Experience isnât what they wantNot delivering business valuePoor user adoption** ASK - Whats your thoughts?
Tell the story of a typical Project in the old worldStrategy â cascaded downProject gets created because - IT want SharePointProject gets created because - Local Business ProblemBusiness see demo of SharePointI âwantâ rather than âthe organisation needsâRequirements based upon SharePoint features â I want a mysite, 5 doc libraries and some workflowThe SharePoint features get delivered as requestedThe project is âin theoryâ a successBUTâŠ.
Finish the StoryAnti-climax Project Fails â bad outcomes - lots of reasons Business loose faith in IT and wonder whether we were listeningSharePoint team are wondering what the problem is, they did what was asked of themâŠ
Notice I havenât said that the technology sucksI havenât said that SharePoint âcanât be made to do thatâThe technology isnât the problem here guysâŠYou guys are awesome and we can make SharePoint do ANYTHING⊠So why is this all so hard?Why are there SharePoint project problems?Why do we have a HUGE SharePoint Business Value problem?
Celery contains 6 calories. But the mere act of digesting said stalk burns more like 10 calories, resulting in a negative caloric intake.This is like spending lots of time and effort, licenses, hardware and project time and money, but not delivering anything the business needsŸ of SharePoint projects I was aware of over the past 5 years DID NOT deliver true Business Value** EVERYONE STAND-UP ** Sit down if youâve seen a âCeleryâ SharePoint project.
There could be any number of reasons for SharePoint project problems, but really common ones I have witnessed are:
Weâre looking at problems with an IT/Technology focus â SharePoint Knows NothingâŠIt doesnât know your business, sector, organisation, business problem
No shared understanding between IT and the businessAs an asideI recommend exploring a move away from just using documented requirements and moving to more âVisual Thinkingâ approach:Visualisations and story-telling are very powerful techniques for gaining a shared understanding between two very different groups of stakeholders:We use and have developed a wide range of techniques that includingIssue MappingSharePoint Project CanvasEmpathy MapsDrawing on the back of a Napkin
We allow projects to be specified as SharePoint features not business outcomesSTORYRequirements copied and pasted from the Microsoft web site!Have any of you seen that kind of behaviour from a client?
IN Latin means âto steerâIt doesnât mean âHuge Document that no-one wants to read!âSteering a boat you start somewhere and you have a destination, the path you take depends on many factors.STORY - about how I sail etc
We have an unhappy baby, our goal is to have a happy baby (otherwise the mum will shout at us) Governance is everything we need to consider to achieve that goalItâs an on-going process, business want an need continuous improvement (adaptive capacity)
Stand upSit down if you think most Governance docs are usually over 100 pages longSit down if you think most Governance docs are usually over 70 pages longSit down if you think most Governance docs are usually over 50 pages longSit down if you think most Governance docs are usually over 30 pages long
Microsoft governance overview doc doesnât talk about users, requirements, value
Microsoft governance features doc doesnât talk about users, requirements, value
This is the easy bit, well documented and lots of experts ï
So why does a typical SharePoint project make so many assumptions about user requirements?
Taken from one of Jeff Conklins booksHands up who agree with that approach?There is no definitive statement of âThe Problem.â It is a moving target. âthey donât know what they wantâThe problem is composed of an evolving set of interlocking issues and constraints. Each attempt at creating a solution changes the understanding of the problem. Therefore, the information needed to understand the problem depends on oneâs idea for solving it âŠIn order to describe a wicked problem in sufficient detail, one has to develop an exhaustive inventory for all the conceivable solutions ahead of timeA number of designers participated in an experiment in which the exercise was to design an elevator control system for an office building. All of the participants in the study were experienced and expert integrated-circuit designers, but they had never worked on eleva-tor systems before. Indeed, their only experience with elevator systems came from riding in elevators. Each participant was asked to think out loud while they worked on the problem. The sessions were videotaped and analyzed in great detail. The analysis showed, not surprisingly, that these designers worked simultaneously on understanding the problem and formulating a solution. They exhibited two ways of trying to understand the problem: efforts to understand the requirements for the system (from a one page problem statement they were given at the beginning of the session); and mental simulations (e.g. âLetâs see, Iâm on the second floor and the elevator is on the third floor and I push the âUpâ button. Thatâs going to create this situation....â).
