As you all already know, Microsoft released SharePoint 2010 and thereby really entered the mainstream of ECM. There are already enough blogs and whitepapers that cover the new and improved features of this version. So, I’m not going to go in to those aspects.
No, What really caught my eye was the AIIM industry watch SharePoint – Strategies and Experiences.
An interesting and thorough piece of work. Interesting because, it states that the number of SharePoint implementations is soaring, and deployments are going round and about. “A high degree of Market penetration”, as Gartner states it.
Yet, the true benefits of these implementations, aren’t always realised.
What interested me was the fact that SharePoint remains predominantly an IT implementation. Information Management or the Business aren’t really consulted, nor do they have a real say in the fit for purpose-ness. This gave me a flashback to the old (or quite often still current) days, where file share was the way to go. In the file share paradigm, IT was Information Management and governance was “access or not”. File shares blossomed and, thus, grew out of proportion. Within that paradigm the main “items” used: folders and documents. Result after years of use: a spaghetti of information structures (or chaos, as one might say) existed.
Now lets take that mind-set of items and structures and shift to the SharePoint paradigm.
SharePoint is an impressive and utterly flexible platform. If you want it, you can have it. The pitfall of flexibility is being over-flexible. On the file share the same problem existed, but there you had only two types of items to “worry” about. In SharePoint, that’s a hole different ballgame. Yes, you have the folders and the documents, but you also have sites, site collections, libraries, lists, calendars, discussion boards, content types, wiki’s, charts, collumns, metadata (managed or not), webparts, lay-out, et cetera, et cetera.
What you have, is an utterly flexible system. What you have, is the risk of “uber spaghetti”, “File shares to the exponent”.
A very important part of SharePoint is Governance; Microsoft states this quite distinctly. And that’s exactly where the statement ends. On Technet there are spread sheets and tools abundant to (start to) implement the system. But a coherent approach lacks. Thus, on the one hand you have the business, on the other “the tool”.
THE most important thing you have to do, to be able to successfully implement SharePoint, is to first align the Business Needs with IT. Translating the way the Business does its work (or wants to do its work; there’s a subtle, but ever so important and difficult to manage difference), to the platform and its mode d’emploi.
If you skip this step (what quite often is the case), you’re wandering into the realm of chaos. Not today, not tomorrow, but soon. The bottom line: one cannot skip this step. Is it hard? Yes. Does it take time? Yes. Do you see the results instantly? No. Can you quantify it in advance? No (if you can, you didn’t skip the step).
SharePoint is like a wild bronco, and a powerful specimen for that matter. But a horse is only useful to us humans, if it’s tamed and does our bidding (of course, bidding in the form of a respectful partnership).
As you tame your horse, you also have to tame SharePoint.
Our approach? First, do the deep dive in to Business, identify its ambition and recognize its strategy. From that, go in to its processes, talk to enough employees, ask feedback, do workshops, encounter enough business units. Then, create overview and form the overall strategic work concept, translate this to the product that needs to be realised. Thereby, don’t go totally awol. Stay in tune with the IT system, its do’s and don’ts, but don’t get drawn into the functionality (yet). Then do the implementation; so that system follows business, and not the other way round.
This approach is a form of walking a tightrope. It takes a lot of experience in the field and substantial knowledge of Business Processes, People behaviour, Information Management and IT systems. It requires being the ultimate intermediary.
Mind you, if you take up the glove, and are willing to walk the distance, afterwards you’ll be glad you did.
My advise: Don’t just buy the horse, but tame the beast.







