information governance methodology
DESCRIPTION
This is an overview of how to implement an information governance model in an organization.TRANSCRIPT
FKOM 07 Portal Governance
A Portal Governance Approach
© SAP AG 2007, Title / First Name Last Name / 2
Before We Start
Make sure the audience understands you only show examples but not a ready to use methodology. So it's key you make them see that governance is huge: processes, standards, alignment, people change, virtual organization, measures, statistics, rules, responsibilities, guidelines, structures, sponsorship, ...... And so on.
Dirk Dobiéy
This is not a technical application of Portal Governance.
It is a preview of a framework to which organizations can use tostart their governance process.
01 Definitition of Portal Governance
02 Why Do We Need Governance03 Starting the Governance Process04 What Needs to be Governed05 How is it to be Governed06 How Do We Grow Governance07 How Do We Enforce Governance08 How Do We Measure Its Success
© SAP AG 2007, Title / First Name Last Name / 4
Portal governance defines the appropriate structure, roles/ responsibilities and processes that support efficient decision making for managing your portal infrastructure and publishing new assets
Portal Governance – Definition
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Portal Governance Approaches
Governance takes place on two levels – strategic direction setting
and tactical execution – and involves management, operational, and
technical disciplines
01 Portal Governance Definition02 Why Do We Need Governance03 Starting the Governance Process04 What Needs to be governed05 How is it to be Governed06 How Do We Grow Governance07 How Do We Enforce Governance08 How Do We Measure Its Success
FKOM 07 Portal Governance
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Why Do We Need Governance?
Portals aggregate a broad spectrum of content, applications, andservices that are owned and managed by a variety of groups.
For this reason, conflicting requirements from different stakeholder groups are a given.
In addition, the proliferation of multiple stakeholder groups leads to “organic” portal development.
Different groups will take ownership of various sub-components of the portal and develop them to suit their own needs with little coordination or regard for how this will affect other groups.
In short, without portal governance guiding processes, developing policies and procedures, and maintaining authority, portal projects risk absolute failure
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Motivation and Objectives for Portal Governance
Content Reliability Ensure that content within Portal is trustworthy and consistent.
Content Completeness &
RelevanceGuarantee that information is complete but does not overload theuser.
Process Efficiency Manage the content life cycle efficiently.
Content Freshness Ensure the information offerings are up-to-date.
The motivation behind Portal governance is to provide employees with reliable, relevant and fresh information via Portal.
End-UserExperience
Make Portal the preferred entry point to information and a great tool to work with.
01 What is Portal Governance02 Why Do We Need Governance03 Starting the Governance Process
04 What Needs to be Governed05 How is it to be Governed06 How Do We Grow Governance07 How Do We Enforce Governance08 How Do We Measure Its Success
Have an Executive Sponsor or Recruit One
Involvement of key stakeholders
When Should the Process Start?
Executive Steering Committee
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When Should the Process Start?
Early and effective portal governance is crucial. Implement portal governance properly, and you are well on your way to helping ensure your portal investment will deliver on its promise.
Ignore or under-appreciate governance, and your portal investments could be in jeopardy. Yes, this may sound dramatic. In our experience it is true.
Designing process – the processes need to be in place before the technical governance. Have people in place for legacy systems deciding what to move, what is important. People and process should be in place before technical implementation.
Have an Executive Sponsor or Recruit One
Involvement of key stakeholders
When Should the Process Start?
Executive Steering Committee
Have an Executive Sponsor or Recruit One
"Without a sponsor, the project will die," says Mike Yonker, CFO of In Focus Systems Inc.,
What They DoInvolvement of key stakeholders
Why Executive Sponsorship
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Why Do We Need Executive Involvement
Because based on current successes, without Executive visibility and leadership, the portal projects are inclined to fail. They help…
To Provide Vision to the project from a Corporate levelTo give project credibilityTo help facilitate buy-in from other LOB’sAddress cultural processBusiness changeRemove barriers; Leverage enterprise-wide resources; Act as chief evangelistTo Work with – external third parties as well as – internal stakeholders to expedite and resolve issues that require the highest executive level
involvement such as contract amendments. – The Executive Sponsor will participate on the Executive Steering Committee and will be a
project champion and promote the visibility and credibility of the project.
