essential sharepoint 2007 delivering high-impact collaboration solutions

Forexample, “What roles should exist to support MOSS?” or “What should myoffline/search/business data strategy be for MOSS?” This book also intro-duces you to some key technical concepts

ESSENTIAL SHAREPOINT ®2007

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E SSENTIAL S HARE P OINT ® 2007

Scott Jamison Mauro Cardarelli with Susan Hanley

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Essential SharePoint 2007 : delivering high-impact collaboration solutions

/ Scott Jamison, Mauro Cardarelli, Susan Hanley

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First printing, May 2007

To my colleagues at Microsoft, who supported me tremendously

during the writing of this book.

Mauro

To my father, Romeo, the man who taught me to work each day as if it

were the one upon which I would be judged.

Susan

To my clients, who have generously shared interesting business challenges that we were able to solve together using the tools and techniques in this book And to my father, who taught me about the importance of client relationships.

C ONTENTS

Chapter 1 Your Collaboration Strategy: Ensuring Success 1

Key Stakeholders 3

Business Objectives 5

Measuring Success 8

Governance 12

Content Management 16

Rollout 21

Key Points 33

Chapter 2 Office SharePoint Server 2007: High-Impact Collaboration Across the Extended Enterprise 35

Versions of SharePoint Products and Technologies 36

Business Problem 36

Four Cs: Communication, Collaboration, Consolidation, and Consistency 37

Collaboration 43

Consolidation 45

Consistency 49

Portal Scenarios 52

Key Points 56

Chapter 3 Introduction to the 2007 Office System as a Collaboration and Solutions Platform 57

Microsoft’s Collaboration Evolution 58

2007 Microsoft Office System Architecture 61

Windows SharePoint Services 3.0: What’s New? 67

Comparing WSS 3.0 to Office SharePoint Server 2007 69

SharePoint: The File Share Killer 73

SharePoint: Access and Excel Killer 80

Key Points 97

Chapter 4 SharePoint Architecture Fundamentals 99

Functional Overview 99

Sites, Site Collections, Templates, and Shared Services Providers 102

Understanding SharePoint Administration 110

Physical Deployment Options 116

Key Points 121

Chapter 5 Planning Your Information Architecture 123

Site Architecture 125

Page Layout 128

Metadata Architecture 129

Maintaining Your Information Architecture 135

Key Points 137

Chapter 6 Planning Your Move from SharePoint 2003 to 2007: Upgrade or Rebuild? 139

You’re Ready to Deploy MOSS 2007—Now What? 139

Planning Your Upgrade .140

Upgrade and Migration Options 146

What Plan Is Best for You? 149

Upgrade Considerations 150

Key Points 154

Chapter 7 Disaster Recovery Planning 155

Backup and Restore Options 157

Using the Backup Utility 159

Examining the Backup Files 163

Using the Restore Utility 166

Scheduling a SharePoint Backup 173

What’s Not Covered by a SharePoint Backup 178

Key Points 180

Contents vii

Chapter 8 Sites, Blogs, and Wikis 181

Getting Started with Collaboration 182

Working with Team Sites 185

Working with Wikis 191

Working with Blogs 198

Putting It All Together 203

Creating a Highly Collaborative Environment 204

Key Points 205

Chapter 9 Enterprise Content Management: Documents, Records, and Web 207

Getting Started with ECM 208

Document Management 209

Records Management 219

Web Content Management 237

Key Points 245

Chapter 10 Enterprise Search 247

Defining What Search Means for Your Business 248

How SharePoint Search Works 254

Configuring Content Sources 257

Crawling Schedules 268

Improving Relevance 269

Issuing Effective Searches 274

Ongoing Search Improvement 282

Key Points 285

Chapter 11 Making Business Processes Work: Workflow and Forms 287

Getting Started with Workflow 287

Workflow Terminology 289

MOSS 2007: Out-of-the-Box Workflows 291

Creating Custom Workflows: Office SharePoint Designer 2007 301

Using Electronic Forms: InfoPath 2007 309

MOSS 2007 Enterprise: Creating Web Forms 325

Key Points 328

viii Contents

Chapter 12 Office 2007: Offline Options for MOSS 2007 329

Working Offline with the File System 331

Working Offline with Outlook 2007 336

Working Offline with Groove 2007 340

Working Offline with Access 2007 343

Key Points 348

Chapter 13 Providing Business Intelligence 349

Dashboards 350

Scorecards 351

Key Performance Indicator (KPI) Lists 352

Excel Services 363

Report Center 375

Putting It All Together 376

Key Points 377

Appendix A SharePoint User Tasks 379

Tasks That Require WSS 3.0 (at a Minimum) 379

Tasks That Require MOSS 2007 Standard (at a Minimum) 380

Tasks That Require MOSS 2007 Enterprise 380

1 Create a New Team Site or Workspace 381

2 Create a List or Document Library 382

3 Apply Security to a Site or Workspace 383

4 Apply Security to a List or Document Library 386

5 Create a View 389

6 Add Web Parts to a Page 391

7 Add Files to a Document Library 393

8 Save Files Directly from Office to SharePoint 396

9 Add Metadata to a Document Library for Better Content Tagging 396 10 Recover a Document from the Recycle Bin 399

11 Build and Contribute to a Blog 401

12 Build and Contribute to a Wiki 402

13 Expose List Data as an RSS Feed 404

14 Sign in as a Different User 405

15 Enhance a Site’s Navigation 406

16 Work Offline 408

Contents ix

17 Document Routing 409

18 Target Content by Using an Audience 412

19 Find Content by Using a Search 413

20 Manage “My” Information 415

21 Create a List of Key Performance Indicators (KPIs) 416

22 Make Use of Business Data 418

23 Publish an Excel Workbook for Web-Based Rendering 422

24 Publish an InfoPath Form for Web-Based Rendering 423

Key Points 423

*The following Appendix is available for download at www.awprofessional.com/title/0321421744. Appendix B OS/Browser/Office Compatibility PDF:425 Server PDF:425 Client PDF:425 Key Points PDF:434 Index 435

x Contents

First, I’d like to thank Addison-Wesley for giving me another opportunity

to write a book, with special thanks to Joan Murray, Elizabeth Peterson,George Nedeff, Sheri Cain, and the rest of the Pearson team for shapingthe book into something great

