Art Of Sharepoint Success News & Articles

Let’s not beat around the bush. Why don’t you want users to adopt SharePoint?

Transition is the umbrella term that I use to refer to the combination of change management and user adoption which are vital ingredients in the success of SharePoint. This week we’ll be taking a look at what 1940’s North American farmers can teach us about SharePoint adoption.

Hello from my room in a rather nice hotel overlooking the river Thames in London, where I am staying for the International SharePoint Conference ☺

This article is the beginning of the end as we move on to the final element of Art of SharePoint Success framework, Transition. Transition is the umbrella term that I use to include change management and user adoption. As a former colleague of mine used to say, it’s about moving the organization from the old world to their new world.
 

In this week's installment of The Art of SharePoint Success, we are going to consider how we can further evolve the model developed in the previous two posts, discuss what Microsoft are doing to “fix” their own intranet and speculate wildly about what might be coming in SharePoint 15.

Hold on to your Easter bonnets…

The sun is shining and spring is in the air. What better way to spend the warmest day of the year in the UK than penning the latest episode of the Art of SharePoint Success?

Hopefully you’ve recovered from the excitement of our last installment in the Art Of SharePoint Success? It’s time to think about how we deploy SharePoint into the organization, and don’t worry, we’re not suddenly talking technology.

In our last two installments we have been exploring the business case for SharePoint. We’ve introduced the idea of the left-brained business case and the right-brained business case, and we’ve looked at the costs of SharePoint. In this episode we are bringing the business case discussion to a climax with the difficult bit: the benefits of SharePoint.

In our last gripping installment we began to consider the business case for SharePoint and I introduced the ideas of the Left Brained and Right Brained business case. In this episode we’re taking the excitement to unprecedented heights as we analyze the costs of SharePoint.

Last time on the Art of SharePoint Success we concluded our exploration of strategic lenses that I use to help clients understand and articulate their SharePoint related goals by looking at Enterprise Content Management and Collaboration.

In this scintillating installment we are going to delve into the third and final part of the Strategy element, the business case for SharePoint.

Happy New Year and welcome back.

In our last article we began to explore a series of "strategic lenses" which I use to help clients understand and articulate their SharePoint related goals. We discussed value, knowledge management and intranets. In this article we’re going to wrap up on strategic lenses with Enterprise Content Management and the "C" word -- Collaboration!

This week in the Art of SharePoint Success it's time to talk Strategic Lenses (aka "what do I do with SharePoint?") -- specifically Value and Knowledge Management. Let's take a closer look.

This is article seven in the series exploring the Art of SharePoint Success, a framework for achieving long term business benefits from investments in SharePoint-based change initiatives.

There are four elements to the framework:

1. Governance
2. Strategy
3. Architecture
4. Transition

We are discussing the strategy element which began with the question, “What is SharePoint?” I suggested the following answer: SharePoint is a set of integrated technologies which provide a platform upon which an organization can build a flexible, long-term information and knowledge management infrastructure. The past two articles have explored the concepts of SharePoint as a set of integrated technologies, as an application development platform and the nature of infrastructure. This month we are going to wrap up the definition of SharePoint by looking at the idea that SharePoint is all about information and knowledge management.

This is article six in the epic saga exploring my Art of SharePoint Success framework for achieving long-term business benefits from investments in SharePoint based initiatives, (eagle eyed readers will note that last month’s article claimed to be number 6, it was in fact number 5).
There are four elements to the framework:

1. Governance
2. Strategy
3. Architecture
4. Transition

Last month we began our discussion of the Strategy element by posing the tricky question, “What is SharePoint?” I offered my answer which is,  

SharePoint is a set of integrated technologies which provides a platform upon which an organization can build a flexible, long-term information and knowledge management infrastructure.”

We discussed the concepts of SharePoint as a set of integrated technologies, and as a shared infrastructure. This month we explore the idea of SharePoint as an application development platform and examine the implications of deciding to fire up Visual Studio and cut SharePoint code.

The story so far…

This is the sixth article in my series exploring The Art of SharePoint Success, a framework I’ve developed to enable organizations to achieve long term business benefits from investments in SharePoint based initiatives. There are four elements to the framework:

1. Governance
2. Strategy
3. Architecture
4. Transition

Last month we wrapped up the discussion on Governance and this month we’re moving onto the second element, Strategy. In the next few articles we’re going to explore the business case for SharePoint, discuss a number of ‘lenses’ which organizations can use to focus their SharePoint strategy, and discuss why you really do need a SharePoint Strategy.

But first…

This is the fourth article in a series discussing my Art Of SharePoint Success framework which consists of four key elements: Governance, Strategy, Architecture and Transition. Last month I began to explore the murky, misunderstood, often debated subject of SharePoint Governance by giving my view on what it is, and what it isn’t. This month I’ll be wrapping the Governance discussion by looking at how you actually do it.