What If…
You don’t have executive sponsorship?
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Get Executive Sponsorship…
Here is the hard part. How do you influence someone who is above you in the organizational pecking order?
The answer lies in what comes before the critical moment when you require the services of your executive resource.
How have you positioned the change initiative with the executive? How have you positioned your relationship with the executive? What are your channels of communication? In other words, how many preparatory deposits have you made in the relationship account so that when a withdrawal is necessary you are covered?
Have an Executive Sponsor or Recruit One
Involvement of key stakeholders
When Should the Process Start?
Executive Steering Committee
Executive Steering Committee
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Executive Steering Committee…
Made up of primary stake holders in the success of the portal.– Should be cross-functional with key business executive involvement
Should be formed as early in the envisioning and planning of the deployment as possible. To participate in the discovery process for identifying and prioritizing the key applications to deploy.This executive meets occasionally to review the portal strategy and status of high-level issues. – The primary objective for this team is to ensure that the strategy aligns with the key business
imperatives of the organization. – This team might also be involved in reviewing other key IT initiatives as part of a general IT
governance and strategy team.
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Involvement of Stakeholders
01 What is Portal Governance02 Why Do We Need Governance03 Starting the Governance Process04 What Needs to be Governed05 How is it to be Governed06 How Do We Grow Governance07 How Do We Enforce Governance08 How Do We Measure Its Success
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Portal Governance at SAP: What’s part of it?
One single Corporate Portal as a global and individual access point to information, collaboration and application services
Make the Master ListTurn It Into a Project Plan
Define Governance Deliverables – Example Roles
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Why Roles…?
Roles built in the portal represent ‘what people do’, thus enable the content they will have access to.
Controlling the development of roles through governance automatically advocates governance for everything which makes up a role.
Having a baseline role development strategy, makes the process of implementing governance speedier and easier.
Portal Roles are a classification of portal users!
Portal Roles do not provide any portal content but dictate the content to be displayed and used!
Portal Roles are based on company structures instead of user specific tasks.
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List Processes, Task and Objects for each…
heads start fyi as follow s
IA and roles : w w 44 scope as heads start for both - w w 26 handoffbiz packages: pankaj and leland starting w w 23content head start - check w ith brian
proposed lead larry bob/rus Kyle Vineet
(include ktbr in team) (include ktbr-COG in team) (include ktbr in team)
deliverables establish EP governance WW seqroles governance defined (6 processes ) LOE ww seq
content governance defined ( 10 processes) LOE w w seq
biz packages (7 processes) LOE
Bold - detailed deliverables
identify if existing governance in place (as is) done 2
process for role naming convention
8 w eeks --> 5 w eeks due to head start n/a
kickoff activity: define naming convention for content
include in content migration process 1
process for determining BPKG need 8 w eeks
black - reitterative tasks for each delierable
establish enterprise portal governance core team w w 27 4a
roundout task: implement naming convention for in f light projects w w 44 gaps
3 w eeks - w ithout CW and MY Finance : TBD n/a
kickoff activity: group process in to standards, policies and processes
question to be asked for each process listed below as its addressed 2
process for determining/selecting BPKG 8 w eeks
create governance charter w w 27 3process for introducing new roles 8 w eeks 2 content publishing process OC reuse - 8 w eeks 3
Process for Importing BPKG 8 w eeks
determine how governance w ill be managed w w 28 1 process for role structure
8 w eeks --> 5 w eeks due to head start 3
metadata process (KM taging, document tagging) 10 w eeks 4
Process for distribution/usage of BPKG 8 w eeks