I’d also like to acknowledge Mauro Cardarelli for his insightful butions to this book His commitment to clients, passion for technology,and understanding of business needs make him a fantastic consultant andcontributor to a book like this

contri-Likewise, this book could not have come to fruition without the ise of Sue Hanley Her experience and perspective are invaluable to proj-ects like this; every project team should be lucky enough to have her.I’d also like to thank our team of early reviewers, including Andy Kawa,Israel Vega, Arpan Shah, Bob German, Robert Holmes, Shelley Norton,and Mart Muller In particular, I’d like to thank Ken Heft for providing themost insightful feedback I’ve ever seen, and Tom Rizzo for answeringnumerous questions, lending his team when needed, and writing the fore-word for the book

expert-I’d also like to acknowledge Bob Lincavicks and Jennifer Hefner, whowere instrumental in helping me get up to speed on MOSS 2007 Theirpassion shines through every day and is infectious

Finally, I’d like to extend a special thanks to Joel Oleson for letting ususe his blog posting on file shares versus SharePoint for file storage

—Scott Jamison

F OREWORD

Remembering back to the late nineties, I can still recall when we decided

to start building a product code-named Tahoe For those of you who don’tkeep up on our code names here at Microsoft, Tahoe was the code namefor SharePoint Portal Server 2001 At the time, I was in the ExchangeServer group, which supplied the underlying storage technology to theTahoe team Many folks, including myself, were nervous about how cus-tomers and partners would accept the new technology, especially since itprovided portal, enterprise search and document management functional-ity of which two of the three were completely new categories offered inMicrosoft software

Fast forward to 2007, and we’ve just released the latest version ofSharePoint: Office SharePoint Server 2007 Three years of developmentwent into this release We’ve added three new categories to the product:enterprise content management, e-forms and workflow, and business intel-ligence The product has sold over 85 million licenses in the past 6 years,making it one of the fastest-growing server products in Microsoft’s history;tens of thousands of companies depend on SharePoint technologies everyday to achieve business goals Much of the success of SharePoint has to beattributed to the early adopters who saw the vision we were painting in the

2001 release and volunteered to help shape and mold that vision and theproduct over time

One of those early adopters is Scott Jamison I first met Scott ten yearsago when he was doing consulting work and I was on the Exchange Serverteam Scott was a pro at developing Microsoft Office applications that con-nected to the new set of server technologies Microsoft was introducing.Scott believed in the collaboration vision in which Microsoft was investing,and he saw the potential offered by that vision to help his customersincrease their business productivity In fact, Scott worked with the originalWSS (which back then was the Web Storage System) which was the under-lying platform technology for SharePoint Portal Server 2001

xii

Any reader of this book will benefit from the history, teachings, andbest practices that Scott has internalized over his many years working withMicrosoft technologies Scott has also tapped the experienced minds ofMauro Cardarelli and Susan Hanley, both are industry experts who workwith customers every day to solve business issues through software Thisbook will become a mainstay in your SharePoint library You will find your-self reaching for it whenever you run into a difficult situation or need extraguidance on how to use the new SharePoint product set As I was readingthis book, I was happy to see the breadth of coverage of the new function-ality in SharePoint without sacrificing depth and expertise.

When you are done reading this book, you will have a better standing of SharePoint and how it can help you achieve new levels of per-sonal and business productivity I guarantee that you will have earmarkedmany pages where you learned new skills or ideas that sparked your inter-est for follow-up Enjoy the book, and enjoy the product Both are labors

Scott Jamison is a world-renowned expert on collaboration and

informa-tion worker technologies, with over 15 years of experience helping tomers solve business problems through technology solutions, mostrecently at Microsoft as an architect Scott has held numerous leadershippositions at various companies, including Dell, Microsoft, and a number ofsmaller companies Scott has worked with Microsoft teams on local,regional, and national levels for years, recently participating as an architect

cus-on the Office 2007 developer advisory council, helping design features forOffice SharePoint Server 2007 Scott is a recognized thought leader andpublished author with several books, dozens of magazine articles, and reg-ular speaking engagements at events around the globe Scott received amasters in computer science from Boston University

Mauro Cardarelli is a recognized technology expert in Knowledge

Management and Business Intelligence-based solutions He has over 18years of experience in the IT industry, half of which have been spent work-ing as a Microsoft-focused technology consultant He has worked with anumber of Fortune 500 companies, and his solutions have been mentioned

in multiple Microsoft case studies In 2006, he founded Jornata (www.jornata.com), a business and technology services provider that helpscompanies achieve exceptional performance through the effective use ofMicrosoft technologies His primary responsibilities at Jornata includeapplication architecture and development as well as client-focused technology evangelism Mauro is a frequent speaker and author onMicrosoft-related technologies He received a bachelor of science degree

in electrical engineering from Tufts University

Susan Hanley is an independent consultant and president of her own

firm, Susan Hanley LLC (www.susanhanley.com), where she specializes

in the design and development of portal solutions and knowledge ment consulting Sue has more than 25 years of experience as a technolo-

manage-gy consultant, holding leadership positions at Dell, Plural, and AmericanManagement Systems, Inc (AMS) Sue served as a member of

Microsoft’s Partner Advisory Council for Portals and Collaboration formore than four years She is a frequent writer and speaker on the topic ofbuilding communities of practice and measuring the value of knowledgemanagement In September 1997, she was recognized by ConsultantsNews as one of the key “knowledge leaders” at major consulting firms Suehas given top-rated presentations at many conferences in the United Statesand Europe Her byline articles have appeared in KnowledgeManagement Review, Management Consultant International, DM Review,Information Week, and The Cutter IT Journal Sue is also a featuredauthor in several books on knowledge management Sue has an MBAfrom the University of Maryland at College Park and a BA in psychologyfrom Johns Hopkins University.

About the Authors xv

Collaboration Portals Knowledge Management Search DocumentManagement These are terms that are thrown around when talking aboutMicrosoft Office SharePoint Server 2007 (MOSS) But what do they real-

ly mean?

