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Earley & Associates, Inc. | Classification: PUBLIC USE
Copyright © 2011 Earley & Associates, Inc. All Rights Reserved.
SharePoint IA: What You Need to
Know to be Successful
December 15, 2011
Seth Earley, Earley & Associates
Chris Kolodziejski, MetaVis Technologies
2
Copyright © 2011 Earley & Associates, Inc. All Rights Reserved.
Agenda
• Housekeeping
• Seth Earley: Challenge of Developing Information Architectures in
SharePoint – What You Need to Know
• Chris Kolodziejski: How Tools Like MetaVis Architect Can Help
• Conclusions & Questions
3
Copyright © 2011 Earley & Associates, Inc. All Rights Reserved.
Housekeeping
• Webinar will last 60 minutes
• You may submit questions to the speakers via the Question box on your screen.
• Need help? You can email [email protected]
• Tweet about this webinar with hashtag #sharepoint #informationarchitecture
• Follow us on Twitter at @earleytaxonomy
• Fill out the survey that should be in your inbox Let us know what topics you are interested in,
and how we can improve the series.
4
Copyright © 2011 Earley & Associates, Inc. All Rights Reserved.
Founded - 1994 Headquarters - Boston, MA
What we do – Design and deliver content management and search solutions for
companies and their customers
Our core team – 35 information and system architects, library scientists, process
improvement consultants, project managers and other information management
specialists
Our unique offering – Content Choreography™
Retail
High Tech & Manufacturing
Pharmaceuticals & Life Sciences
Financial Services & Insurance
Media & Entertainment
Our clients include –
Global 2000, major non-
profits and government
entities
Earley & Associates Overview
5
Copyright © 2011 Earley & Associates, Inc. All Rights Reserved.
clients
Partial Client List
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Copyright © 2011 Earley & Associates, Inc. All Rights Reserved.
Events and Communities
Communities of Practice
• SharePoint IA Group: http://tech.groups.yahoo.com/group/SharePointIACoP/
• Taxonomy Group: http://finance.groups.yahoo.com/group/TaxoCoP
• Search Group: http://tech.groups.yahoo.com/group/SearchCoP
Upcoming Webinar Events
• January 11, 2011 - Optimizing Business Value with SharePoint 2010
• More to be posted soon!
7
Copyright © 2011 Earley & Associates, Inc. All Rights Reserved.
Training Opportunities
• SharePoint Information Architecture (3 days)
Houston, TX – January 18-20, 2012
Washington, DC – February 8-10, 2012
Chicago, IL – March14-15, 2012
Los Angeles, CA – April 11-13, 2012
Learn more and register: http://www.earley.com/training/sharepoint-information-
architecture
8
Copyright © 2011 Earley & Associates, Inc. All Rights Reserved.
SharePoint Information Architecture 3 Day Hands-on Course
• The Information Architecture Process
User Research & Requirements Gathering
Audience and Process Analysis
Roles, Responsibilities, Use cases, Personas and scenario development
Content Modeling and Content Type Definitions
Metadata Schemas and Taxonomy Development
Search Integration
• Term Store Management
Creating and Managing Groups
• Creating and Managing Content Types
Properties (Site Columns, Workflow, IM Policies)
Overview of Content Hubs
Adding Content Types to Document Libraries
• Creating Metadata for Content Enrichment
Core Metadata Schemas
Leveraging Managed Metadata and the Term Store
• Governance
Governance planning
Operationalizing governance using platform capability
9
Copyright © 2011 Earley & Associates, Inc. All Rights Reserved.
Today’s speakers
Seth Earley Chief Executive Officer
Earley & Associates
Chris Kolodziejski Product Manager
MetaVis Technologies
Earley & Associates, Inc. | Classification: PUBLIC USE
Copyright © 2011 Earley & Associates, Inc. All Rights Reserved.
SharePoint IA – What You Need
to Know
Seth Earley
11
Copyright © 2011 Earley & Associates, Inc. All Rights Reserved.
