Roadmap and Business Models for Adopting SharePoint as Your Collaboration Tool

2. CSC211 Roadmap and Business Models for Adopting SharePoint as Your Collaboration Tool Kevin Tracy Collaboration Architect Ford Motor Company customer

3. Collaboration Elements • It’s often necessary to go back to basics • What is needed for people to collaborate? • What makes people collaborate effectively? • How do we collaborate?

4. How Functionality Aligns with the Collaboration Elements Looking at your various IT systems and desired functions can help you identify areas for improvement Content Document Mgmt. Records Mgmt. Blogs Wikis Web Content Mgmt. Imaging Knowledge Mgmt. Digital Asset Mgmt. Context Portal Alerts Social Bookmarking Shared Workspaces Dashboards Personal Workspaces Social Networking RSS Search Logistics Workflow Calendar Presence Behaviors Protocol Rules Communication E-mail Voicemail Voice Communication Data Conferencing Audio Conferencing Video Conferencing Instant Messaging

5. Look at your Existing Landscape • Ford had many redundant products to handle collaboration • Technologies in the collaboration portfolio needed to be refreshed/upgraded • Many people are required to support all these products • We created several islands of isolation • Few applications worked together • Lack of a cohesive user experience • Collaboration not sufficiently supported

6. Islands of Isolation Shared Workspaces Workflow Instant Messaging/Presence Document & Records Mgmt. MS Office 2003 E-mail/Calendar Conferencing Web Content Mgmt. Search Voice & Messaging Portal

7. Develop Principles to Drive your Collaboration Strategy • Defragment the portfolio • Simplify the portfolio by eliminating redundant products • Leverage common skill sets • Self-service collaboration • Make it easy for employees to obtain tools • Provide training in a variety of formats • Simplify funding and approval processes • Provide architecture templates for custom solutions

8. Develop Principles to Drive your Collaboration Strategy (cont’d) • Provide innovative and current tools • Provide fresh tools (upgrades & new functionality) • Apply governance to avoid doing things that prevent you from upgrading • Integrate the portfolio • Provide tools that work together • Provide tools that support a service oriented architecture

9. How SharePoint Fits into the Strategy • Shared Workspaces • SharePoint is allowing us to simplify the portfolio MOSS Instant Messaging/Presence • Portal • Workflow E-mail/Calendar • Search • Document & Records Mgmt. Conferencing MS Office 2003 • Web Content Mgmt. Voice & Messaging

10. How SharePoint Fits into the Strategy (cont’d) • Microsoft “gets” self-service collaboration • MySite provisioning built into the product • Business models that Microsoft IT uses internally • SharePoint is providing new technologies • Web 2.0 (Blogs, Wikis, RSS, etc.) • Social Networking • SharePoint is providing a rich integrated user experience

11. Integrate the Portfolio for a Rich User Experience • Users need to be able to collaborate anywhere, anytime, and on any device • Contextual systems are the focal point of interaction • Legacy systems are exposed through other systems

12. Where do you start?Target replacement Technologies • Windows SharePoint Services is an ideal candidate for replacing shared workspaces • Free with Windows 2003 Server license • Quick & easy gains with respect to integration • Instant Messaging • Calendar • Office Suite • Security • It provided an extensible framework that was better than other products we were using • Microsoft’s commitment to improving collaboration capabilities (financial & intellectual)

13. Develop a business model • WSS is free, but servers and personnel for support are not. How do you fund? • Creating a successful business model was vital at Ford • Key challenges Ford faced • SharePoint unproven at Ford (new technology) • Ford needed to develop appropriate skill sets • There was a significant gap in features between the two products • Ford already had a well established support network for the existing product • Ford had a very large user base that was satisfied with the existing product

14. Develop a business model (cont’d) • Facing key challenges • Partnered with Microsoft to build skill sets and run a proof of concept • Created a niche for SharePoint around personal productivity (i.e., the SPS my site model in WSS) • Explored customizing for specific business needs • Two business models were created * Costs were Ford Motor Company internal billing charges between departments

