CCi’s Intranet

Taking it to the next level

Agenda

• The Process & Quick Design Annual Stats• Change the way people work• Intranet 3.0 Model• Value & Success Metrics• Financial Return – Investment Analysis and Assumptions,

Costs, & Productivity• Roadmap & Phasing• Resources • Cost Model• Next Steps

How we assessed current state and future need

• Intranet audit and heuristic evaluation• Stakeholder and staff interviews• Intranet survey – available on CCi for 3 weeks• Research - Nielsen Norman Group Report: Intranet

Design Annual 2010: Year's Ten Best Intranets• Online intranet strategy articles and best practice

research• Scope Development, Phasing, Cost Analysis

Design Annual Overview

The intranet Design Annual is a good way to measure current intranet trends, team sizes, platforms, timelines and costs. The following is a summation of the top-line findings:• On average, the size of the teams supporting

these intranets is 14 people. The teams engage the user in every step of the process, launching clear marketing campaigns to promote early uptake.

• There is a trend to have special mobile features.

• Social features are prominent, such as employee profile pages, workgroup support for knowledge sharing among those with similar job tasks and subjects, as well as project team spaces.

• Blogs for CEOs – where the employees can engage with the executives.

• While three of the year’s winners were created using in-house resources alone, seven relied on outside resources as well. It’s important to mention this as a trend in companies recognizing their own strengths and weaknesses. Most of these intranets took two years to be fully implemented.

Design Annual Stats continued

• Frequent use of SharePoint. Many other technology platforms were common as well, including Google Search Appliance; no one solution guarantees a great intranet

• Reliance on page templates to ensure consistent user interfaces

• Standard editorial workflow to ensure content quality; at Enbridge, for example, each page has a named content owner to guard against stale information

• Role-based personalization to focus users on the content and apps most useful to their jobs. Widespread personalization let users adapt the UI on their own, including improved designs for the popular Quick Links/My Links feature

• Focus on improving search, including interesting approaches to advanced search

• Extensive use of usability methods, from simple user testing to card sorting, field studies, and personas

• In one hard ROI example, Trend Micro saved $1.6 million per year by hosting meetings on its intranet 5

Intranet 3.0 will change the way people work

E-mail

S-drive

Colleagues

Communication, information-seeking and storage today

Colleagues

Subject matter experts

Knowledge management in the future

S-drive

E-mail

Enterprise CMS (security)

Intranet

IntranetBack-end applications

Roles using ForeFront

Back-end applications

Intranet 3.0 will change the way people work

• What changes need to be made?– Research and plan with each department, achieve buy-in and

create taxonomy and flexible templates– Designate content owners and subject matter experts (SME)– Set up governance and standards based on best practice and

how people need to work– Update platform to allow for easier application integration and

re-introduction of functionality– Use a enterprise content management system (CMS) for

standardized secure and appropriate content– Integrate ForeFront in order to produce role-based content

delivery– Incorporate usability testing to ensure familiar and usable

interface– Implement change management and training plan in order to

help the organization use the new platform7

Intranet 3.0 Model (homepage)

1. Introduce single sign-on to all CCi systems.

2. Allow for relevant Popular Links, custom personalized Quick Access and move modules around to customize their page.

3. Corporate News will still be featured on the homepage but there will also be Department and Campus News.

4. Search should be parsed to offer form and policy specific searches. Search feature will offer filters to help refine results; reference to documents people have frequently accessed that were related to the search will be surfaced, SME for these docs. Additionally, Company Directory will be interactive and robust, employees can update their information and look for SME.

5. Workflow for tasks often completed using e-mail, print and directories. This example shows improved access to training.

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Intranet 3.0 model (department internal)

1. Departments should have an internal view for employees who work in their department and an external view for other staff.

2. Facilitate sharing activities, best practices, and knowledge transfer.

3. Latest and greatest department level content delivery per role.

4. Deliver role based and personal content to the right people at the right time through personalization (KPIs, news, policy/regulatory changes).