establish governance sub teams (team leads, team members,roles) w w 28 5
process for employee attributes governance 8 w eeks 4 content creation process OC reuse - 8 w eeks 5
process for BPKG baselining 8 w eeks
guiding principle : w hat determines need for government w w 29 4
process for migration of in f light Roles to 3T strategy governance
8 w eeks --> 5 w eeks due to head start
skeleton stru w orksets governance process
skeleton 4 w eeks -- 2007 4 w eeks to roundout 5a
implement baseline process for in f light projects (catch up
3 w eeks - w ithout CW and
guiding principle: governance enternance criteria w w 29 6 process for w rapper roles 8 w eeks 5 usage rules processes 10 w eeks 6
Process for maintaining/changing 8 w eeks
sub team member r&r (list CAIRO) w w 29 define process scope 4 hours H1 w eb parts library process 10 w eeks 7
process for BPKG archiving 8 w eeks
determine the governance process template to be used by all subteams w w 30 define process steps 3 w eeks H2
content archiving & EOL (delete) process 10 w eeks define process scope 12 hours
identify dependant governance needs w w 30 define line of accountability part of the above H1 page governance process 10 w eeks define process steps 3 w eeks
Work w ith dependant governance ow ners on next steps TBD create a process f low chart 12 hours H2
collaborative application governance 10 w eeks
define line of accountability
part of the above
update enterprise portal operating model w w 31
ratify process w /governance core team 1 w eek 1 content migration process 10 w eeks
create a process f low chart 12 hours
determine policy and standard change control for governance
subset of establish core team document ratif ied process 12 hours define process scope 12 hours ratify process 1 w eek
sub team output: process ongoing ow nership identif ied
noted as a process step for each baseline process 4 hours define process steps 4 w eeks
document ratif ied process 12 hours
sub team output: change control processes in place TBD
communicate process - to teams/PMO 1 w eek define line of accountability part of the above baseline process 4 hours
f inal output: governance guidelines for future projects in place
noted as a process step for each
communication process - to TCM same as above create a process f low chart 1 w eek
communicate process - to teams/PMO 1 w eek
final output: governance guidelines communication modal in place TBD
implement governance methodology 2 w eeks ratify process 1 w eek
communication process - to TCM 1w eek
monitor process for improvement ongoing document ratif ied process
included in process f low
implement governance methodology TBD
sub total process duration 7-8 weeks baseline process 4 hours
monitor process for improvement TBD
communicate process - to teams/PMO 1 w eek
sub total process duration
7-8 weeks
communication process - to TCM same as above
implement governance methodology 2 w eeks
monitor process for improvement TBDsub total process duration 9-10 weeks
Process Identified
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Example of Governance Tasks
create naming convention LOE
collect BKMs from other companies ww22
learn the naming convention in place for rev1 IA (if) ww21
get BAO common list of roles ww22
identify which data elements in portal role name (~120 positions) need to be governed ww23
create a pattern for initial scope ww23
determine who owns naming convention ww23
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Tasks – Processes and Responsibilities
Each Deliverable has two elements:TasksProcesses
ProcessesA process was needed to enforce the criteria setSometimes a process needed to be identified to develop the criteria
TasksHad Deadlines
ResponsibilitiesWho was responsible for achieving the resultsGroup responsible for defining the process and/or criteria
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Project Plan with Due Dates and Responsible Owners
ID Task Name WW Duration Start
1 ESP Enterprise Portal 245 day Mon 6
2 Governance 245 day Mon 6
3 Establish Foundation ww27- 40 day Mon 6
4 Identify Governance "A don 1 day Mon
5 Establish Core team ww2 5 day Mon
6 Create Governance cha ww2 5 day Mon
7 Determine how Govern ww2 5 day Mon
8 Establish Governance S ww2 5 day Mon
9 Define sub team memb ww2 5 day Mon
10 Define guiding principle ww29- 10 da Mon
Method of and Who does the Governance?
Centralized GovernanceDecentralizedRepresentative Roles and Responsibilities
How and Who does the Governance?
