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Learn how to measure and optimize your SharePoint estate for better performance and results. Discover the importance of feedback, funding, and metrics in enhancing processes and achieving business goals with real-life examples and strategies.
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Using Metrics to Tune Up Your SharePoint Estate SharePoint Saturday Reston October 25, 2014 Susan Hanley www.susanhanley.com
Why Measure? – The Four “F” Words Good measurement is good management Feedback Funding and metrics should be used to optimize and improve the process Follow-on Focus
Before During After • Develop benchmarks • Develop lessons learned • Make the business case • Provide a target • Make tradeoffs • Tune the implementation process What do we want to do with metrics?
Measurement Process Understand your baseline and establish a target Understand the business problem you are trying to solve Identify use cases that have meaningful impact Determine the metrics that align with each use case Measure and monitor: be prepared to change Modify the metrics Identify opportunities to re-define the problem
Understand the business problem Without it … could be a career-limiting move
There is only one reason to implement SharePoint … … you have a BUSINESS PROBLEM to solve.
Identify use cases with impact Product Development ResourcePlanning Customer Support Sales • Sales team on-boarding • Sales team training and mentoring • Example proposals • Finding other engineers working on similar problemsor related projects • Project Manager looking for the most qualified resources for a project • Services agent working trying to solve a customer problem • Support call deflection
Example Scenario • Organization: Association • Business Goal: Provide a self-service knowledge portal for members to share best practices and learn from others without having to depend on engaging HQ for routine questions • Impact-based Use Case: Support call deflection for routine questions • Secondary Use Cases: • Free up HQ support staff to work on more complex requests • Build online, searchable inventory of member- and HQ-curated assets
Determine the metrics that align with each use case • Business Metrics • Number of routine support calls • Number of complex support calls • System Metrics • Number of successful searches for online content by members (searches with at least one result) • Number of “0 results” searches
Quantitative or Qualitative: That is the question! • Quantitative • Performance between points • Spot trends • Qualitative • Provide context • Used when numbers aren’t easy (storytelling) • Used at early project stages (future scenarios) • Richer (“serious anecdotes”)
Serious Anecdote | Pharma – The Need • A scientist with Thrombotic & Joint Diseases in Germany began a project to isolate and culture macrophages and needed some help. • Meanwhile, two scientists in the US had deep experience in protocols for this area.
Serious Anecdote | Pharma– The Result • The German scientist consulted the expertise directory to find that expertise existed within the company and contacted the two US scientists he found in his search. • Both scientists quickly responded with assistance. One helped him with culturing protocols and the other helped him with information on magnetic cell sorting. Benefit: The German scientist was able to leverage existing internal expertise and, in the process, reduce his research effort by 4 weeks.
The best metrics are Relevant to outcome Relevant to stakeholders Collected at low cost Balanced
What about more traditional measures? • Easiest with Process Improvement use cases • Must have a baseline – and a plan to measure results • Use TENS approach: • T = time on task (in minutes) • E = number of employees performing that task • N = number of times per year a typical employee performs that task • S = average employee’s loaded salary per minute • Still helps to have a combination of balanced quantitative and qualitative metrics
Measure and Monitor: be prepared to change • Metrics are just a tool. • Goal – to get better and make informed decisions. • Use measurement plan to: • Assess value to users • Identify new capabilities needed to achieve business goals • Evaluate unexpected results: • One-time or trend? • Measuring the wrong thing? • Fundamental problem with solution? • More training?
Keep in Mind • Metrics alone won’t make your solution successful. • You need a person whose job it is to monitor metrics. • You need someone who is accountable for making changes based on metrics analysis. It’s as important to have a plan for acting on metrics as it is to have a plan for collecting them!
Call to action Gain consensus on baseline and target Develop a plan – quantitative and qualitative Make sure metrics are part of someone’s job Develop approach to capture and categorize Develop an approach to promote – tell the metrics story
Don't measure anything unless the data helps you make a better decision or change your actions.If you're not prepared to change your diet or your workouts, don't get on the scale.--Seth Godin – August 6, 2014
About me sue@susanhanley.com susanhanley susanhanley • Governance • User Adoption • Metrics • Information Architecture • Knowledge Management www.slideshare.net/susanhanley http://www.networkworld.com/blog/essential-sharepoint www.susanhanley.com