Most books are designed to address the “how” behind SharePoint,from either an administrative perspective or a programming perspective.This book complements the typical SharePoint book with some of the

“what” and “why” of MOSS, provides insight into targeting needs with tal and collaboration technologies, and helps you understand how thoseneeds might be addressed using MOSS

por-What Is This Book About?

The Information Worker is central to Microsoft’s strategy to bring

produc-tive computing to the enterprise and beyond Navigating the various clientand server products can be confusing and daunting This book will helpyou navigate these waters, providing direction and understanding Specifically, this is a book about Microsoft’s SharePoint platform, with aparticular focus on three commonly requested topics: end-user features,proper collaboration strategy, and a business-focused discussion on how toapply SharePoint’s key features This book was written because collabora-tion, knowledge and content management, and Web accessibility are three

of the most sought-after features in a corporate software solution The keyproduct that is the basis for most Microsoft-based solutions in this area isOffice SharePoint Server Because of this functionality, SharePoint is per-haps one of the most important server products that runs on WindowsServer If you want to deploy SharePoint in your enterprise or upgrade fromprevious versions, or if you need a concise introduction to collaborationsolutions with SharePoint, you’re starting in the right place This book pro-vides a great user-level guide to Microsoft’s latest version of SharePoint,along with usage strategies and some insight into the technologies involved.This book is intended to be a tutorial as well as a handy reference

This book does not cover methodology or process, nor does it provide

a one-size-fits-all approach to building applications A central thrust of thisbook is a handy introduction to the feature set, deployment, and cus-tomization approaches that are available for SharePoint But we also get

into the why of using SharePoint—what is the business need, and does it

get addressed? Because SharePoint supports a number of approaches andtechniques, you’ll want to get familiar with the choices (for example, “Do

I go with a teamsite, a blog, or a wiki?”) before choosing an approach thatfits your specific needs This book helps you do just that

What You Will Learn from This Book

To implement a collaborative system effectively, you’ll likely need to sider a number of key questions:

con-■ Do I need a portal or collaboration strategy? If so, how do I createone?

■ How do users perform the top activities that they’ll need to do?

■ What do I need to consider when I upgrade from previous versions

of SharePoint?

■ Where are documents stored currently? Where should documents

live?

■ How do users collaborate today?

■ What kind of hardware do I need? How do I deploy the productproperly?

■ How does the Web fit into my collaboration needs? What aboutOffice and smart client applications? How about Groove, InfoPath,and Access?

■ Will I share information outside of my organization? Should I?

Who Should Read This Book

If you’re a developer, you probably already own a SharePoint programmingbook or MOSS API guide (or are looking for one) This is not a book aboutSharePoint programming However, developers will find this book usefulwhen building solutions (in conjunction with an API guide) because thereare important business considerations that are critically important to everyMOSS-based solution

Who Should Read This Book xvii

If you’re a project manager, consultant, or business analyst, you’ll findthat this book helps with all of the intangibles of a MOSS rollout Forexample, “What roles should exist to support MOSS?” or “What should myoffline/search/business data strategy be for MOSS?” This book also intro-duces you to some key technical concepts and provides simple walk-throughs of the key features that many businesses need to leverage.

How This Book Is Organized

This book is organized into four key sections:

■ The first section, chapters 1 and 2, helps you determine what kinds

of business needs are addressed by portals, collaboration solutions,and knowledge management systems and how you should thinkabout SharePoint-based solutions within your organization

■ The second section, chapters 3 and 4, is a great introduction to theMOSS feature set and architecture

■ The third section, chapters 5–7, helps you evaluate and plan yourinformation architecture, upgrade strategy, and disaster discoveryneeds

■ The forth section, chapters 8–13, provides great information on cific MOSS feature sets along with guidance, recommendations, andexamples

spe-Appendix A provides a list of the top SharePoint user tasks, while spe-Appendix

B is available for download at www.awprofessional.com/title/0321421744and provides a summary of how SharePoint behaves with various operat-ing systems, browsers, and Office versions

Key Points

At each chapter’s conclusion is a section called Key Points, which rizes the key facts, best practices, and other items that were covered in thechapter

If you’re a developer, you probably already own a SharePoint gramming book or MOSS API guide (or are looking for one) This is not abook about SharePoint programming However, this book is the ideal com-panion to your development guide It will give you some of the “why” ofMOSS and help you understand your organization’s business needs andhow they might be addressed using MOSS Developers will find this bookuseful when building solutions (in conjunction with an API guide) becausethere are important business considerations that are critically important toevery MOSS-based solution.

pro-If you’re a project manager, consultant, or business analyst, you’ll findthat this book helps with all the intangibles of a MOSS rollout For exam-ple, “What roles should exist to support MOSS?” or “What should myoffline/search/business data strategy be for MOSS?” This book also intro-duces you to some key technical concepts and provides simple walk-throughs of the key features that many businesses need to leverage.Specifically, this chapter provides a critical foundation for your MOSS-based solution and lays the groundwork for the rest of the book It includes

a comprehensive overview of the fundamentals of the Office SharePointServer 2007 architecture; a discussion of strategies for moving from thecurrent version of SharePoint Portal Server (2003) to the new 2007 ver-sion; a review of information architecture best practices; and explanations

of how to optimally leverage MOSS’s collaboration, offline, search, ness process, content management, and business intelligence features

busi-This book also includes an appendix for end users describing how to cute the top 20 end-user tasks in MOSS.

exe-So put away Visual Studio and Office SharePoint Designer for amoment Take a breath and a step back Start thinking about why yourorganization needs MOSS and how you know you’ll be successful afteryour solution is deployed Software is expensive to purchase and integrate

If you want to build a successful solution, you need a carefully definedplan A MOSS solution, especially one that serves as your corporateintranet, is implemented to provide the single interface that integrates allenterprise information and applications

MOSS provides a convenient and often personalized way for yourentire organization to find the information and tools each individual needs

to be more productive However, the use of the MOSS solution cannotoften not be mandated in the same way that the use of a new accounting orpayroll system can be mandated to process an invoice or generate pay-checks MOSS users usually have other options for accomplishing the tasksMOSS enables For example, MOSS may provide a convenient summary offinancial information about a project that might also be available by looking

at existing reports generated by the financial system The MOSS solutionmay be more convenient and efficient but not necessarily required to sur-face the project financial information The MOSS solution may also include

