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Using Metrics to Tune Up Your SharePoint Estate. SharePoint Saturday Reston October 25, 2014 Susan Hanley www.susanhanley.com. Why Measure? – The Four “F” Words. Good measurement is good management. Feedback. Funding. and metrics should be used to optimize and improve the process.
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Using Metrics to Tune Up Your SharePoint Estate SharePoint Saturday Reston October 25, 2014 Susan Hanley www.susanhanley.com
Why Measure? – The Four “F” Words Good measurement is good management Feedback Funding and metrics should be used to optimize and improve the process Follow-on Focus
Before During After • Develop benchmarks • Develop lessons learned • Make the business case • Provide a target • Make tradeoffs • Tune the implementation process What do we want to do with metrics?
Measurement Process Understand your baseline and establish a target Understand the business problem you are trying to solve Identify use cases that have meaningful impact Determine the metrics that align with each use case Measure and monitor: be prepared to change Modify the metrics Identify opportunities to re-define the problem
Understand the business problem Without it … could be a career-limiting move
There is only one reason to implement SharePoint … … you have a BUSINESS PROBLEM to solve.
Identify use cases with impact Product Development ResourcePlanning Customer Support Sales • Sales team on-boarding • Sales team training and mentoring • Example proposals • Finding other engineers working on similar problemsor related projects • Project Manager looking for the most qualified resources for a project • Services agent working trying to solve a customer problem • Support call deflection
Example Scenario • Organization: Association • Business Goal: Provide a self-service knowledge portal for members to share best practices and learn from others without having to depend on engaging HQ for routine questions • Impact-based Use Case: Support call deflection for routine questions • Secondary Use Cases: • Free up HQ support staff to work on more complex requests • Build online, searchable inventory of member- and HQ-curated assets
Determine the metrics that align with each use case • Business Metrics • Number of routine support calls • Number of complex support calls • System Metrics • Number of successful searches for online content by members (searches with at least one result) • Number of “0 results” searches
Quantitative or Qualitative: That is the question! • Quantitative • Performance between points • Spot trends • Qualitative • Provide context • Used when numbers aren’t easy (storytelling) • Used at early project stages (future scenarios) • Richer (“serious anecdotes”)
Serious Anecdote | Pharma – The Need • A scientist with Thrombotic & Joint Diseases in Germany began a project to isolate and culture macrophages and needed some help. • Meanwhile, two scientists in the US had deep experience in protocols for this area.
Serious Anecdote | Pharma– The Result • The German scientist consulted the expertise directory to find that expertise existed within the company and contacted the two US scientists he found in his search. • Both scientists quickly responded with assistance. One helped him with culturing protocols and the other helped him with information on magnetic cell sorting. Benefit: The German scientist was able to leverage existing internal expertise and, in the process, reduce his research effort by 4 weeks.
The best metrics are Relevant to outcome Relevant to stakeholders Collected at low cost Balanced
What about more traditional measures? • Easiest with Process Improvement use cases • Must have a baseline – and a plan to measure results • Use TENS approach: • T = time on task (in minutes) • E = number of employees performing that task • N = number of times per year a typical employee performs that task • S = average employee’s loaded salary per minute • Still helps to have a combination of balanced quantitative and qualitative metrics
Measure and Monitor: be prepared to change • Metrics are just a tool. • Goal – to get better and make informed decisions. • Use measurement plan to: • Assess value to users • Identify new capabilities needed to achieve business goals • Evaluate unexpected results: • One-time or trend? • Measuring the wrong thing? • Fundamental problem with solution? • More training?
Keep in Mind • Metrics alone won’t make your solution successful. • You need a person whose job it is to monitor metrics. • You need someone who is accountable for making changes based on metrics analysis. It’s as important to have a plan for acting on metrics as it is to have a plan for collecting them!
Call to action Gain consensus on baseline and target Develop a plan – quantitative and qualitative Make sure metrics are part of someone’s job Develop approach to capture and categorize Develop an approach to promote – tell the metrics story
Don't measure anything unless the data helps you make a better decision or change your actions.If you're not prepared to change your diet or your workouts, don't get on the scale.--Seth Godin – August 6, 2014
About me sue@susanhanley.com susanhanley susanhanley • Governance • User Adoption • Metrics • Information Architecture • Knowledge Management www.slideshare.net/susanhanley http://www.networkworld.com/blog/essential-sharepoint www.susanhanley.com
