Novell Teaming Use Cases

Novell Teaming Customer Use Cases

Rob LuhrsConsultant , Novell [email protected]

Tracy SmithProduct Manager, Novell [email protected]

mailto:[email protected]

mailto:[email protected]

© Novell, Inc. All rights reserved.2

Team Challenges

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GW TM CN IMGroupWise Teaming Conferencing Instant Messenger


CustomizableWorkspaces

RelevanceDashboard

Social ToolsRobust

Workflows

ContentManagement

Components

User-basedAccess Control

Teaming 2


Teaming: Key Success Areas

Knowledge Repository

Document Management

Project Collaboration

Process Automation

New: Intranet Replacement/Augmentation

Customer Themes / ProfilesCustomer Themes / Profiles

Distributed Teams, Security and Identity, Knowledge Retention, Collaboration vs

Sharing, Cost, Support, Experience, Open & Flexible


Validation

“Teaming brings very strong capabilities for workspaces and collaborative application development, particularly in the area of workflow”

—The Forrester Wave™: Collaboration Platforms, Q3 2009 Rob Koplowitz, Forrester Analyst, United States

Novell Teaming 2 Named a Leader in Forrester Wave Report


Energy Solutions Company

Size: Large Enterprise 10,000 +

Challenges and Pain Points

Searching for a way for cut down on travel costs, managing a large and distributed workforce, particularly in the areas of problem resolution and knowledge management.

These issues are exacerbated by the fact that employees change jobs every 3-4 years,

Improve knowledge management,

Foster collaboration between E&P experts,

Increase the efficiency of operations worldwide.


Energy Solutions CompanyWhy Teaming?

Teaming allowed for the realization of substantial production savings each year by facilitating improved global information sharing and problem solving through:

More efficient communications and information management

Enhanced information gathering and sharing

Improved project management

Accelerated progress on project issues

Easier access to project material

Using Teaming, 13 communities of practice were formed; three big communities, which cover the total core upstream business, and 10 smaller ones for the supporting cross disciplines, including Finance, Procurement, HR, IT, and Health, Safety & Environment. These communities now encompass more than 16,000 users.


Energy Solutions CompanyLessons Learned

Communities of practice are knowledge networks that make up much of the intellectual capital in company.

Some people raise questions on the issues they are facing, while others offer solutions that can be directly applied to help achieve resolution. All questions are posted in a “high traffic” area. On average, a question posted will generate three or four answers within 24 hours. After 30 days the questions and answers are archived according to subject matter, creating knowledge bases that get populated and updated automatically by the community through their Q&A process.

In fact, encouraging users to search the archives, their knowledge base, works as their first step toward getting answers to questions or gaining insight for resolving issues.


City Government

Size: 50 → 450 → ++


Better management and sharing of information on projects and between departments.

A lot of collaborative work down between local governments. A lot of meetings. Follow up information is shared via email.

Information is not managed, gets lost and can't find latest version

Police use twitter to communicate to citizens and same with other city.

Not an effective way to share information between shifts.


City GovernmentResult

Best benefit is consolidation of information.

Teaming has been the most productive method to manage projects.

Anything related to projects is stored in Teaming

Because it (Teaming) was a new tool (have tied many) it was hard to get people to try it.

It was difficult from the project management side. Its hard to get them away from MS Project. They don't really track resources and use gant charts. But there is a lot of information to track. Tried using a lot of tools and processes to manage projects.

One department that didn't accept Teaming 1 took to Teaming 2 quickly simply because of the UI improvements. No new requirements from department.


City GovernmentResult - Cont.

Very disciplined in getting people to work out of Teaming and not use email. Started to really find success after a month.

Don't really have ad hock workspaces. The organization is tightly controlled so things don't get out of control.

Access controls are more managed by someone with training on the organization instead of just opening it up to all.


City GovernmentFuture Plans and Needs

Biggest initiative is the police web site.

Really looking forward to Calendar and Task sync with GW

Wants survey improvements to replace Survey Monkey

Improve land page layout and functionality

eGuide functionality

Plan to replace Wordpress Intranet with Teaming

Implementing ifolder very soon. Teaming and ifolder are mobile strategy.

Joint collaborative efforts between police departments.

Be nice to create temporary user accounts that expire. Want to keep their content but don't need a unique license for them.