“subportals” or online collaborative team spaces where users can efficientlyshare documents to minimize email traffic and ensure that everyone on theteam always has the latest version But users might still e-mail documentsback and forth to collaborate, resulting in an unorganized collection of doc-uments and correspondence that is not reusable by other team members.These are some of the many reasons why it is so critically important to have

a clearly articulated business strategy for your new MOSS portal or oration solution Practical experience indicates that technology has only asmall impact on the success of MOSS solutions; organizational and political(process and people) strategies have a much greater impact As a result, acomprehensive MOSS strategy is vital for success

collab-You should consider several key elements in your MOSS strategy:

■ Who are the key stakeholders? This might include the CIO, a

knowledge officer, or key business leaders in areas such as corporatecommunications, marketing, and human resources, among others

■ What are the critical business objectives for the key holders? In other words, what keeps these executives awake at

stake-night? How can the MOSS solution address these key businessobjectives?

2 Chapter 1 Your Collaboration Strategy:

Ensuring Success

■ How will the organization as a whole measure the business success of the MOSS initiative (or initiatives)? In other words,

which key business goals does the MOSS solution address?Remember, successful portals do not just need to be free of softwaredefects Successful portals must be designed to have an impact onkey business objectives, or the challenges of ensuring user adoptioncannot be overcome A successful MOSS solution may also includemore than one departmental portal that may be consolidated (ornot) as an enterprise portal It may not always be appropriate tohave a single portal project, but all portal projects need to be meas-ured by business success

■ What governance processes need to be in place to ensure that all of the MOSS users are aware of and accept their roles and responsibilities with regard to the MOSS solution? The gover-

nance model for MOSS solutions should include a statement of thevision, guiding principles, policies, roles and responsibilities, andprocedures for using MOSS in the given environment

■ How do you plan for both the design and ongoing nance of the content in MOSS? Accurate and relevant content is

mainte-the foundation of a MOSS solution A good strategy needs toinclude a plan to ensure that content remains relevant over time

■ What type of rollout strategy should you pursue? What types

of communications and training do you need to provide for users? A rollout strategy needs to prepare both users and content

for the new MOSS solution It also needs to include a tions plan to make sure that users are aware of and, ideally, eagerlyanticipating the business value of the new MOSS solution In addi-tion, the strategy needs to include a plan for launching the new solu-tion and training users Training needs to be specifically targeted toeach stakeholder or user community to ensure that users are opti-mally prepared to leverage the new solution

communica-Key Stakeholders

In many organizations, the Information Technology (IT) group is

separat-ed both physically and emotionally from the organizations they aredesigned to serve Given that the success of MOSS solutions is criticallydependent on business user adoption, it is imperative that business stake-holders take an active role in portal design and governance planning One

Key Stakeholders 3

way to ensure that your MOSS project will fail is to have IT build the tion without engaging a broad spectrum of potential users Early portal andcollaboration projects were primarily driven by IT organizations, and many

solu-of these early initiatives failed to gain acceptance by users because theywere essentially IT projects Today, more and more portal and collabora-tion projects are driven (and funded) by business users Many intranetprojects are sponsored by the corporate department responsible for inter-nal communications One or more business units may fund and drive anexternal or customer portal initiative As a result, it is critically importantfor IT to work with the sponsoring business unit as well as all key stake-holders to ensure that the inevitable trade-offs that will be made duringthe MOSS design and development are made in favor of the businessstakeholders as often as possible MOSS provides an important opportuni-

ty for IT and business owners to collaborate IT managers who fail to takeadvantage of this opportunity put their projects and potentially theircareers at risk

Who should your key stakeholders include? Clearly, the executive forthe sponsoring organization is an important key stakeholder This individ-ual will likely be your project sponsor For intranet portals, this is often theDirector of Marketing or Internal Communications For extranet portals,this may be a key executive in an operational business unit Your stake-holders should also include representatives from your major organization-

al units, both internal and customer-facing When you look to identifystakeholders, recognize that there are different types of stakeholders, all ofwhom should be included in the development of your strategy and ongo-ing governance model Many of these stakeholders will also be included inyour requirements definition process Business executives should beincluded in the stakeholder community to provide overall direction andvalidate that the MOSS deployment is critical to achieving business objec-tives IT managers should be included to ensure that the solution meets ITstandards for operations and development Content providers (internaldepartments such as Human Resources, Finance and Accounting, Legal,and so on) should be included because the portal will become a criticalcommunications vehicle with the rest of the enterprise End users (“rankand file”) should be included to ensure that the MOSS solution rolloutaddresses more than just executive objectives and concerns Rememberthat while the executive sponsor may have the “grand vision” for the solu-tion, the solution end users are critical to the ultimate success End usersneed the solution to be easy to use in the context of their work and need

4 Chapter 1 Your Collaboration Strategy:

Ensuring Success

to be able to see what’s in it for them For example, the key stakeholdersfor a portal project to support a university should include administrators,faculty, and students In addition, if the portal is externally facing, the “cus-tomer” community might be represented by examining the perspective of

an applicant to the university

Once you’ve identified your key stakeholders, it’s important to engagethem in the process of defining business objectives for the MOSS rollout

Take Action

Getting buy-in from key stakeholders is important in a MOSS rollout Be sure to

do the following in your planning process

■ Be inclusive rather than exclusive as you identify key stakeholders It’s important to gather as much business user support for your solution as possible.

■ Be sure to include “end users” in your key stakeholders At the end

of the day, these are the people who will help make your solution successful.

■ In addition to traditional department or business executives, try to include employees who may not have the title but who are influential

in the business These people tend to have broad networks across the enterprise and can help drive your success because they are trusted

by others.

