Projects, Personas, and Stakeholders

Projects, Personas, and Stakeholders

Project Management Institute

02/15/2017 Project Management Institute 2

Agenda

• Engagement

• Digital Marketing

• Project Management

• Community Management

• Field Trips


Systems

Views

• Design Thinking

• Systems Theory

• Agile

• Digital Marketing

Tools and Reviews

• Persona templates

• Project management templates

• Field trips

picturesource:http://www.waterbury.uconn.edu/images/campus_3.jpg


Cut Through the Clutter – Value Engagement

• 50billion

• 3billion

• 7seconds

• 3seconds


Cut Through the Clutter – Value Engagement

• 50billion– indexedwebpages

• 3billion – searches/day

• 7seconds– averagewaitforonlinevideoprovesrelevantbeforeleavingpage

• 3seconds– averagewaitforwebpageprovesrelevantbeforeleavingpage



Sell Tell that to me again

picturesources:http://www.thinkgeek.com/product/d314/http://images2.wikia.nocookie.net/__cb20080220004325/starwars/images/thumb/2/2e/Imperial_Emblem.svg/250px-Imperial_Emblem.svg.pnghttp://fc00.deviantart.net/fs71/f/2012/258/4/2/rebel_alliance_emblem_by_the_pyri-d5es44d.png

Sayswho?



Where are we?

1.Russian meteor 138 million views in first 72 hours. This year’s super bowl audience 108 million

2.25% of the 20 million tweets duringSandy were on-the-ground photos and video.

3.Hyper local – GeoTagging#walpole #restaurant

Topleftpicturesource:http://www.cnn.com/2013/02/15/world/europe/russia-meteor-showerBottomrightpicturesource:http://online.wsj.com/article/SB10001424052748704597704574487580041364544.html


Question: Who Broke Marketing and Sales?

Answer: We did.

• 86% skip TV ads THE GUARDIAN, AUGUST 2010

• 91% unsubscribe from opt-in email ExactTarget, 2011

• 44% of direct mail is never opened EPA.GOV, NOV 2010

• 200M on the Do Not Call list FTC, 2010

• SPAM is 67% of all mail Statista, 2014


The way we look is different


The way we complain is different and now more viewable

1/4th of respondents who complain via Facebook or Twitter expect a reply within 60 minutes

Speed kills

Engagement/Empathyare expected


Not a terribly exciting, but wait … he’s about to talk …

source: http://www.flickr.com/photos/pburch_tulane/4195280723/


What? He lost me at “The brilliance of my …

pic source: http://www.flickr.com/photos/pburch_tulane/4195280723/in/photostream/

One-way,outbound,speaker-centric

The brilliance of my product is the synergies I’ve created in a game-

changing platform that will revolutionize and vertically

synergize your world like you’ve never thought about before – me,

me, my, my, I, I, blah, blah


source: http://www.inc.com/magazine/20100301/ceo-passions-hosting-benefit-concerts.html

Nice little gathering – the cocktail crowd, many smiles.


Two-way, Inbound


Buyer’s journey provides context for content


Keywords and Phrases That Your Community Use

• What are their problems?• What keeps them awake at night?• What do they want to know?• What words and phrases do they use to describe these

problems?

Your buyer is faced with problems, develop topics that appeal to them:

Turn strangers into friends,

turn friends into customers,

turn customers into salespeople.

Seth Godin02/15/2017 Project Management Institute 19

To get found, find out about persona

Your buyer is faced with problems, develop topics that appeal to them• Measurable ROI (Return on Involvement)• What’s in it for Me?

What’s in it for Them? WIIFT

• Answer WIIFM? with WIIFT?• Create an archetype of your buyer persona with all the

details you can provide: – what the user does, – is motivated professionally by, – reads, works, is interested in

• The goal is to understand this person's motivation and need.– What’s in it for them now provides answers to What’s in it

for me


Persona Development Strategy

We have a worksheet to help build engagement and content marketing strategy.To start strategy think:• Keyword and key phrase research,• Topic tracker,• Community research,• Trusted source,• Trusted media,• Persona objectives,• Customer journey,• User experienceUse worksheet for active development and on-going strategic goals.


Persona – think like a publisher

1.Identify the persona(s) of who needs your solution?2.Investigate words and phrases they use to describe problems?

– Search engines answer questions– 3 and 7

3.Develop content that describes issues and problems they have faced and then provides details on how to solve these problems

– What are their problems?– What keeps them awake at night?– What do they want to know?

pic source: Leadership-Pegs.jpg

Fromleadingtocontributing


Keyword meritocracy and persona identification

Persona matrix worksheetThePerson Whoarethey? Whyaretheyinterested?

TheHypothesis

+Workconditions+Workstrategiesandgoals?