Agenda
• Overview of "information architecture" concepts and their importance to SharePoint
projects
• Challenges for SharePoint IA
• What skills and tools are needed to be successful
• Available training for developing information architecture skills
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Copyright © 2011 Earley & Associates, Inc. All Rights Reserved.
Information Architecture Design Methodology
Content
Analysis
Audience
Analysis
Requirements
Definition
Requirements
& Analysis
Findings
RE
SE
AR
CH
& D
ISC
OV
ER
Content Types
& Site Column
Design
Term Store
& Taxonomy
Development
Site Maps
& Wireframe
Design
Use Cases,
Workflow &
Authoring
Solution
Design
Documents
DE
SIG
N
& D
EV
EL
OP
Taxonomy User
Interface
Tagging
Processes
Auto
Categorization
Test Plan
& Execution
TE
ST
& V
AL
IDA
TE
Governance
Strategy
& Guidelines
Socialization
Communication
& Adoption
Migration
Strategy
& Approach
Metrics
Development
Governance /
Maintenance
Processes
MA
INT
AIN
& E
NH
AN
CE
Current State
Assessment
Future
State Vision
Gap
Analysis
Heuristic
Evaluation
Strategy,
Roadmap &
Recommendations
ST
RA
TE
GY
& V
ISIO
NN
Task
Analysis
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Copyright © 2011 Earley & Associates, Inc. All Rights Reserved.
The IA Process
• This is a conceptual representation of the IA approach roughly broken into five work streams:
Strategy and Vision
Research and Discovery
Design and Development
Testing and Validation
Maintenance and Enhancement
• These are not necessarily discrete sets of activities, there is overlap
• Each document icon (last column) represents a deliverable which summarizes activities in that work stream. These may be combined into a single document.
• Chevrons represent tasks and activities. Not all need to be addressed or they may be addressed as parts of other tasks.
• Steps are not necessarily sequential. For example, Governance and Socialization happen at all levels
• Some deliverables are required as inputs for other processes. For example, Use Cases and User Scenarios are required for testing
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Copyright © 2011 Earley & Associates, Inc. All Rights Reserved.
Translating Concepts into Design Elements
• Challenge lies in going from an abstraction to something concrete.
• Many organizations are trying to “make the information easier to use” which is a
broad ambiguous abstraction
• Need to answer:
What information?
For whom?
Accomplishing what task?
With what information?
• Many information management projects fail because they are too broad, scope is
ambiguous, and outcome is not measurable.
• SharePoint IA needs to start with a focus on problems and processes
• May be broadened from this starting point, but cannot solve ambiguous problems
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Problems => Solutions
• Problems are identified through interviews, surveys, working sessions
• In each forum, we are making observations about the current state: how people accomplish tasks, bottlenecks in processes, problems with information access and findability, challenges around inaccurate and incomplete information
• Need to translate observations about the information environment into a vision of how those issues can be resolved.
• Steps to the process:
Observe and gather data points (“what are the specific problems and challenges?”)
Summarize into themes (requires finding common elements, classifying problems according to overarching themes)
Translate themes into conceptual solutions (wouldn’t it be great if…?)
Develop scenarios that comprise solutions (day in the life)
Identify audiences who are impacted by scenarios (day in who’s life?)
Articulate tasks that audiences execute in scenarios (things they do)
Build detailed use cases around tasks and audiences (things they need to perform tasks
Identify content needed by audiences in specific use cases (things they need to perform tasks)
Develop organizing principles for content (arrange the things they need according to process, task or other organizing principle)
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Putting theory into practice
• Start with content
• Develop the taxonomy
• Create metadata fields
• Assemble into content types
• Align personas with use cases
• Create site map based on use cases
• Develop wireframes from site maps
• Create document libraries and navigation based on site maps and wireframes
Content Audit
Taxonomy Metadata Content Types
Personas/ Use
Cases Site Maps Wireframes
Document Libraries
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Copyright © 2011 Earley & Associates, Inc. All Rights Reserved.