Business Objectives

In successful MOSS implementations, IT and business owners carefullyframe the MOSS project with clearly defined business goals and objectivesthat are used to guide the decisions that need to be made during the solu-tion design and ongoing operations More often than not, the key issuesinfluencing the success of a MOSS solution are organizational and politi-cal Technical issues rarely derail a MOSS project As a result, it’s particu-larly important to document why you are building the MOSS solution

in the first place and to ensure that all key stakeholders agree on the objectives

The first business objectives that should be considered as part of yourMOSS strategy are the overall business objectives for your organization,such as improving profit margins, increasing revenues, cutting costs,

Business Objectives 5

improving customer or partner relationships, and so on Your goal should

be to tie the specific objectives for the MOSS rollout to one or more gic objectives of the corporation Doing so enables you to ensure that yourMOSS project stays front and center in the organizational agenda and min-imizes the risk of becoming “number 11” on the organizational Top 10 pri-ority list In other words, you want to avoid becoming the project that getsdone “in our spare time,” pretty much ensuring that the MOSS project isnot a career-making experience for the people working on it

strate-In addition to these organization-specific business objectives, anotherset of common business drivers cause companies to implement MOSS.Some or all of the following business objectives will probably resonate foryour organization If you can tie these specific objectives to your overallenterprise strategic objectives, you will be in even better shape to ensurethat the right amount of attention and focus are directed to your project

■ Provide easier and timelier access to the information employeesneed to get their work done

■ Provide easier and more effective mechanisms to move workbetween business entities, such as self-service for customers or part-ners, enabling outsourcing by providing business partners withaccess to a collaboration environment or business data on anextranet

■ Provide an organized “one-stop shop” for information by making iteasier to find authoritative information

■ Improve the ability to share and exchange information across theorganization by providing an electronic publishing method that iseasy for users to leverage

■ Improve the “time to talent,” the speed with which new employeesbecome productive

■ Maximize the reuse of best practices across the enterprise, enablingthe organization to replicate successful business practices in allgeographies

■ Reduce training costs for enterprise applications by providing a sistent user interface to all applications

con-■ Improve time to market for proposals and contracts by providingeasier access to reusable assets

■ Improve organizational learning by providing easier access to cal information and organizational memory

criti-6 Chapter 1 Your Collaboration Strategy:

Ensuring Success

■ Improve customer service by providing direct access to the mation customers need

infor-■ Improve project execution by providing an opportunity for workteams to collaborate and to electronically store project information

in fully searchable, organized team sites

It is critically important to document business objectives at the start ofyour MOSS initiative and to keep these objectives top of mind as youdesign and build your solution Use the business objectives to help guideyour decisions about which features should go in each release Ask portalowners/stakeholders to prioritize their business objectives so that you opti-mally understand how to make trade-offs between alternative designapproaches Users often have a difficult time articulating requirements forMOSS solutions This is because it is virtually impossible to envision howthe solution will help solve business problems until users see the solutionwith “real” data When users do express requirements, they may expressthem in a specific way, which may require a significant amount of customcoding However, if you understand the objectives or outcomes they aretrying to achieve, you may be able to accomplish the objective using “out

of the box” functionality You really can’t gather user requirements forMOSS solutions like you do for a traditional software development project.Instead, you should solicit and try to understand business objectives You

can then, as an IT design team, derive requirements based on the business

objectives and outcomes When a user learns that a requirement will cost

$250K to implement, the requirement is often no longer “required.”Therefore, it’s important to ensure that you understand the strategic objec-tives for the company, the business objectives for MOSS in general, andthe specific outcome objectives for each aspect of the implementation

Take Action

Mapping your technical features to business goals is very important Be sure to

do the following prior to your SharePoint launch date

■ MOSS is a product with many features; don’t try to implement every one of them out of the gate Identify three or four main features that will produce the most business impact, and do them exceptionally well.

■ Articulate, well in advance of launch, the long-term vision associated with your solution and how the first delivery sets the stage

Business Objectives 7

■ Set clear and reasonable expectations for all business age users to focus on the business outcomes they want to achieve In your requirements gathering meetings, try to proactively explain how you can accomplish the business outcomes using MOSS “out of the box” features so that you can get a feel for whether this will be accept- able to the users Use phrases such as “This is how we might accom- plish what you are asking for in MOSS…” Your goal is to rapidly deploy a first release of your solution so that your stakeholders can see the solution “in action” with their content You will probably find that it is only when users “meet MOSS” with their own content that they can start to envision additional functionality that will add value

users—encour-to the business.

Measuring Success

Even if you have carefully defined and documented your business tives and engaged all levels of stakeholders in the solution definition andstrategy process, the time will come when you will need to assess the value

objec-of your organization’s MOSS investment This process may have alreadystarted as part of the justification to build out the MOSS environment inthe first place Once the MOSS investment has been approved, however, ametrics program should be established so that you can demonstrate thatthe solution is meeting the business objectives The metrics programshould include more than simply capturing usage statistics, though usagestatistics are one important proxy measurement for MOSS value A goodmetrics program includes both qualitative and quantitative measures thattie the MOSS solution as directly as possible to business success The met-rics program also needs to start with established baselines for all measures.Portals and collaboration tools have started to become a more commonpart of IT infrastructure—sometimes even considered an infrastructureapplication, like email However, despite increasingly wide acceptance,MOSS solution builders should be keenly aware of the likelihood that management will want to understand how MOSS is delivering againstexpectations Having a metrics program in place provides an opportunity

to monitor the solution deployment to ensure that usage is optimized Italso provides a basis for justifying enhancements in the future

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If you worked with your key stakeholders to document business tives, you’ve already accomplished the first important part of your metricsprogram—understanding the business and stakeholder objectives Thenext key step is to identify a potential set of qualitative and quantitativemeasures that can be used to identify whether and how MOSS is address-ing these objectives Qualitative metrics can be “discovered” from userfeedback during quality assurance testing and initial training and on anongoing basis Solicit users’ “stories” or anecdotes that describe how usingthe portal and/or collaboration tools (finding a person with an unknownskill, rapidly accessing previously difficult-to-find information, and so on)helped contribute to increased revenue or profitability, increased clientsatisfaction, or other metrics that are already reflected in the key perform-ance measures for the organization The following sidebar provides anexample of an anecdote describing the value of a knowledge managementportal for a consulting firm Note that while the story is an example of aqualitative measure, it is a good story because it includes a quantitativevalue estimate that is defined by the “actor” in the story With a quantita-tive “punch line,” this story provides a much clearer demonstration ofvalue than it would if no bottom line were presented You should try toensure that all of your anecdotal evidence of value includes a realistic valueestimate.

objec-Sample Qualitative Measure: Portal Success Story

I joined the organization on March 16 without previous experience After one week of training, I joined a project team

After one day of training on the project, I was assigned a task to learn a particular technology that was new to everyone on the team I was given a bunch of books and told that I had three days to learn how to create a project using this technology.

