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Bill English, CEO Mindsharp. Understanding Your deployment from a maturity model and user adoption assessment. About the Speaker. Bill English 11 years as a SharePoint Server MVP Author on 14 books (whew!) Co-Owner of Mindsharp & Best Practices Conference

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about the speaker
About the Speaker
  • Bill English
    • 11 years as a SharePoint Server MVP
    • Author on 14 books (whew!)
    • Co-Owner of Mindsharp & Best Practices Conference
    • Blog: sharepoint.mindsharpblogs.com/bill
    • Twitter: @minnesotabill
    • LinkedIn: Bill English
    • Email: bill@mindsharp.com
    • Current Position: CEO of Mindsharp
    • Hometown: Maple Grove, MN
      • Latitude: 45.129793; Longitude: -93.47391
    • -6:00GMT
about mindsharp
About Mindsharp

Mindsharp® Purpose

To best understand and deliver the essential education that our customers need to be successful.

Mindsharp Vision

To be a strategic partner with our customers, helping them do more than they thought possible through the people and technology they already have.

business focused scales
Business-Focused Scales
  • Adoption Patterns
  • Organization Commitment
  • Feature Mapping
  • Environmental Considerations
  • Skills (Competence)
slide13

Top Down

Start Small

Start Big

Bottom Up

adoption theory
Adoption Theory
  • Adoption occurs through a process in which:
    • A new idea (innovation)
    • Is communicated through certain channels
    • Over time
    • Among members of a social system
  • If it’s perceived as a new idea, it’s an innovation
1 new idea
#1: New Idea

SharePoint Adoption

adoption theory sharepoint
Adoption Theory & SharePoint
  • SharePoint is a new idea.
    • I would submit that each “feature set” within SharePoint is a distinct innovation opportunity
  • Reinvention will cause more innovation on the application of SharePoint to business needs and processes
rate of adoption
Rate of Adoption
  • Why are some new ideas adopted swiftly (cell phones or iPads) and others take decades, if at all? (Metric vs. Imperial systems)
  • There are 5 characteristics of any innovation that must be taken into account, as perceived by the individual, if you’re going to understand the rate (how fast or slow) of adoption.
  • This applies directly to SharePoint.
relative advantage
Relative Advantage
  • Degree to which an innovation is perceived as better than the idea it supersedes or is replacing
  • Does not matter if SharePoint has “objective” advantage. What does matter is if the individual perceives SharePoint as advantageous.
compatibility
Compatibility
  • Degree to which an innovation is perceived as being consistent with the existing values, past experiences, and the needs of potential adopters.
  • SharePoint might be incompatible with:
    • Existing ECM systems
    • Existing intranet systems
    • Existing information flow processes
  • Another political ploy by group(s) with turf issues??
complexity
Complexity
  • Degree to which an innovation is perceived as difficult to understand and use.
  • The quality of relationships and the opinions within the social system are foundational to this characteristic
  • New ideas that are simple to understand are more readily adopted.
  • This is why “dosing” out SharePoint features is such a good idea.
trialability
Trialability
  • Degree to which an innovation may be experimented with on a limited basis.
  • New ideas that can be tried on the “installment plan” will generally be adopted more quickly.
  • “Learn by doing” overcomes risk and uncertainty
  • This is why training is so important to a SharePoint deployment
observability
Observability
  • Degree to which the results of an innovation are visible to others.
  • The easier it is for individuals to see the results of an innovation, the more likely they are to adopt.
    • Stimulates peer discussions
    • Leads to re-invention
reinvention technology clusters
Reinvention & Technology Clusters
  • Reinvention is the degree to which an innovation is changed or modified by a users in the process of adoption.
  • Technology Clusters consists of multiple, distinguishable elements that are perceived as being closely interrelated.
    • “Package” innovations are usually adopted more rapidly, assuming the five previous characteristics are in play
reinvention as personalization
Reinvention as Personalization
  • Reinvention helps adopters customize an innovation to fit their unique situation.
  • Innovations are adopted more rapidly when they can be reinvented.
slide25

Adoption: Start Small, Bottom Up

Top Down

Start Small

Start Big

  • Relative Advantage: Show how the solution eases pain
  • Compatiblity: “Work up”
  • Complexity: KISS, “Dose”
  • Trialability: Training, Sandbox
  • Observability: Learn/deploy in groups

Bottom Up

slide26

Adoption: Start Big, Bottom Up

Top Down

Start Small

Start Big

Simplicity is Paramount. High visilbility leads to additional conflict. Emphasize Relative Advantage and Compatibility.