Example exercises from IA course
1. Content audit and analysis
2. Brainstorming and post it note exercise
3. Develop straw man taxonomy
4. Import terms into term store in SharePoint
5. Develop metadata attributes (site columns)
6. Content modeling
7. Requirements and themes
8. Personas, audiences, tasks and content
9. Use cases and scenarios
10. Site map development
11. Wireframes, libraries and views
12. Search scenarios and configuration
13. Governance processes
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Content audit and analysis - Steps to Content Analysis
• Discuss with users
• Brainstorm on locations
• Determine how and where people access content
Initial determination of
content
• Determine amounts
• Determine types
• Determine condition
• Amount of redundant, outdated and trivial content
Sample content from across
repositories (audit)
• Use automated processes to itemize all content
• Look for reusable organizing principles
• Look for patterns
• Determine ownership
Inventory all content in scope
• Remove outdated content
• Determine migration approach
• Identify highest value information
Clean up and triage
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Brainstorming Post it Note Exercise
You have been assigned to represent
the consulting group during a planned
migration to SP2010.
Review sample documents
Brainstorm other kinds of documents
that Acme, as a consulting firm, would
generate.
Consider core organizing principles and
content characteristics
20
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Taxonomy Development - Taxonomy is an enabler…
• Every organization is struggling with findability
• Content management applications, search tools, workflow applications, customer
relationship management systems, etc all strive to create views of information that
are in the context of work processes
• What is the key component to any of these initiatives?
Having a common language in which to:
•Describe
•Communicate
•Translate
information between applications and between user audiences
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Taxonomy Development - Relationship of Taxonomy to Information Architecture
• Taxonomy is the foundation for information architecture
• Every design element in SharePoint requires a consistent set of organizing principles
• If we start with the core organizing principles first, the IA is a matter of structuring
these into the constraints and constructs of SharePoint elements
Site collection hierarchy - How multiple sites relate to one another, global navigation across
sites
Site navigation – Organizational construct within a site, how document libraries are named
and organized
Document library organization – How libraries sort, organize and view documents
Content model construction - Metadata fields (columns) that comprise content types
List definition – Values that drive fields (columns) that use controlled vocabularies
Faceted search – Metadata fields that are exposed to users to perform attribute based
search. Facets depend on user context and content model
Roles for security and personalization – Types of users that have specific privileges or who
may be interested in specific subjects
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Import terms into term store
Group
Term Set
Terms
Term
Attributes
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Develop metadata attributes (site columns)
• Definition – A Site Column is a reusable construct that can be assigned to one or
more lists, libraries and/or content types.
• Represent an attribute or piece of metadata and are used to help ensure
consistency of application and determine how data is stored and displayed.
• Used for:
Content enrichment
Workflow
Managing information lifecycle
Sorting, filtering and grouping documents and/or list items
Terminology Check: Property = Field = Metadata = Column
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Content Modeling - Modeling Metadata
• Metadata is often modeled in a spreadsheet outlining:
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Content modeling -Content Models Built on Core Content Type
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Requirements and Themes - Requirements Analysis
• Summary of data and observations from a variety of sources
summarized into key themes
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Requirements Analysis
• Summary of data and observations from a variety of sources
summarized into key themes
• Important to have an audit trail for source of observations
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Personas, audiences, tasks and content
• Personal Profile
• It took some doing, but Jonathan Miller
found a workable balance between being
the single dad of a 6-year-old and working
a full schedule at a venture capital firm.
With childcare help from his mother,
mother-in-law and a part-time babysitter,
Jonathan’s daughter has returned to a
semblance of the secure, reassuring
existence she had when her mother was
alive. With stability at home renewed,
Jonathan has been able to focus time on
his career.
• Jonathan’s role as a strategic investment
analyst at the venture capital firm rose
from the ashes of a company that
shuttered its doors after the dot-com
implosion. He was CFO at the defunct firm
and had befriended the VP of the venture
firm. Jonathan has dreams of becoming a
partner of the firm but given the tough
economic climate, that goal seems further
off.
• Because Jonathan doesn’t compromise in
spending time with his daughter, he often
works on projects late into the night after
he puts his daughter to bed. He doesn’t
hesitate to avail himself of useful Internet
tools and websites, but doesn’t have much
time or interest for gratuitous surfing.