5. Staff can work on a document together through shared workspaces.

6. Reduce e-mail through collaboration and chat.

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Intranet 3.0 model (content)

1. Content Developmenta. Standardize and simplify

content management through ECMS (one version of the truth).

b. Offer flexible department templates for increase consistency and usability.

c. Enable security and entitlement.

d. Content providers will receive reports on user activities to provide report on improvement of intranet.

2. Content presentationa. Templates will be provided for

department content creators to help keep the Intranet standards in line.

b. Provide the ability to give feedback about an article, report or piece of content will allow for more relevant content in the future.

Intranet 3.0 model (directory)

• Robust SharePoint 2010 Directory features:

1. Biographies, interests and skills. Their area of expertise and areas where they need help.

2. Job titles & contact information.

3. Location, including current status – e.g. where they are traveling for the week.

4. Organizational chart.5. Projects they are working on

and previous projects.6. Content they have

produced.7. Community memberships

and contributions to blogs, wikis and comments.

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Intranet 3.0 model (dashboard faculty)

1. Access to course materials2. Task management such as

attendance, grade submissions and reviews

3. Faculty will not have to drill down to find information for their Program on their specific Campus

4. They can note a comment or leave a question for the Academic Program Staff if they have issues with program materials

5. Syllabus can be downloaded and printed

6. Access to faculty workgroup where they can get updates on their program and discuss topics with their peers

7. Student reporting mechanisms; student progress can be tracked, saved and provided for reporting inputs

8. Integration with important systems such as CampusVue, PeopleSoft and Student Portal; Student communication venues like discussion groups and blogs

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Intranet 3.0 model (dashboard executive)

Each dashboard will be personalized based on the reports needed. This only shows an example of what is possible.

1. Promote greater business insight, more informed decision making and better results

2. Allow you to identify and correct trends before they become an issue

3. Reduce labor and overhead costs4. Eliminate duplicate data entry5. Provide detailed, accurate, and

analytical reports quickly6. Effectively identify, track, trend

and correct problems as you evaluate health of key areas

7. Continually identify operational efficiencies

8. Proactively identify and apply corrective measures

Mobile Device

• SharePoint 2010 integrates with a few very clean and fast mobile presentation utilities

• Mobile Entrée integrates seamlessly allowing for display of:• Charts• Pivot-tables• Spreadsheet data

• Information can be pushed real-time and the content can be commented, edited, and shared with ease.

• Other SharePoint applications can be used through this mobile interface.

• Mobile development is Phase 3 of our roll-out plan and more research will need to be done to gather requirements and usefulness.

Value & Success Metrics

Tangible• Participation – increase in number of users • Access – increased access to pertinent content by key area, department,

and user type• Time reduction – reduce the time it takes employees to complete both

work-related and employee-related task time by 20%• Search success• Increase customer satisfaction – more students find jobs, complete

financial aid returnIntangible• Increased compliance, regulation and security• Shortened project lifecycle• Increased collaboration & communication• Establish and practice content control• Increased deliverable quality

Road map & phasing

• Phase 1 A – Governance & standards, portal framework, UI / presentation / taxonomy, infrastructure, and personalization  - Use for usability, user acceptance and performance testing

Phase 1 B - ECM, content, collaboration, federated search, and limited KM - Use for content and more usability testing

Phase 1 C - Career services pilot, integration and Extended KM - Use for KM effectiveness, productivity and department-level testing

• Phase 2: Extended portal features, additional content, Additional integration, other department pages, advance search and KM

• Phase 3: Additional content enhancements, campus level pages. Mobile devices, advance search and KM

Road map & phasing (Approach)

• Analysis (system, content, tasks – preparation & actual, business workflow, training)

• Leverage knowledge from previous enterprise development projects (Student Portal)

• Establish governance & standards• Establish solid and extensible platform & infrastructure –

including Forefront• Gain participation – on-boarding departments during pilot

phase• Solidify intranet team, provide training for content providers

It takes people – Phase 1 Resource Estimates

Business Team:• Portal Stakeholder Group -

Provides governance, program management, and other executive support.