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Centralized Governance Model
Governance models traditionally fall into the category of centralized– In a centralized approach, a small team of employees that have the skills and
knowledge needed, both technical and business, are in charge of managing the portal. This centralized team is responsible for gathering the requirements from allpotential portal users and building the portal to suit these stakeholder’s needs.
– By keeping the process centralized, it is only necessary to train a small team on the various functionalities of the portal software.
– Therefore, decision-making becomes easier and more uniform, clear accountability and authority exists, and costs can be kept lower.
– However, there are several drawbacks to this approach as well. One major drawback in many smaller organizations is that it may be infeasible to solely dedicate resources with the necessary skills to maintain and enhance the portal.
– In addition, a centralized approach may slow development and add a bottleneck as the small staff cannot keep up with requests from stakeholders.
– Furthermore, a centralized team may not contain the breadth of knowledgenecessary to truly personalize a portal for an organization of diverse stakeholders and business areas.
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Decentralized
A Decentralized ApproachThough inherently more complex, – better suits the needs of many organizations. – The decentralized approach gives business units more flexibility by putting portal
capabilities such as content management and portlet development directly under their control.
– The decentralized approach takes advantage of the portal’s natural capacity to serve multiple types of users, allowing these various stakeholder groups to build the portal to suit their own needs.
– With these benefits, however, come the risks that a decentralized governance model is much more difficult to manage and may result in inconsistent decision-making and development.
– In addition, a decentralized approach requires a cultural change in most organizations, with new portal-related responsibilities falling on the shoulders of already busy existing employees.
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Representative
Another option is a Representative of the two approachesknown as the Loose-Tight Governance model. – In this scenario, a small team of dedicated resources maintain administrative
responsibilities over the portal and are responsible for portal governance and the publication of policies and procedures.
– In addition, these dedicated resources are responsible for training stakeholder groups and “marketing” the portal to them.
– In the Loose-Tight scenario, this small team of dedicated resources allows a centralized portal team to set guidelines that ensure the portal is effectively developed and deployed.
– At the same time, it will provide stakeholder groups and end users with the capabilities and guidance necessary to personalize the portal to suit their own needs and interests, but in a manner that is deliberate and beneficial to the entire portal audience.
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There are three primary governance models: decentralized, representative and centralized. There’s no one governance model that fits all.
More “command and control” —centrally oriented decision making processes and power structure. Central body makes the decisions related to areas such as standards, functionality, funding and hosting.Information flows from central body to lines of business.
Governance body or bodies consist of business representatives from across lines of business.Central body is responsible for decisions related to creating a unified image, branding etc.; some degree of standardization implemented to achieve consistency and economies of scale.Central body may provide some high-level decisions relating to the flow of information and funding, but most substantive content/functionality decisions are made at the line of business level.Information flows mostly between units and corporate, not between units
CentralizedRepresentative
Central body does not exist or has minimal decision making authority. Only responsible for overseeing top-level site and providing basic navigational links to lines of business.Each line of business is responsible for their own eBusiness/portal governance strategy and structure.Almost no information flow or interaction between the autonomous units.
Decentralized
Portal Governance Models
SAP‘s choice:
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SAP’s Model
Decentralized Centralized
PortalLead
incl. information governance
BusinessRole Owner
ContentArea Manager
Publisher
Author
CollaborationManager
CollaborationRoom Member
Room Lead
End-User
Portal Governance Lead
Role Manager KM Consultant CollaborationCoordinator
Professional Community
Technical Role Owner (TRO)
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SAP best practice example
Org Chart Layout
How Portal Org Fits into Company Org Chart
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Org Chart GovernanceExecutive Steering
Committee
LOB A LOB BPortal Lead
LOB CPortal Lead
LOB APortal Lead
LOB APortal Lead
LOB APortal Lead
Content Area Manager
Business Role Owner
Collaboration Manager
BRO
BRO
BRO
CAM
BRO
COLL
CAM
BRO
COLL
CAM
BRO
COLL
BRO
BRO
BRO
Technical Role Owner
Technical Role Owner
Technical Role Owner
Technical Role Owner
Technical Role Owner
Technical Role Owner
Role Manager
Role Manager
Role Manager
Role Manager
Role Manager Content Area Manager
Business Role Owner
COLL
The roles expressed are not an indication of head count. The number of roles and types will be determined by the complexity of the organization and the work load.