County Government

Size: 200 → 3000 → ??


Right now as people work together they email it

The county is 30+ companies in one

Need a central place that can span agencies

Need a more affective way to share and collaborate information

Its not only our agencies, but others: Office of emergency, committee that provides input from outside people, cities agencies, state agencies, public, air pollution control


Council Government

Size: 275 → 20,000+


Really need to try and pull the information in one place so everyone can have access to it

Need a way to pull all the file shares together.

Need to provide a more mobile solutions to allow people to log in from home

Need to get a handle on the information, quality, storage, version, official, what is the latest

Hundreds of thousands of files just in IT, operational support guides, project doc, support stuff, processes and more

Geographic issues – over 400 sites


Council GovernmentResults

“On the whole we are quite happy”

Primary Purpose for Teaming is Doc Asset Library

This helps with the mobile goals – allows people to log in from home

Use the system to manage projects and will work with the librarians who will have the only access to edit the documents

In the workspaces there are controlled documents then more open area that the team contributes to

Each team site will have an area, that now includes discussion groups.

Have their own version method and does not use the Teaming version feature.

Personal workspace, calender, files folder (f drive), task, limited personal data and doc review process.


Council GovernmentCompetitive Notes

There was real focus on SP for about 6 mo and just couldn't get it to work

They were getting ready to role it out but really felt like they had to give up just way too much was being sacrificed.

They even had some AD issues, got it working at some point but different password and user name and required domain name because of the system set up

It just was not feasible to go forward with the solution that they had built with SP. It just was not working for their core need which was Doc Management

If Teaming was not there, they were prepared to completely dump all the SP work and look at something else.

They bought designer, and then was trying do everything with the free version SP


IT Solutions Provider

Size: 500+


This Government Agency was in charge of answering RFP's from other Agencies. This process was taking up to 18 months from RFP to delivered proposal (not including implementation).

This business proposal process touches nearly every aspect within the agency, thus it was critical that the solution fully satisfy business process needs across the entire organization.


IT Solutions ProviderWhy Teaming?

In order to successfully manage the consolidated, centralized business functions required to support a state-of-the-art, highly automated business process, a software solution that provided the following capabilities was required:

Automated, event-driven process flow with specifically formulated business rules

Event notification and message management with guaranteed and often simultaneous delivery

An interconnected document management/retrieval system, which supports multiple standard document formats

Easily accessible audit, status, and metric reporting, including notification for out-of-bounds conditions

A search engine to provide knowledge management capabilities and support record/data research


IT Solutions ProviderLessons Learned

After evaluating various options, it was determined that Teaming provided the best solution for addressing the complex requirements of the initiative.

Novell providing the software, installation, training, and implementation consulting services required to install, deploy, and maintain the system.

Has resulted in the 18 month process being cut down to a 3 month process.

Future work is underway, to enrich the Implementation process as well as the reporting capabilities of the software.


Novell Teaming Library

www.novell.com/teaming_library See complete library at:

http://www.novell.com/teaming_library


The Road Ahead

Simplified user experience

Customizable look and feel

Tight Novell product integrations

File system integrations

3rd Party product integrations

Off-line Access

Distributed environment

Enterprise Search

Document and Records

T H E N E X T 3 Y E A R S

Note: Shorter Release Cycles


Novell Teaming “Durango”

User Experience Improvements

Easy site branding ▪ Simplified menus and navigation

Easy editor ▪ Enhanced user profiles

Novell Integrations

Novell GroupWise calendar and tasks

Novell Conferencing

Novell GWIM presence

Document Management

Major / minor versions

Entry versioning

Entry access controls


Novell Teaming “Durango”End of Summer 2010

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General DisclaimerThis document is not to be construed as a promise by any participating company to develop, deliver, or market a product. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. Novell, Inc. makes no representations or warranties with respect to the contents of this document, and specifically disclaims any express or implied warranties of merchantability or fitness for any particular purpose. The development, release, and timing of features or functionality described for Novell products remains at the sole discretion of Novell. Further, Novell, Inc. reserves the right to revise this document and to make changes to its content, at any time, without obligation to notify any person or entity of such revisions or changes. All Novell marks referenced in this presentation are trademarks or registered trademarks of Novell, Inc. in the United States and other countries. All third-party trademarks are the property of their respective owners.

Novell Teaming Use Cases

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