Keep Complexity at Bay. Plan for Reinvention. Dose out in clusters, if possible.

Bottom Up

slide27

Adoption: Start Small, Top Down

Top Down

  • Likely a “pet project”
  • Focus on point solution
  • Emphasize compatibility and complexity
  • POC = Trialability
  • Internal report = Observability

Start Small

Start Big

Bottom Up

slide28

Adoption: Start Big, Top Down

Top Down

  • Relative advantage & Compatibility have been decided at top layer
  • Solution may be complex
  • Overcome resistance with Trialability and Observability
  • Training on other three

Start Small

Start Big

Bottom Up

2 communication channels
#2 Communication Channels

SharePoint Adoption

communication channel basics
Communication Channel Basics
  • The nature of the information exchange relationship determines the conditions under which a source will or will not transmit the innovation to the receiver and the effect of such a transfer.
    • Mass Media
    • Personal
    • Interactive (Internet)
like it or not
Like it or not…
  • Most people depend mainly upon a subjective evaluation of an innovation that is conveyed to them from other individuals like themselves who have adopted the innovation
  • Adoption is mainly a social process based on interpersonal communication relationships
homophily vs hererophily
Homophily vs. Hererophily
  • The transfer of ideas occurs most frequently between people who are similar or homophilous.
  • A common problem: communication of an innovation occurs between people who are heterophilous.
  • Best: homophilous on most variables, but heterophilous on the innovation.
slide33

Communication

Top Down

  • Grassroots may become “lost” in the explanation of relative advantage, compatibility and/or complexity for a SharePoint adoption.
  • Best to have management use others who are more homophilous to “make the case”
  • Grassroots may become “lost” in the explanation of relative advantage, compatibility and/or complexity for a SharePoint adoption.
  • Best to have management use others who are more homophilous to “make the case”

Start Small

Start Big

  • Homophilous is high, so observability and compatibility should be high too.

Heterphilous and homophilous will need to be understood the larger the divergent groups across which SharePoint is being deployed.

Bottom Up

3 time
#3 Time

SharePoint Adoption

time matters
Time Matters
  • Three Parts to the Time Element in the Adoption of an innovation:
    • The Innovation-Decision process
    • The “innovativeness” of an individual to adopt compared to others in their social system
    • An innovation’s rate of adoption, measured by sheer number of members in the social system who adopt over a given time period.
innovators venturesome
Innovators: Venturesome
  • High degree of mass media exposure
  • Like new stuff because it is new
  • Seek out new ideas
  • Wide interpersonal networks
  • Cope with higher levels of uncertainty
  • Willing to accept certain levels of setback in order to move forward
  • Gatekeepers to new ideas in the organization
early adopters respect
Early Adopters: Respect
  • Highest degree of opinion leadership
  • Serve as a role model (Observability) for others in the following categories
  • Help trigger critical mass when they adopt and innovation
  • Respected by their peers
  • Embody successful, discrete use of new ideas
  • Decrease uncertainty about new ideas for later groups
early majority deliberate
Early Majority: Deliberate
  • Roughly 1/3 of the population
  • Seldom hold opinion leadership positions
  • Connected to both Early Adopters and Late Majority members makes them an important link in the adoption process
  • Take their time – extend time period
  • Deliberate over adoption
  • Willing to adopt, but never lead in that process.
late majority skeptical
Late Majority: Skeptical
  • Roughly 1/3 of the population
  • Adopt due to peer pressure and/or economic necessities
  • Most uncertainty needs to be removed before they will adopt – Trialability and Observability are important components
laggards traditional
Laggards: Traditional
  • Many are considered isolated in one way or another from the social system
  • Point of reference is the past
  • Suspicious of new ideas
  • Adoption lags far behind awareness
  • Must be certain the new ideas will succeed
  • Fairly impervious to peer pressure
  • Usually economic forces that drive them to adopt
4 social system
#4 Social System