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SAP Portal Governance Org Chart
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SAP Portal Governance Org Chart
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SAP Portal Governance Org Chart
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SAP Portal Governance Org Chart
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SAP Portal Governance Org Chart
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SAP Portal Governance Org Chart
Process Flow
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Process Flow
LOB Governance FlowEn
d U
ser
Por
tal L
ead
Busi
ness
Rol
e O
wne
rR
ole
Man
ager
Tech
nica
l Rol
e O
wne
rG
over
nanc
e Ba
ord
Gets Input from End-User on an ongoing basis
Interacts with managers/user for
Role requests
Role Content fits into
Governance Model?
Yes
Technically Feasible w/in Governance?
Yes
Implements Request
Updates Change Managerment
Receives input from BRO
Communicates to PLValid Reques?
No
Yes
Implement Reques?
Evaluates
No
Valid Request?
Yes
Implement Request?
Terminate RequestNo No Terminate
RequestAcknowledges Confirmation
Works with TRO for Details
Implements Change
Receives Details
Communicates / Trains end-users /
feedback
NoNo
Introduction01 What is Portal Governance02 Why Do We Need Governance03 Starting the Governance Process04 What Needs to be governed05 How is it to be Governed06 How Do We Grow Governance07 How Do We Enforce Governance08 How Do We Measure Its Success
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What Do We Mean?
Being able to encourage other LOB’s to join the portal and take ownership of their content. To be a partner along with the otherLOB’s to encourage the best information possible to the users.
Cannot Mandate Even if participation is mandatory– In some instances, the enterprise will announce the ‘new’ portal and
participation is not an option, this is the ‘new’ company way.
Encouragement to participate is still necessaryLOB’s need to take ownership of their contentLOB’s need to not only govern their LOB, but help govern the entire portal for the everyone’s benefit.
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Communication approach
BU / LoB CommunicationEditors / Pilot
UsersCorporate Portal
End Users
Corporate Portal team
Inside-out communication with one voiceClose cooperation with SAP Global CommunicationsLine of Business specific and regional communication done by local teams with support and guidelines from the Corporate Portal team
Communication tools / means includeProgram newsletters (mail)Surveys for pilot usersRegular updates (Board updates, SAP News publication, mail, broadcast,…)
For general availability in October 05, message was reinforced by a communication sent from CEO to all employees / users in each region according to the go-live schedule
Given the duration of the Program, a deliberate decision not to involve too big user groups too early
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Platform for joint decision making: Focus Groups
Focus Groups have been established to drive topics of cross-functional interest that need detailed expert knowledge and special dedication.