In my first week of training, I remembered learning about the company’s portal, which included a directory of people and their associated expertise I found four people with relevant expertise in the portal and sent them an email asking for their help One of them sent me a link to a document on the portal containing exactly what I wanted Instead of three days, my task was completed

in half a day.

Measuring Success 9

Quantitative metrics can often be obtained from usage analysis reports,

and while these metrics may not be a direct measure of value, certain

measures can be used as a proxy for value Table 1.1 suggests some

possi-ble quantitative and qualitative metrics associated with several of the

busi-ness objectives described earlier

Table 1.1 Suggested MOSS Metrics

Objective Possible Capture Issues and Target

Measure Frequency Challenges

Maximize the reuse Quantitative: Monthly Frequent down- Look for an

of best practices Number of loads are a proxy upward trend in

across the enterprise, downloads of for content value, the number of

enabling the best practice or indicating that the downloads for

organization to reusable assets content is new content or

replicate successful Qualitative: delivering value new portals

business practices in Usage anecdotes to users Look for steady

all geographies where users can Gathering state activity in

describe in anecdotes is a more mature

terms how a process and may Targets should be MOSS asset that require some set based on the they reused creativity to maturity of the contributed to obtain solution and the business You may want to strategic objectives consider a importance of

success story the content.

contest (with Targets for prizes) to get success stories MOSS users to might be based share high-quality on total “value”

success stories represented in the

stories collected and/or the number of stories documented.

Improve time to Quantitative: Ideally captured This measure will Trend downward

market for proposals Average proposal for each proposal be easiest to from baseline

and contracts or contract or contract and capture if it is Target might also

development then compiled already a key be a specific time (averages) on a performance percentage of

semiannual or measure for the time reduction.

annual basis enterprise.

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Objective Possible Capture Issues and Target

Measure Frequency Challenges

Reduce training costs Quantitative: Annual Some Percentage or for enterprise Total training organizations absolute reduction applications costs for justify their MOSS in training

enterprise investment solely expenses for applications on the reduction enterprise

in training costs applications.

The assumption is that most users are not “power users”

of enterprise applications.

Instead of investing

in full training programs for these users, you only need to train them

in the use of the portal, not each enterprise application.

Provide an organized Qualitative: Monthly Gathering Targets for

“one-stop shop” for Usage anecdotes anecdotes is a success stories information for MOSS where users can labor-intensive might be based on users that helps users describe in process and may total “value” reduce information quantitative terms require some represented in the overload how using MOSS creativity to obtain stories collected

has improved Consider using the or the number their productivity built-in MOSS of stories

survey capability documented.

Measuring Success 11

Your organization will most likely have a preferred format for menting metrics This might be a balanced scorecard, documented key per-formance indicators, or a simple “report card.” Your goal will be to ensurethat you are capturing metrics that, as well as possible, directly relateMOSS’s value to the business Keep in mind that you also want to be surethat you are not spending more time counting metrics than you are doingreal work, so look for measures that are both meaningful and practical

■ Remember that business executives will respond most favorably to your metrics when you can combine both quantitative measures with “real- world” stories that describe how the solution added value to the busi- ness.

■ Look to leverage key performance indicators that your organization already measures so that you can look at your solution’s impact on the important indicators of success in your organization.

Governance

Any portal, of course, is only as good as the value of its underlying content

A strong governance framework is essential to ensure that a portal deliversworthwhile content to its users in an effective way A governance frame-work is required to

■ Avoid portal, team site, and content “sprawl” (unmanaged sites andcontent that is not periodically reviewed for accuracy and relevance)

by defining a content and site review process

■ Ensure that content quality is maintained for the life of the portal byimplementing content quality management policies

■ Consistently provide a high-quality user experience by ensuring thatthe governance plan is followed

■ Establish clear decision-making authority and escalation procedures

so that policy violations are dealt with and conflicts are resolved on

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■ Vision Statement A statement that describes, at a high level, what

you want to achieve with MOSS For example, “The company tal will be the primary means of accessing line-of-business (LOB)data within our organization.”

por-■ Guiding Principles Organizational preferences supporting the

vision For example, “Corporate provides guidelines and optimalstandards, but individual offices or departments may vary from thecorporate guidelines if absolutely necessary from a business per-spective.”

■ Policies Specific policies reflecting decisions about rules and

stan-dards for MOSS Examples of policies could relate to file names.For example, “File names should be topical and descriptive.Generally, file names should not include dates or versions.” Policiesmay also relate to who has access authority to design pages andauthor content as well as provide standards for content metadata

■ Procedures Instructions describing how to execute processes,

including, for example, adding content, removing content, andadding metadata attributes to the corporate taxonomy

■ Roles and Responsibilities Specific documentation describing

how each employee as an individual or as someone with a particularrole or as a member of a certain group is responsible for ensuringsuccess of the MOSS solution

Adoption of a new MOSS solution often involves a dramatic change in userbehavior—specifically, greater integration of technology into day-to-daywork and increased collaboration In more traditional IT solution deploy-ments, the solution business logic changes relatively infrequently In aMOSS solution, both the back-end database and business logic change fre-quently and often significantly Moreover, both the business market andtechnology are guaranteed to change during the lifetime of the MOSSsolution This implies that business stakeholders must be continuouslyengaged since MOSS’s ability to meet user needs is critically dependent onareas such as data quality, content relevance and currency, and frequentupdates, all of which are business user responsibilities In addition, unman-aged MOSS implementations can suffer from unconstrained growth ofteam sites and content that is not managed or updated on a regular basis.Developing a clearly defined governance model for your MOSS solution is

an absolute necessity to ensure a successful deployment

In a MOSS deployment, there are several key roles to consider Theseroles and a high-level description of responsibilities are outlined in the following sidebar Note that in smaller organizations, many roles may be

Governance 13

fulfilled by a single individual However, it is still important to consider theneeds of each perspective in order to be successful.