SharePoint Adoption

understanding social systems
Understanding social systems
  • The social system defines the boundaries in which adoption occurs
  • Norms are established behavior patterns for a social system.
    • Some norms can be barriers to adoption (Compatibility and Relative Advantage)
  • Opinion Leaders influence others’ attitudes and behavior
    • Opinion leadership is earned based on competence, accessibility and conformance to the system’s norms
opinion leaders count don t ignore them
Opinion Leaders CountDon’t Ignore Them
  • More exposed to all forms of external communication
  • More cosmopolitan
  • Generally have higher socio-economic status
  • More innovate (compared to others in their social system)
  • At the center of the interpersonal communication networks within the social system
slide49

Social System

Top Down

  • Authority innovation-decisions
  • Authority innovation-decisions

Start Small

Start Big

  • Collective innovation-decisions

Optional innovation-decisions

Bottom Up

slide51

Commitment

Top Down

  • Commitment usually based on global, strategic needs.
  • Unusual to have SharePoint defined as strategically necessary by CEO
  • Know your place. It’s usually not here.
  • Commitment by single authority or very small group of individuals
  • Make their project “shine” to gain credibility to move bigger

Start Small

Start Big

  • Team or Department level commitment.
  • Work to find Top Down/Start Small pet project to move up
  • Work to generalize adoption to move bigger
  • Must be some level of commitment by the organization to enable system-wide usage of SharePoint features
  • Bear in mind – you have higher visibility than you think

Bottom Up

other indicators of organizational commitment
Other Indicators of Organizational Commitment?
  • Champion at VP level or higher
  • Funded, approved budget
  • Hire/fire authority
  • Clear connections between strategy, goals and SharePoint
  • Have both bottom up and top down support
several main points
Several Main Points
  • Do not try to align feature adoption rates across all features.
  • Best to measure maturity based on fulfillment of clearly articulated business requirements
    • Global use does not indicate maturity
    • Correct use of features to support business requirements, strategic goals, etc… is how maturity is measured
other notes on this scale
Other Notes on This Scale
  • Lack of use of any given feature might indicate maturity in the Enterprise Application Architecture (see later slides)
  • Slower than anticipated adoption may be due to
    • Longer adoption periods within social groups
    • Lack of adequate education (trialability)
    • SharePoint hype led to dissonance and rejection
adoption hindered when
Adoption hindered when…
  • Lack of
    • Core Ideology
      • Core Values + Clear Purpose for the Organization
    • Long-Term Vision
    • Clearly articulated short-term mission that is derived from the long-term vision
    • Little connection between vision, mission and strategic plan
    • Written business requirements that translate purpose and vision to an operational-level plan
slide60
(cont.)
  • Lack of ability to resolve conflict at higher levels within the organization
  • When governance is thought to be created rather than derived from risk and compliance assessments.
  • When there exists redundancies in your enterprise ECM architecture because no one has done a gap/redundancy analysis with a view to articulating where Sharepoint starts and stops
truths you can count on
Truths You can Count On
  • Gaps and/or immaturity in your business model or in those holding positions in your business model will hurt and potentially reduce the “maturity” of your SharePoint deployment.
  • CEOs generally don’t care what software platform is utilized. Get over it.
  • Work with who you can.
one final truth
One Final Truth
  • The maturity of your SharePoint deployment is a direct reflection of the maturity and function (or dysfunction) of your organization.
contact information
Contact Information

Bill English

7767 Elm Creek Blvd, STE 220

Maple Grove, MN 55369

bill@mindsharp.com

www.mindsharp.com

@minnesotabill

LI: Bill English

FB: Bill English

slide64

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