• Jonathan is talented at distilling risk
management, insurance and financial
advice into consumable reports for his
bosses. He takes full advantage of the
resources at his disposal: sophisticated
research databases at the office and his
extensive network of professional
contacts. He will use the Web to the
degree that it adds quality to his work
product.
Jonathan Miller Domestic Business Customer
“I will take
knowledge from
whence it comes”
background
• 44-year-old, man, widower, 6-year-old daughter, moderate
• BS in Electrical Engineering, SMU; MBA Harvard
• Works at venture capital firm in Boston; lives in Back Bay
• $240K annual income / $2M net worth
• Hobbies: Tennis, local politics, chess
• Favorite Web sites: CNN, Yahoo! Finance, Hoovers,
Edgaronline
attributes
• Heads-down, methodical, thorough
• Highly intelligent, respectful, task-oriented
• Confident in his abilities, but humble enough to
incorporate others’ expertise
site needs
• Useful risk management information and tools that will
help him analyze and decide
• Comfort that ABC not only knows risk, but provides related
advisory services; ease in navigating between the two
• A comprehensive catalog of services that can be
uncovered without excessive navigation
• Clear contact information regarding different aspects of
risk management
Featured Scenario:
Scenario
Features
Behavior
Jonathan has been asked by his firm’s VP of Business Development to assess
the financial soundness of four business plans. The plans have one thing in
common – they all involve enhancing or expanding global operations.
Jon quickly assesses the revenue and cost profile, but does not have an
adequate handle on the risks. He needs to quantify the risks, assess their
impact on each plan, and validate their risk mitigation.
Six months earlier at an HBS reunion, Jonathan met up with an old grad school
buddy who told him about his wife who worked at ABC as an international
underwriter.
Jon decides to check out AIG’s website to see if it can provide him with
information and guidance on international risk and specifics on each country.
• Product and services categorization
• Risk assessment tools
• Other tools, presentations, etc., to help him help us sell
• After tucking in his daughter, Jon points his browser to abc.com. He
navigates (searches?) to “corporate risk” and finds highly relevant risk
management information and tools (e.g., spreadsheet templates).
• Jon clicks on a catalog of AIG’s risk advisory services, spots an entry titled
“Global Risk Analysis,” and reads the short blurb.
• Jon, convinced that ABC is capable of helping him, dials the number listed
on the site, and schedules a conference call with the advisory group.
• Jon makes approval of two of the plans contingent on the companies
adding certain insurance coverage to their risk management plans –
coverages he learned about on the ABC site.
Alternative Scenarios
• A new ABC product is introduced; Jon wants to note which IPOs in his portfolio
should consider it
• Jon is already a customer
• Jon is cross-sold life insurance
• Jon wishes to begin researching savings options for his daughter’s college
education
“Establish relationships at all levels through professional and valuable experiences”
Jonathan uses the abc.com website to help
him make business decisions through
online information and tools
Audience: Business
Country: USA
Language: English
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Personas, Audiences, Tasks and Content
• Audiences need content to support tasks
• In some cases, we can develop a matrix that maps the audience needs to specific
tasks and content that supports those tasks
• This matrix is useful when performing content reviews and analysis and ensuring
that use cases are supported by appropriate content and organizing principles
30
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Personas, Audiences, Tasks and Content
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Personas, Audiences, Tasks and Content
Approximately 100 tasks plus several
not covered
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Use Cases and User Scenarios
• Users can be identified by their characteristics, tendencies, preferences, and
aptitudes through the development of user profiles and personas
A profile is a description of a user role based on their job tasks and objectives
A persona is a description of their personality and details of their lifestyle
• Use cases are specific, step by step interactions with a system
• Scenarios are a “day in the life”, higher level description of the things that they need
to accomplish
33
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Use Cases and User Scenarios - Workflow and Process
• Use Cases provide step by step instructions. They describe how each type of user interacts
with an application. They are also depicted as diagrams that visualize the steps and paths
needed to complete a task...