Informationstrategiesandneeds

Verification+Likes/Dislikes+InnerNeeds+Values

+AreaofWork+WorkConditions

Defining Whatistheneedofthisperson

Validation+Goals+Whatengagesthispersona+Feelingaboutindustry

+Feelingaboutnetworking+Feeling aboutlearning+Whatarethedifferencesbetweenpersonas

Persona matrix worksheet modified from Lene Nielsen PhD http://www.hceye.org/HCInsight-Nielsen.htm


Communication Rule #1: Know Your Audience

What’s In It For Me? (WIIFM?) the #1 communication filter• Search engines answer questions

– 3 and 7

• Identify the persona(s) in need of your solution– What are their problems?– What keeps them awake at night?– What do they want to know?

What’s in it for Me? What’s In It For Them? (WIIFT?)• Write their story

– Valued content describes issues and problems they have face and provides detail on how to solve these problems

• A source for their solution– Hang out where they hang out– Investigate words and phrases they

use to describe problems?– Measure ROI (Return on Involvement)


The Engagement Strategy

People search for answers to their questions, not for your contentPersona design• What answers can you provide for

what they search for– Keywords– Key phrases

• Think like a publisher – compelling content: unique to them• Think like a publisher – compelling

content: unique to their community

Focus on keywords and phrases that buyers use • Who are your clients? Prospects?

– What are they interested in?– What do you want to hear from them?– What do you want to talk to them

about?• This is more than segmentation

– What value can you offer?– What are your goals?


It Really is About Them - WIIFM? Leads to WIIFT?

PersonaMatrix

ThePerson Whoarethey? Whyaretheyinterested?

TheHypothesis +Workconditions+Workstrategiesandgoals?

Informationstrategiesandneeds

Verification+Likes/Dislikes+InnerNeeds+Values

+AreaofWork+WorkConditions

Defining Whatistheneedofthisperson

Validation+Goals+Whatengagesthispersona+Feelingaboutindustry

+Feelingaboutnetworking+Feeling aboutlearning+Whatarethedifferencesbetweenpersonas


Get Found

Tools Objective

1. Persona Form2. Persona Outline3. Search Engines – Google, Bing4. Search Engine Results Pages

1. Develop persona2. Identify key words and phrases3. Identify communities, listening

posts, and watering holes4. Review top persona objectives,

pain points


Questions You Need to Ask When Developing Buyer Personas

• What is their demographic information?

• What is their job and level of seniority?

• What does a day in their life look like?• What are their pain points?• What do they value most? What are

their goals?• Where do they go for information?• What experience are they looking for

when shopping for your products and services?

• What are their most common objections to your product or service?

• How do I identify this persona?


Further Review: People search for answers to theirquestions, not your content

Persona Design

1. What answers can you provide for what they search for

2. Keywords

3. Key phrases

4. Think like a publisher – compelling content, unique to them

5. Think like a publisher – compelling content, unique to their community

Persona Places

pic source modified from: http://www.hubspot.com/download-the-2012-state-of-inbound-marketing/


The Search Engine Meritocracy

Know the Language

• Focus on the keywords and phrases that your buyers use• Google, and all search engines,

provide answers to questions• Don’t like the answers you get,

tweak the question and try again• Answers come back based on

meritocracy– Authority– Relevance

Think Like a Publisher

• Offer solutions for each buying persona• Link content to the place where

action occurs• Curate content of others• Offer your editorial on relevant

content• Don’t email, blog


Share What Solves Problems, What Answers Questions

The greatest challenge in today’s world of marketing• Content is remarkable when

someone defines it as remarkable, not when your marketing or product manager define it as remarkable.

• Your strategy relies on enabling others

• You really have no control over your product’s value, however, you do have control about hosting and socializing with people who will advocate, refer, and recommend your service or product


Social Part of Social Media

Identify Where

• Plan– Identify who and why– Design the plan– Get Found, Be Sticky, Call to

Action• Monitor and measure

– Tools: Google, statistics, feedback– What to measure, what to tweak– Resources to manage your identity

Listen In

• Contribute– Hearing– Adding– Collaborating

• ROI – Return on Involvement


Content conception worksheet

HubSpotsource:http://cdn2.hubspot.net/hub/137828/file-799282870-pdf/HubSpot_Concepting_worksheet_editable.pdf?t=1405616634858&t=1420479859718