MOSS Solution Roles and Responsibilities

A number of roles are fairly standard with regard to portal and collaboration efforts To be successful, you will likely need to identify the following roles in your organization.

responsibility for meeting the firm’s goals with respect to the MOSS solution This Board is typically composed of representatives of each of the major businesses represented in a company portal—for example, Human Resources, Finance and Accounting, Marketing, and

Technology.

solu-tion strategy The primary responsibility of the Executive Sponsor is strategic, positioning the solution as a critical mechanism for achieving business value and helping to communicate the value of the solution to the management levels of the organization.

of the solution from a business perspective This person is usually a resentative from a business stakeholder but may be two people—one representing the business and one representing the technology depart- ment The Business Owner does not have to be an IT expert, but his or her job function typically includes responsibility for internal communica- tions, intranet portals, or external communications for external portals

rep-14 Chapter 1 Your Collaboration Strategy:

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■ Central Administrator Manages the overall design and

functionali-ty integrifunctionali-ty of MOSS from an IT perspective Works in partnership with the Business Owner

ensur-ing that content for a particular page/site is properly collected,

reviewed, published, and maintained over time The Site or Page

Owner is an expert in the content that is showcased on the site or page The Site/Page Owner needs to learn about MOSS, but his pri- mary expertise is business-focused

contribution privileges also own and maintain the content they publish

on it Users can play the role of either Member (users with contribution permissions), Visitor (users with read permissions), or both, depending

on the specific site in MOSS.

Makes regular backups of MOSS and its content This team also usually sets up and maintains the security model.

Documenting roles and responsibilities is one of the more critical aspects

of the governance framework or plan for the MOSS solution The nance plan is typically developed by the solution design team, which, asdefined earlier, needs to include representatives from both the technologyand business stakeholder communities The framework needs to definewho has the authority to mediate conflicting requirements and make over-all branding and policy decisions Some of the policy decisions that willframe your governance plan and form the basis of the specifics of yourroles and responsibilities definition include the following:

gover-■ How much responsibility for page design will you delegate to pageowners? Can users modify Web parts (Web-based data and UI com-ponents) on pages that they “own” in team sites? Can they modifyWeb parts on pages that are part of the corporate intranet publish-ing portal?

■ Will some Web parts be “fixed” on the page, or will page owners beallowed to customize all of the content on their pages?

■ Who is allowed to set up or request site-wide Content Types or SiteColumns? How much central control do you want to have over thevalues in site columns? (Content Types and Site Columns allow you

to specify elements in your taxonomy These MOSS features are

Governance 15

discussed in detail in Chapter 5, “Planning Your InformationArchitecture.”)

■ Who has access to each page/site?

■ Who is allowed or who will be responsible for setting up new teamsites? If this responsibility is controlled by the IT Department, it islikely that IT will have to negotiate a service level agreement (SLA)for team site setup responsiveness with the business stakeholders Ifthis responsibility is delegated, users will need training to ensure thatthey follow acceptable conventions for naming, storage, and so on

■ If the governance model says that page and Site Owners need to beresponsible for content management, will you be prepared todecommission pages where no one in the organization will step up

to page ownership responsibilities?

The comprehensive governance framework should be documented prior

to the launch of the solution Communicating the substance of the nance plan will be a core component of launch planning It is especiallyimportant to ensure that Page/Site Owners understand and commit totheir content management responsibilities Content management respon-sibilities should be included in the roles and responsibilities that are documented as part of the governance framework However, because theportal is only as good as the content it contains, we have called out contentmanagement in a separate section of this chapter to ensure that this criti-cal function gets the appropriate level of attention in your organization

gover-Content Management

A good content management plan addresses both the design of content aswell as its ongoing maintenance As you develop your content managementplan and responsibilities, you need to keep both design and maintenanceissues in mind at the same time, so we have intentionally combined thesetwo activities in this discussion

As general guiding principles, you want to be sure that the content inMOSS meets the following characteristics:

■ Usable The content organizational framework needs to match how

users think about their work Usability relates to both contentdesign and maintenance

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■ Credible Content needs to be maintained—it must be reliable,

timely, and accurate Credibility is primarily a content maintenanceissue, but as discussed in the section “Credibility and Relevance,”content credibility is an important consideration in your contentconversion plan and thus has an impact on content design

■ Relevant Content must be relevant to the users’ daily needs.

Content relevance is an important part of both content design andmaintenance

Usability

Usability strategies ensure that the MOSS content continues to providevalue to users over time This section discusses three elements of usability

as it relates to MOSS content:

■ Structure Your Content to Facilitate Search Your content

man-agement strategy needs to define MOSS content in a way that itates accurate search results

facil-■ Create a Logical and Organized Content Taxonomy Your

con-tent classification strategy needs to successfully support browsingand navigation

■ Leverage Personalization Capabilities to Target Content.

Your content structure should support both targeting content tospecific users and allowing users to personalize content based ontheir specific business needs

Structure Your Content to Facilitate Search

The content in MOSS should be optimized for the effectiveness of theMOSS search engine, including both documents and external data sources:

■ Monitor usage of MOSS over time to ensure that users find whatthey are looking for quickly, with the minimal number of steps and

“clicks.”

■ Assign appropriate coordinator(s) to maintain lists of values for

glob-al Site Columns and Content Types to ensure search consistency

■ Ensure that users can find what they are looking for in their ownterms Leverage the thesaurus capability in MOSS to create substi-tution terms for commonly used word and phrase alternatives For

Content Management 17

example, ensure that the thesaurus includes common abbreviationsthat are unique to your organization and substitution terms such as

business process renewal = business process reengineering Assign

responsibility for maintaining thesaurus information for the MOSSsearch infrastructure

■ Monitor site usage to ensure that you have created an intuitivestructure by working with the different user communities to betterunderstand how users access the content Consider conducting userfocus groups to ensure that you have an optimal design