User Cases are used test the ability to locate specific content
based on labeling and the hierarchy mental model
Can also be used to test simulated faceted search
34
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Use Cases and User Scenarios - Example User Scenario
35
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Use Cases and User Scenarios - Example Use Case
36
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Site Map Development - Navigation
Problem: Fragmented user experience
when navigating between different site
collections
Navigation is
“naturally” only
within a Site
Collection
Solution: Requires custom development for
the creation of a consistent experience
across the environment
• Specific to a Site Collection
• Based largely on Sites and Sub Sites
• Quick launch shows “current site” elements
• Top-level navigation shows sub sites and peers
37
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Site Map Development - Card Sort
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Site Map Development - Clustering/Grouping
Goal is to have users group like
types of content together in
meaningful ways.
Provide an intuitive,
unambiguous and meaningful
name for the group of content
39
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Site Map Development - Site Map Design
Purpose: Provide a visual illustration of the logical organization of site content
Named Cluster
40
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Site Map Development - Exercise
Brainstorm a site map for how content
might be organized for ACME Consulting
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Site Map Development - Implementation Challenges
• Common need to create multiple sites and site collections due to volume of content,
management of security and permissions etc.
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Site Map Development - Sample ACME Site Map
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Wireframes, Libraries and Views - Document Library
• A listing of documents presented in a row (content) and column (metadata) format.
Some examples:
Product Documents (fields for Name, Description, Resource Type, Author, Topic etc.)
Type of
Document
Document
Metadata
44
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Wireframes, Libraries and Views - Exercise
Create document libraries
Create 2 views
add navigational hierarchy
add key filters etc.
45
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Wireframes, Libraries and Views - Wireframes
• A Wireframe provides a blueprint that represents the framework for how content and
other user interface elements are organized within a page template.
• Intentionally intended to illustrate conceptual layout and therefore often lack real
content examples and visual design.
• Primarily focus on:
Types of information presented and content priority
Features and functionality
Common elements such as headers, footers, global, utility and secondary navigation
• Developed based on a combination of information modeling and access
requirements .
46
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Wireframes, Libraries and Views - Concept Modeling – “Quote”
47
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Wireframes, Libraries and Views - Concept Modeling – “Breach”
48
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Wireframes, Libraries and Views - Sample Wireframe for Search
49
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Governance Processes - Who Needs Rules?
Where is the Governance?
50
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Governance Processes - The Technology-Centric Approach
• It’s commonplace with SharePoint to start with the technology first and push off the
gathering and documentation of requirements until later, if at all.
Adopted by IT followed by the provisioning of a few sites as business users become aware
of its existence (easy to deploy).
Mass proliferation of sites, lists and libraries and an assortment of individuals and groups
start to turn on various bits of functionality resulting in a deployment that is haphazard and
confusing.
• SharePoint has been specifically designed to remove management of the
information environment away from IT and into the hands of business users.
Governance becomes crucial since many organizations lack standard ways of managing
content.
Permissioning and site management are often dropped into the lap of a single or small
group of uninformed individuals that are unaware of best practices in areas like content
management, information architecture, taxonomy and metadata
51
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Governance Processes - Why Governance
• The SharePoint environment is only as good as the underlying structure that
supports it. Without governance, even the best designed implementations will fail.
Governance is what makes it work and is the glue that holds it all together.
• Because businesses evolve and requirements change, SharePoint projects are
never really complete.
Maintenance and enhancement activities are an ongoing process.
• Need to continuously update and maintain the overall information strategy and
content models as business requirements evolve.
Includes taxonomy, metadata, controlled vocabularies, and content structure.
Changes however, cannot just happen on a whim, maintenance and governance processes
must be put in place to systematically review proposed modifications.
