Finding success with SharePoint or any other collaboration software can be a difficult thing. It has less to do with the technology than it does the people and the way its implemented. Its not that people have bad ideas, they may just underestimate the amount of effort it takes to reach the promised land. There is no silver bullet or application that you deploy and it just magically solves all of the organization’s problems. In many cases the software is deployed as part of an formal or informal effort to breakdown longstanding silos within the organization. Breaking down those silos is difficult and that road is filled with hazards.
A good first step is to clear identify and validate the goals of the implementation and get an understanding of what the expected level of effort is to reach those goals.
Easy Win or Easy Implementation?
The best way to get an easy win or have an easy implementation is to install SharePoint as a workgroup solution. Its very easy to do, and if based on Windows SharePoint Services (WSS) it can be done with existing equipment. Each department or workgroup can then do whatever they want and get as little or as much localized value out of it as they want. The people may seem to be happy with that, but there is a real limit to the amount of success and productivity. Also, it does nothing to promote sharing and collaboration throughout the entire organization. In fact it further reinforces those silos.
Enterprise Needs Governance
If you talk to any long time SharePoint architect or evangelist one of the primary topics is Governance. Its not just a buzzword, it is the single most important determining factor for success in a large organization. It is the glue that holds everything together and gives you the ability to manage the environment without it breaking down into petty fiefdoms. Getting agreement is never as easy as making an independent decision and then acting.
In an enterprise deployment it should support localized management in support of global standards. Just because Governance is in place does not mean that everything must be managed centrally.
Here are some suggestions
– Get executive sponsorship. Organizational change cannot happen without executive sponsorship. State the case with realistic benefits and get buy in.
– Involve as many stakeholders as possible. Like any change people are more likely to adopt it when they have a say in what is done. Not everyone will like every decision, but hopefully they will feel good enough about their involvement that they will participate.
– Address Governance from the start. You cannot easily retrofit these ideas or policies into an established system. The change would be costly and the need to retrain everyone pretty severe.
Benefits to Enterprise versus Workgroup Solutions?
Enterprise deployments benefit organizations by supporting cross-functional collaboration. It also provides a platform for some of the social enterprise capabilities such as central profiles fed with data from sources like Active Directory, HRIS Employee Data, and other data sources particular to the organization. These tools can help make people more productive, but also help to find internal resources and subject matter experts.
Another benefit is that you are more likely to see funding for integration efforts into other enterprise systems such as Business Intelligence (BI), Enterprise Content Management (ECM) or Business Process Management (BPM) solutions. Being able to leverage these other integrations should more than make up for the lack of control the individual organizations’ are asked to give up.