Drive innovation and changeBest practice exchangeCreate portal-related concepts, standards & guidelinesAlign on topics of cross-functional interestPreparation for decision making
End-user orientation& Usability(incl. Design & Navigation)
KnowledgeManagement
(incl. Collaboration, Search & Content
Management)
Focus Groups: Link between PSC and Central Team:
Overview of focus groups in 2006:
Company & My Work
Portfolio
Self Services
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Business Integration overview
Business Integration contact for project durationStandards & guidelines for content migration & role set-upContent download / archiving tool for SAPNet contentTechnical role set-up & provision of function descriptionTraining materialsConsult on content structuring2nd level support
Local Unit / BU level project managementLocal / business unit communicationLocal / business unit SAPNet content analysis & clean upManual content migrationTesting & RolloutCoordination of resources providing content within country / business unitBusiness ownership related for defined backend-roles
Roles & responsibilities
Corporate Portal Team Country / Business unit
Business & usability driven approach
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Your Way to Portal Governance
Definition Mobilization Integration Maintenance
Assign Portal Lead (PL)Define content scope
Information/ applicationRoles
Appoint Business Role Owner (BRO) per roleDefine Content AreasAssign Content Area Manager (CAM)
BRO and CAM info sessionsCreation of role blue print(s)Structuring of existing and new contentAssign Content Publisher
Preparation of SAPNet transition
Content Publisher trainingsRole availabilityCreation of new or updated content
Transition of existing SAPNet content
Maintain portal governance (e.g. change of CAM)Content maintenance & improvementRole maintenance & improvement
SAPN
et
Tran
sitio
nPo
rtal
gov
erna
nce
How to grow Governance slideThis is how we did it in SAP
Introduction01 What is Portal Governance02 Why Do We Need Governance03 Starting the Governance Process04 What Needs to be governed05 How is it to be Governed06 How Do We Grow Governance07 How Do We Enforce Governance08 How Do We Measure Its Success
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Office of the CEO: Pilot Enforcement
Assignment Verification Communication Reduction Maintenance
Portal Governance Enforcement Methodology:
Review of existing governance set up with board member / board assistants
Assign accountability
Verify with assigned individuals
Adjust assignments
Board area updateCommunicate change to end-users
Collect information on content publishing effort
Evaluate publishing community reduction
Evaluate shared services potential
Roll-out improved publishing model
Manage change within each board area
Place here link to org publisher
Task finished for Office of the CEO
Currently in progress within Office of the CEO
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Accountability - Transparency
Goals Set Are PublicPortal Governance Board Sets goals.The goals are published globally to All Portal LeadsAccomplishments are Published Publicly – With Executive and Executive Steering Committee Visibility
Accountability is mandatory with Portal Board and and Executive SponsorThe portal sheriff dashboard– excel sheet to put in things which do not conform to policy.
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Portal Governance: Publishing Centralization
Target to reduce amount of publishers to 700 (equals a publisher/employee ratio of 1/53**)
Overall, the number of Content Publishers has been reduced by 74%
700
32
11
128
220***
118
152
33
6
~Target
37 168
1 741
564
6 807
11 776
6 249
8 106
1 641
284
# of Employees in
LoB
1 / 55
1 / 290
1 / 141
1 / 34
1 / 588
1 / 112
1 / 27
1 / 18
1 / 47
Current Publisher /
Employee Ratio
673*1 4872 869Total SAP
6296602*HR, Processes & Production
4°133310Finance & Administration
200*325400*Global Service & Support
2069100*Field Services
56220450*Sales & Marketing
291318853Product & Technology Group
9066120*Research & Breakthrough Innovation
64187Office of the CEO
# of Publishers12/06
# of Publishers according to survey 03/06
# of Publishers
01/06Line of Business
*approximates **assigned individuals, not FTE! *** Field Services promotes moderated communities, set-up in progress° F&A central publishing services team starting January 2007
Centralized Publishing Teams
F&A in preparation, starting January '07GSS shared services pilot in preparation
Office of CEO establishedHRPP established
SAP best practice example
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Content quality improvement initiative
Status update – Improvement Solution Ratio – cutoff date: 05.07.06
284
31
66
10
10
0
62
16
10
18
0
0
61
Total June
n/a0%11Collaboration
7%
0%
0%
26%
0%
0%
21%
0%
0%
17%
n/a
29%
Solution Ratio / Status 1st month
280
6
17
23
26
11
38
62
61
18
0
7
Total May
Total per Category
n/aHR, Processes & Production
n/aFinance & Administration
n/aGlobal Service & Support
n/aField Services
n/aSales & Marketing
n/aProduct & Technology Group
n/aResearch & Breakthrough Innovation
n/aOffice of the CEO
Workspaces
n/aEmployee Services
n/aPortfolio
n/aCompany
Solution Ratio / Status1st monthCross-Role Entries
1 month >25% 25%-15% <14%
2 months >50% 50%-40% <40%
3 months >75% 75%-65% <65%
4 months 100% 99%-90% <90%
Legend:
Solution-Ratio after:
Introduction01 What is Portal Governance02 Why Do We Need Governance03 Starting the Governance Process04 What Needs to be Governed05 How is it to be Governed06 How Do We Grow Governance07 How Do We Enforce Governance08 How Do We Measure Its Success
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Measurement & Analytics Initiative
Measurement & AnalyticsInitiative
Objective: to provide transparency and decision support on all stages of the content life cycle
Highlights/Main requirements:Report provision within three dimensions:
1. Target group: Region, Role, Job, Hierarchy2. Frequency: Hour, Week, Month3. Measure: Hits, Downloads, Usage,
Self-service report provision according to responsibility within governance model
Status:Concept verification through upcoming focus group in Feb ’06First deliverables expected with next Corporate Portal release April 29th.