• Without governance:
Increased operational costs - wasted time
Decreased findability - Difficult to find the “right” content
52
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LESS STRUCTURE MORE STRUCTURE
Chaotic Processes Controlled Processes
Problem solving
Collaboration
Accessing information
Answering questions
Knowledge Creation Knowledge Reuse
ENTERPRISE CONTENT MANAGEMENT
Spans Structured and Unstructured Processes
CL
AS
S o
f T
OO
L
Blogs Records
Management
Document
Management
Process
Management Wikis Collaborative
Spaces
Instant
Messaging
Management
Web Content
Management
Learning
Management
Digital Asset
Management
My Sites Centralized
Publishing
Governance Processes
53
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Unfiltered Reviewed/Vetted/Approved
Lower Value Higher Value
Lower Cost Higher Cost
RELATIVE VALUE OF CONTENT
Not all content is of equal value
TY
PE
OF
CO
NT
EN
T
(More difficult to access) (Easier to access)
Formal Tagging/Organizing Processes
Message
text
External News Example
deliverables
Discussion
postings
Interim
deliverables
Content
Repositories
Success
Stories
Benchmarks
Approved
Methods
Best Practices
Social tagging
(“folksonomy”)
Structured tagging
(taxonomy)
Governance Processes
54
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Governance Processes - Establishing a Governance Model
• Centralization vs. decentralization (control vs. freedom)
• Different types of sites frequently require different governance policies
Globally scoped sites, such as a corporate Intranet, usually apply stricter governance over
information management than do team collaboration sites
Source: http://www.microsoft.com/downloads/details.aspx?FamilyID=33a8c9e0-57c2-4ae5-99e3-8826ab9dd701&displaylang=en
55
Copyright © 2011 Earley & Associates, Inc. All Rights Reserved.
Training Opportunities
• SharePoint Information Architecture (3 days)
Houston, TX – January 18-20, 2012
Washington, DC – February 8-10, 2012
Chicago, IL – March14-15, 2012
Los Angeles, CA – April 11-13, 2012
Learn more and register: http://www.earley.com/training/sharepoint-information-
architecture
56
Copyright © 2011 Earley & Associates, Inc. All Rights Reserved.
SharePoint Information Architecture 3 Day Hands-on Course
• The Information Architecture Process
User Research & Requirements Gathering
Audience and Process Analysis
Roles, Responsibilities, Use cases, Personas and scenario development
Content Modeling and Content Type Definitions
Metadata Schemas and Taxonomy Development
Search Integration
• Term Store Management
Creating and Managing Groups
• Creating and Managing Content Types
Properties (Site Columns, Workflow, IM Policies)
Overview of Content Hubs
Adding Content Types to Document Libraries
• Creating Metadata for Content Enrichment
Core Metadata Schemas
Leveraging Managed Metadata and the Term Store
• Governance
Governance planning
Operationalizing governance using platform capability
57
Copyright © 2011 Earley & Associates, Inc. All Rights Reserved.
MetaVis Architect
• With course registration you get a free license for MetaVis architect.
• Ability to explore, view and document SharePoint sites
• Tools to compare designs from site to site
• Ability to push and synch design elements
• Provides oversight, enforcement and governance over site design standards
Earley & Associates, Inc. | Classification: PUBLIC USE
Copyright © 2011 Earley & Associates, Inc. All Rights Reserved.
Tools Can Help Address Challenges
with Building Taxonomies in
SharePoint
59
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System Wide Awareness
60
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SharePoint Taxonomy Challenges
• Collaboration
• Standardization/Replication
• Must be designed online
• Complex to redesign
61
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Visual Designer
62
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Collaboration
• Visual Notes
• Save, email and print out
63
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Redesign and Standardize
• Reuse content types,
columns and list
• Compare Sites
• Search
64
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MetaVis Architect Demo
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Wrap up and Questions
66 Copyright © 2011 Earley & Associates, Inc. All Rights Reserved.
Please fill out the survey that should be in
your inbox.
Let us know what topics you are interested in and how we can
improve the series. Email your suggestions to
67
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Contact
Seth Earley CEO Earley & Associates Phone: 781-820-8080 Email: [email protected] Follow me on twitter: sethearley
Connect with me on LinkedIn: www.linkedin.com/in/sethearley
Andrew Celentano Director, Business Development Earley & Associates Phone: 617-721-6092 Email: [email protected]
68 Copyright © 2011 Earley & Associates, Inc. All Rights Reserved.
Thank you