15. Driving Adoption • Even with a business model you need an adoption plan • Couple with other technologies to drive adoption – Ford chose Instant Messaging • Mixed initial reactions • Some users just wanted IM • No one knew what to do with their Personal Productivity Site • Some concerned that users would use the sites for non-work related content • Reality • A lot of users explored the functionality of SharePoint and started to use it • Created a grass-root culture shift to avoid attachments in e-mail • All existing corporate policies were sufficient

16. Driving Adoption (cont'd) • Target IT as the main LOB for adoption • Get IT upper management to start using and promoting • Have your CIO run his staff meetings out of a recurring meeting workspace • Find an initiative with good visibility that has a lot of pain (ADS knowledge capture) • Educate LOB customer liaisons from IT • Embedded Advisors • Have customers participate in a POC • Demos and road shows • Consult on key initiatives (e.g., provide a collaborative environment for a lot of cross functional teams for the launch of Ford SYNCTM)

17. Operational Excellence • Define your SLA • What is your SLA? • Will people be on call? • How many layers and what will the layers handle? • What will each layer service? • How do hand-offs occur? • Will you have a maintenance window? • Create a Service Delivery web site • Service definitions • Security • Terms of use • How to get & decommission sites • Educational information • FAQ’s and Help • Features & benefits • SLA • Billing & costs

18. Operational Excellence (cont'd) • Automate Service Delivery • Provisioning (sites, decommissions, quota increases) • Leverage workflows for approvals • Leverage SharePoint’s strengths • Defining & Applying Governance • Decide whether you allow people to use SharePoint Designer • Customizations…what level? • Appropriate Usage • Appropriate integration (e.g., Web Services) • Annual File Reviews • Access Control Reviews

19. Lessons Learned • Embedded Advisors • Volunteers were tapped on the shoulder (not genuine) • Volunteers had no stake in adopting • Training • Lack of classroom, on-line, or documentation for training slowed adoption • Internet documentation confusing between SharePoint Services and SharePoint Portal Server • Customizing the look and feel made outside resources less effective • Operational vs. Business Support • We did not address support for “How To” questions • We did not stress the need for upfront planning – causing users to start over

20. Lessons Learned (cont'd) • Best Practice Replication • We were not capturing good use or behaviors of sites • We did not provide good examples of sites and lists via templates • Emphasize how the product fits into the strategy • Integration is more important than best of breed • Empowering employees with respect to the tools • Simplifying the portfolio to reduce costs • Be prepared with examples • We found that to be very effective to eliminate noise and political factors for adoption

21. Taking SharePoint up a LevelThe plunge towards customization • Identifying candidates • SharePoint is not a replacement for transactional applications • Applications developed should be focused on collaboration • Outsourcing Customizations • 3rd Party Ad-ons • Creating a Development Policy • Governing Customizations

22. Taking SharePoint up a LevelUsing virtualization for customizations

23. Ford CustomizationsGo! • Global Marketing & Sales Network • Sharing effective marketing concepts • Focal point for Marketing news and education • Provided light weight customizations such as rating content, adding search tags, playing marketing videos, etc.

24. Ford CustomizationsTownhall Jams PoC • Two day event • 447 Participants invited • 373 Threads posted • 83 Unique participants posted content • “War Room” setup to co-locate moderators and support team • Discussion analysis identified “themes” that were discussed

25. Ford CustomizationsIdeaPlace • Mechanism for employees to submit ideas to improve products and processes at Ford • Customizations created to help reduce to number of duplicate or similar ideas • Establishes easy, yet formal process for bringing ideas to light • Facilitates collaboration of ideas among interested employees • Ideas get refined by stakeholders before submitting for a community review • Leverages tools to make it easy for employees to stay up to date on idea discussions • Allows a community to rate ideas

26. IdeaPlace Christine Gelletly Associate Application Architect Collaboration Architecture demo

27. Moving to SharePoint Server 2007 • Business models were key to adopting SharePoint • The approach and work we took have now launched the following projects on MOSS 2007 • Factory of the Future (New) • Enterprise Portal (Migration) • 3 Regional Dealer Portals (Migrations) • Upgrade Shared Workspaces (upgrade)

28. Kevin Tracy (ktracy3@ford.com) Collaboration Architect Christine Gelletly (cgelletl@ford.com) Associate Architect Q&A

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