Building Line of Business Solutions Using SharePoint 2010 ECM Technology

Simon Rawson / Milan Gross

What We’ll Discuss this Session

• Anatomy of business processes and content

• Common components of LOB solutions

• Business value

• SharePoint 2010 ECM features which help

• Implications for SharePoint practitioners

Highly Successful Projects Process Effectiveness v Efficiency – LOB Focussed

Components of a LOB Solution

• Process oriented

• Transactions and tasks – workflow and information architecture

• Support

• Metrics, reporting, and performance analysis• Individual

• Collective

• Operational (BAM)

• Management

• Evolving – the need for feedback and constant improvement

• Retention and reproduction

Line of Business Scenario – OH&S

• Delivery infrastructure Sharepoint – using native features

• Incident reporting – web form

• Notification / approval – Sharepoint triggered

• Document (report) generation & management

• Status check about key incident stages

• Managed metadata and filtering

• Performance measurement, metrics and auditability

• Retention and disposal

OHS Scenario

Show some cool things

Process maturity

• Ensure the solution provides a small stretch

• Stages• Initial

• Repeatable

• Managed

• Mapped

• Measured

• Optimised

• Prototype it and engage stakeholders at all levels

• Evolution approach to processes

Best practice summary• Shift focus of finalisation to the client (staff person)

• Keep people in the loop

• Think broadly about the process stakeholders – there are always more than you realise

• Think of workflow as spanning systems and workgroups

• Provide documentation and support

• Always monitor / manage outcomes

• Track metrics – and measure ongoing benefit

Best practice summary• Take an iterative approach to process development

• Involve process participants

• Think about the ‘benefit enablers’ – benefits you engineer using SharePoint strengths

• Document assumptions – they impact benefits

• Take care of the culture – organisational change management & training

• Build in a generic ‘suggestion box’ process through which participants can raise suggestions

Managed Innovation / Suggestions

ACTION

Suppliers

Staff

Customers

Business Partners

Managing Innovation

• Ideas, suggestions, problems, comments• Initial screening review. Escalate valuable ideas (or critical

problems)• Periodic review for the remainder• Outcome is approval, parking or additional research• Approval requires budget and project management• Monitor progress, outcomes and benefits – use dashboards and

scorecarding• Provide recognition - rewards and feedback

Managed Innovation CSFs

• Senior management support and an innovation policy• A new management process – good change management and

communications• Budgets, resourcing, goals and planning turns ideas into action• Advertise the wins and track accumulated benefits

Recognition and feedback completes the loop – and powers an upward spiral

• The technology is the lesser part of the programme

Thank you to our Sponsors