• IT/Communications Portal Team - Responsible for the content and features available on group intranet level

• Change management• Content Owners - Responsible

for the updates and consistency of their sections

Core Project Team:• Program Managers (Business and

Technology)• Project Managers• Enterprise Architect/SharePoint

Architect• Content Manager (BT)

Ancillary Team:• Business Analysts (BT)• Project Managers• Information Architect/User Experience

Specialist (BT)• Graphic Designer (BT)• Content Specialists• SharePoint Developers• Software & UI Developers• QA Team• DBA

Investment Analysis In Years

FY11 FY12 FY13

Savings 4387500 7312500 10237500

Costs 848000 498000 498000

$1,000,000

$3,000,000

$5,000,000

$7,000,000

$9,000,000

$11,000,000

Intranet Portal Savings vs. Capital Costs (15k users)

Savings

Costs

Fiscal Year

Dol

lars

FY11 FY12 FY13

Savings per User

292.5 487.5 682.5

Costs per User

56.5333333333333

33.2 33.2

$50.00

$150.00

$250.00

$350.00

$450.00

$550.00

$650.00

$750.00

Intranet Portal Savings per user vs. Cost per user(15k users)

Savings per User

Costs per User

Fiscal YearD

olla

rs

Assumptions, Costs, Productivity

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Cost Model

The Plan - these numbers represent a realistic estimate covering the costs over a twelve month period.

Phase 1 – 12 monthsInfrastructure and licensing: $241,000.00 Hosting: $89,000.00Blended Team • Internal: $168,000.00• Consultants: $248,000.00

Investment to get started: ~$800,000.00How are we reducing costs?• Using the right people – blending seasoned professionals with internal

team – enhanced knowledge transfer • Using the right tools• Utilizing best practices• Not re-inventing the wheel – using SharePoint, Alfresco, Active Directory,

PeopleSoft

Next Steps

• Cross-functional executive support for company-wide involvement• Adequate staffing and funding, based on scope and schedule• Acquire dedicated Program Manager (PMO structure), with skills

recommended by consultant• Integration with existing initiatives (i.e. CampusVue, Student

Portal, Heald, ForeFront, etc.)

Questions

• Questions?

Stakeholders:

• “The intranet should be something people are drawn to because it has the information they need, it is accessible and it is easy to navigate. Needs to be interesting, informative and have something they don’t expect.”

• “Department crossover should be more transparent. The user should not have to think about where forms or policies exist.”

• “The site should be organized so that everyone sees a benefit, from the department that wants a nice glossy page, to the employee looking for a form, to the support staff who needs workflow.”

Employees:

• “The intranet is not intuitive at all. I would build a better, more reliable site that doesn't hide web pages behind more web pages. Also, for each structural department of a school (Admissions, Career Services, Financial Aid, etc.) there should be a central go-to site that is actually useful.”

• “Make Search more helpful. It often doesn't return what I'm looking for, even when I know the info is on the intranet.”

• “Add a company directory with all phone numbers and e-mail addresses.”

What CCi is saying

By the numbers …

A survey was posted on the intranet to gauge user satisfaction and identify high-value opportunities – 362 people responded, a majority (67%, 230 people) work on campuses; the next largest group of respondents comes from the Campus Support Center (17%, 60 people).

What they said:

• 67% access the Intranet multiple times each day, 92% use the intranet for job-related tasks, and 63% are somewhat satisfied with the Intranet

What the Stakeholders and the survey respondents want to see improved is aligned:

• Navigation & layout (use of intuitive navigation, engaging design and usable templates)

• Search & Employee Directory

• Collaboration tools like instant messaging, message boards, document creation and ability to email articles

• Campus and curriculum-related information (including special consideration for Canada)

• Content - forms, policies, calendars and rich media

• Department training