Create a Logical and Organized Content Taxonomy

A taxonomy is a collection of relevant topics and subtopics arranged in ahierarchical or networked structure A library card catalog is a classicexample of a taxonomy In MOSS, the taxonomy is represented in the over-all structure of the pages in the site, which provide a navigational taxono-

my, as well as in site metadata—the Site Columns and Content Types (seeChapter 5) An effective taxonomy helps users navigate to documents inwhich they are interested without having to do a search (although in prac-tice, users use a combination of taxonomy navigation and search when bothare available) Taxonomies also allow users to see documents in a context,which helps them assess whether a document is relevant for what they aretrying to accomplish

As you design your MOSS solution, you will need to carefully reviewthe initially proposed taxonomy with key users Carefully analyze the needfor “required” fields Encourage users to provide descriptions if the pur-pose of the content is not clear from the other metadata (for example, forgraphic files) Ensure that content contributors assign appropriate meta-data to content as it is loaded into MOSS but that the burden of contentclassification is balanced with the need for finding documents once theyare posted You need to ensure that existing documents are searchable andreview existing content to ensure that document metadata properties areassigned and valid Assign content owners to test initial content prior toimplementation across the enterprise

Leverage Personalization Capabilities to Target Content

MOSS includes several important “out of the box” capabilities that havethe potential to significantly improve usability for your users Theseinclude the ability to target content to groups of users via Audiences

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(a group of users defined based on attributes in the user’s profile), the ity for users to choose to be notified about content changes via alerts, andthe customizable My Site feature that enables an individual user to per-sonalize a private portal page To optimize usability, your design shouldidentify key Audience groups and incorporate audience targeting for doc-uments, news, or items in lists Your design plan should also ensure thatusers take advantage of My Site personalization capabilities Your MOSSportal solution provides some significant usability advantages over a tradi-tional intranet because of the ability to target and personalize content.Leveraging portal content personalization capabilities will help make yourportal more valuable to users.

abil-Credibility and Relevance

It is especially critical to keep content current over time to ensure that itstays relevant Without good strategies for content management, your por-tal content can become stale, and users will begin to lose confidence in theinformation it contains It is important that content owners understandtheir responsibility for ensuring that content is managed and maintainedthroughout the life of the portal

New Portal Content

As you load content to the portal, you need to decide what content requiresreview and approval to guarantee credibility and accuracy Because not allcontent requires the same degree of review and approval, establish guide-lines for which types of content should be reviewed and approved and towhat extent The review requirements will be based on both the audiencefor the content and the type of content, which includes how the contentwill be used For example, critical content that is actively relied upon and

is broadcast widely (such as HR information and global policies) mightrequire a high level of review before publishing to the portal On the otherhand, content that involves commentary, team discussions, or works inprogress may require little, if any, review Think about the following types

of content as you determine how you will review content for accuracy andcredibility prior to publishing You will likely have different policies for dif-ferent types of content:

■ “Published” Content Authoritative content managed by one or

more “experts” and made available to a larger community HR mation or global policies are examples of published content

infor-Content Management 19

■ Collaborative Content Nonauthoritative, “living” content that is

part of a project or team and is managed, for the most part, in teamsites This content is managed and used by the same community Aworking document for a project team—such as a draft project deliv-erable—is an example of collaborative content

■ Records Historic content maintained for business continuity and

regulatory reasons This content generally cannot be changed once

it has become a record and will have a defined lifetime specified aspolicy

■ Reference Content that is used by the system or application, such

as a lookup list of product categories or regional offices

The degree of review for content will have a significant impact on thedesign of your MOSS environment For example, a global organizationestablished a design strategy that encourages users to use DocumentWorkspaces to work collaboratively on the creation of content, effectivelyusing the collaborative workspace as the content approval mechanism.Once the content and appropriate metadata classifications are agreed to inthe Document Workspace, one of the collaborators is assigned the respon-sibility of publishing the content formally on the appropriate page of theportal, a process that can be automated Thus, the strategy for creating andapproving content can be much more than just a content maintenancedecision

An important content design consideration is ensuring that it is ent to the user the degree to which the content has been reviewed andwhether the document he or she is reviewing is in Final form, Draft, orWork in Progress Designers can consider adding a “Status” Site Column

appar-to all document libraries with values of Final or Draft so that users willclearly know the intended use of the content Solution designers candecide how Work in Progress will be shared in MOSS publishing sites orwhether only Final documents (this could vary by department or project)will be shared Many organizations determine that Work in Progressshould only live in private team sites until it is ready to be shared morebroadly At that time, content is officially published to the portal

Existing Portal Content

Sometimes the minute that content is loaded into a portal, it is already

“old.” MOSS has several “out of the box” features that help you ensure thatyour content is maintained over time On sites built with the “Publishing”template, MOSS automatically adds two fields to the Document library:

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Scheduling Start Date and Scheduling End Date Scheduling Start Dateoffers two options: “immediately” (the default) and “on the following date,”where the user must enter a date Scheduling End Date offers two options

as well: “never” (the default) and “on the following date,” where the usermust enter a date

You can use the scheduling fields to create views and workflows torecertify content prior to the expiration date and “dispose” of content (bysending it to an archive or deleting it) if it is no longer relevant

Take Action

Your portal will only be as good as the content it contains Users must feel like they are getting value from the portal, or they won’t use it Make sure you con- sider the following.

■ Conduct focus groups and usability tests Identify representative users to provide feedback on ease of use and logical content positioning (that

is, was it where you thought it would be?).

■ Be sure that content management responsibilities are clearly articulated

in the MOSS roles and responsibilities definitions discussed earlier in this chapter Content is “king” in MOSS solutions A portal or collabora- tion solution with outdated or irrelevant content will fail.

Rollout

Effectively defining a governance plan, including a content managementstrategy, and building and testing your MOSS solution is still only part ofwhat you need to do to ensure the success of your solution Even with agreat governance plan, a complete collection of credible, usable, and rele-vant content, and a fully tested solution, you can’t just “turn on” the newportal and collaboration environment and expect users to come running toembrace the new solution with open arms Everyone in your organization

is already busy listening to the same radio station—WIIFM, “What’s In Itfor Me?” Your rollout plan needs to capture both the hearts and minds ofthe user community to ensure that the solution will be successful The fol-lowing areas should be incorporated in your rollout and launch plan Notethat these areas are not necessarily sequential—in fact, they pretty muchall have to happen in parallel, which adds to the challenge of successfullyrolling out your MOSS solution!

Rollout 21