Define process & technology
clusters
Business Alignment
Evaluate process and tool maturity
Blueprinting Realization Availability Business Alignment
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Stability KPIs
Availability
Productivity
Single nodes restarts
KPI
KPI
KPI
May June July Aug. Sep Oct. Nov. Dec.
May June July Aug. Sep Oct. Nov. Dec.
May June July Aug. Sep Oct. Nov. Dec.
SAP best practice example
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Performance KPIs - local
Login
Navigation
Downloaddocument
KPI
KPI
KPI
May June July Aug. Sep Oct. Nov. Dec.
May June July Aug. Sep Oct. Nov. Dec.
May June July Aug. Sep Oct. Nov. Dec.
*Calculated with business hours only
SAP best practice example
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Hits NovTop 20 Portal Page
Usage Statistics
calculated of all portal page hits, Content Management pages not included
total Corporate Portal User: 47.700 ~44805 D-/I-User ~2886 C-User
96%
Penetration
47.700 potential user
45.800user in November
Unique Visitors on Corporate Portal
43.000
43.500
44.000
44.500
45.000
45.500
46.000
46.500
August September October November
64.773ES - Benefits
66.296ES - Vacation & Time Off
103.909Collaboration Rooms (CR) – Home
101.977ES - Learning
ES - Bulletin Boards
ES - Time & Expense
Company - Local News
ES - Travel
ES - Internal Opportunities
ES - IT-Services Overview
CR - Documents inner
CR - Documents & Links
ES - Hardware & Software
My work tab
ES - Overview Purchasing
ES - Compensation
ES - Personal Data
Employee Services (ES) - Overview
Old Corporate Home (after login)
New Corporate Home (before login)
23.613
25.833
26.917
31.487
34.247
46.067
50.336
50.337
60.773
77.586
91.245
113.659
142.614
432.821
1.396.266
2.508.237
pos.
SAP best practice example
Final Thoughts
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Portal Governance: Potential Challenges and Risks
Business acceptance of new governance model: Portal governance seen as one-time effort but is a ongoing task (history repeats itself).Cross-topics require a large portion of alignment work that might affect timelines.Attempt to establish a shared financing and project management between Business and IT is sometimes difficult.Inability to give Portal initiatives the right priority among the maze of other change initiatives.Lack of clarity around roles, responsibilities surrounding Portals.Discomfort with the level of risk around making decisions with incomplete information and less-than-precise analysis.Incentive plans that do not reflect the expectations around the Portal’s utilization.Approval processes that are too slow for identifying, selecting, funding and attacking Portal opportunities.
Research and work with other company executives has shown several impediments to achieving and sustaining early gains
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Governance – Final Thoughts
There’s no one governance model that fits all – just commit to a pragmatic one and understand that it will evolve
Leverage existing governance structures and people where possible, but…
… don’t be afraid to design new ones
Strong executive involvement is critical
Be aware of, and prepared to challenge, your culture
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