**** This is why agile techniques fit better than waterfallThere is no definitive statement of âThe Problem.â It is a moving target. âthey donât know what they wantâThe problem is composed of an evolving set of interlocking issues and constraints. Each attempt at creating a solution changes the understanding of the problem. Therefore, the information needed to understand the problem depends on oneâs idea for solving it âŠIn order to describe a wicked problem in sufficient detail, one has to develop an exhaustive inventory for all the conceivable solutions ahead of timeA number of designers participated in an experiment in which the exercise was to design an elevator control system for an office building. All of the participants in the study were experienced and expert integrated-circuit designers, but they had never worked on eleva-tor systems before. Indeed, their only experience with elevator systems came from riding in elevators. Each participant was asked to think out loud while they worked on the problem. The sessions were videotaped and analyzed in great detail. The analysis showed, not surprisingly, that these designers worked simultaneously on understanding the problem and formulating a solution. They exhibited two ways of trying to understand the problem: efforts to understand the requirements for the system (from a one page problem statement they were given at the beginning of the session); and mental simulations (e.g. âLetâs see, Iâm on the second floor and the elevator is on the third floor and I push the âUpâ button. Thatâs going to create this situation....â).
Just like overnight successes donât ever happen over night they usually take years of failure and learning
There are Dark forces at play in your SharePoint projects, lots of things in your âproject worldâ that influence you and challenge the project success
Pace of change â project timescales, resource limitationsProblem Wickedness â Canât define the problem etcTechnical Complexity â What do we need to do to deliver?Social Complexity â people are a pain, they change their minds, they have opinions etc
Why are we doing this project, what are we trying to achieve? No reason then the project shouldnât exists
Humffrom Nick Jnr.Look it up in wikipedia!Book - âBuilt to Last: Successful Habits of Visionary Companiesâ by James Collins and Jerry PorrasExplain BHAG â There needs to be a bold, big reason for doing the project that the SharePoint project team can believe inShared Understanding and Shared Commitment
PlatitudesHomer was rendered infertile from years of radiation exposure and fearing a lawsuit, they created a phony awardSharePoint platitudes:Improved CollaborationBe more âsocialâ
Homer was rendered infertile from years of radiation exposure and fearing a lawsuit, they created a phony award
The power of a Big Hairy Audacious Goal and Outcomes that arent full of platitudes in SharePoint project Governance21shift modelReview of clientâs home pageMapping of Vision (non platitude) to what was articulated on the home page â Home Page did not support the Vision at all!
Make sure the client, all their stakeholders, all the users and all your SharePoint project team have a shared understanding of the project goal/vision â make sure everyone is going in the same direction
Ask whose a SharePoint BA in the room?
Why are SharePoint Projects sooooo HARD?Because there solving business problems
Dave Snowden (Ex-IBM)Place of Multiple Belongings â multiple influencersSenseMaking model, not a Classification ModelHighlight Analysis versus Facilitation in each zone.SharePoint Projects are typically in the Complex zoneBusiness Problems & SharePoint projects are what I would class as âComplexâ ProblemsShow the pronounced âcanevanâ - Cynefin Matrix⊠Show where Business & SharePoint is versus a technology problem.Simple Domain - âEverytime you do X you get YâComplicated Domain - âIf you apply method A, on the advice of experts B and C, you will get to ZâExchange deploymentComplex Domain - âBased on department X feedback, letâs try this new configuration of sites, document libraries, folders and content typesâBusiness projects & SharePointChaotic Domain- âTry method A and see whether it got you any closer to Z. Review whether your understanding of Z has changed as a resultâhttp://www.youtube.com/watch?v=N7oz366X0-8
SharePoint gets deployed to solve business problems, which are influenced by the âDark Forcesâ which means they are WICKED PROBLEMS
If we focus on what does the technology âallow us to doâ then we end up with a technology based solutionâŠ.
You need a way to redress the business-technology balanceâŠ
Use facilitation and visual tools to gain a shared understanding
Our solution for this is the 21shift modelGo through the model explaining briefly the purpose of each stageThen show that everything in Delivery must be traced back to support Vision & Outcomes
At the start of this session we said that most Technology projects fail to deliver their true valueIf you spend more time focussed on the âwhat and the whyâ then you will find your Business Project will DELIVERSharePoint can Rock!
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