Leverage templates available

Templates provide• Quick-start planning• Style consistency• Word templates present

structured approach to guide and build

• Quickly create blog posts

Email Blog Event

Page Sign Up


Attraction is an offsite effort > 70%

Blog

SearchEngine

Optimization HyperlinkstoYourContent Keywords

RSSFeeds

Events

LinkedIn

FacebookEmail

Newsletter


Tools and Reviews

Project Management

02/15/2017 36

Each template feeds into the next to claim scope

Impact Assessment

StakeholderAssessment

CommunicationsPlan

Review with

Sponsor

StakeholderFutureState

StakeholderCurrent

StateScopephase Planphase


Impact feeds stakeholder assessment

Impactto:• Enterprise,• Division,• Team,• Jobcategory

Typeofimpact:• Culture,• Process,• Structure

Potentialresolution:• Training,• Communication,• Alignment


Stakeholder analysis feeds communication

Identify:• Influence• Disposition• LevelofAwareness• Criticality

Motivation:• Priorities,• Levelofinvolvement,• Disposition

Potentialengagement:• Levelofeffort,• Delivery,• Matrix• Measure/Adjust


Stakeholder analysis provides current- and future-state

1. Plottwostakeholdersviews:1)current-statematrixand2)proposed-statematrix

2. Reviewimpactassessment,stakeholderassessmentbothmatricestoidentifynewopportunitiesandrisks


Communications planning prepares project management

Plan:• Objective,• Audience

Feedback:• Communication,• Phase,• Frequency

Delivery:• Levelofeffort,• DeliveryChannel,• Measure/Adjust


Community Portal

Field Trip – Blue Cross Blue Shield

02/15/2017 42

Community Based Care Management




Enter forms:• Assign

community




View forms:• Across

community• Filter• Date range


Homepage with User-generated Content

Field Trip – Community Based Care Management

02/15/2017 47

CBCM SharePoint landing page

Proprietary & Confidential02/15/2017 Project Management Institute 48


True North

Field Trip - Enterprise Stakeholders

02/15/2017 50

Information Technology’s new operating model

• IdentifykeyareaswithITthatrequiretraining• WorkwithITresourcestoensureappropriateand

timelytrainingisprovided• Oversightofvendormanagementprocess(i.e.,

SOWs,etc.)

ITBusinessManagement

• OwneroftheSystemsStrategyandRoadmap• Bus.Process,SystemsandTechnicalArchitects• CapacityPlanningandManagement• InformationandDataArchitecture• Innovation/R&D

ITArchitecture

• ProvideSMEstosupportdevelopmentorotherkeyelementsofworkinimplementationandanynecessarysystemicchangesafterimplementation

SystemsDevelopment

• ProvidePMtoensuretimelycompletionofallnecessarytasks

• DocumentrisksandotherdocumentationasperstandardEPMOprocesses

EnterpriseProjectManagementOffice

HumanResources– BusinessPartner

HumanResources– TrainingandDevelopment

HumanResources– CommunicationsBusinessPartner

CIO

1. Focus on the Customer and Service(little “c”, little “s”)

2. Improve Operational Efficiency3. Thrive in the Post Health Care Reform

Era

• DataCenterOperations• Mainframe,Mid-Range,Distributed• Storage• NetworkOperations– VoiceandData• HelpDesk• Security• DisasterRecoveryPlanningandTesting• Desktop• Level1ProductionSupport

ITInf.&Operations

• Eachmajorbusinessareasinglepointofcontact• EndtoEndAccountabilityofITServices• StrategicPartnerw/business:lookforbusiness

opportunitieswheretechnologycanbeleveraged• Bus.SystemsAnalysisandDemandManagement

ITBusinessSolutions

Plan Build

Run

Manage


Information Technology’s Outlook change management effort

• AdoptITchangemanagementframework• CollaboratewithEPMOonchangemanagement

toolsandresourcesthatwouldimmediatelyimproveprogramadoption

• Focustraininglinktobusinessimpact

ITBusinessManagement

• Environmentassessment• Definerequirements• Pilotfirst-wave

ITArchitecture

• StandupPersonalProductivitySharePointportal• Providesearch,calendar,andfunctionalfeaturesto

improveend-userexperience

SystemsDevelopment

• CollaborateonProgramlifecycleandorganizationchangemanagementlifecycle

• Increaseriskregistertoaccountforpeoplechangerisk

• Collaborateonin-flightlessonslearned

EnterpriseProjectManagementOffice

• Front-linebusinessambassadorswhocommunicateprogress,concerns,changes,andopportunities

• 2-wayexchangebetweenprojectteamandITBusinessSolutionsteam

ITBusinessSolutions

• Coordinatemigrationwaves• Identifyandmitigatetechnicalissues• Initialtrackingandmanagingnewquestions,new

risk,andnewsolutions• ModerateSharePointFAQSanddiscussions

ITInf.–

Inf.andOps.

HumanResources–BusinessPartner

• Reviewvendortrainingprogramcontentfororganizationlearningstyle

• Collaboratewithvendoroncoursecontent,syllabus,survey,andmeasures

HumanResources–LearningandDevelopment

• Buildprogramcommunicationsplan• Createcommunicationassets• Monitorandmeasureforimpact

HumanResources–CorporateCommunications

• Identifyprogramchangemanagement,peopleimpactsandrisks

• Developandrolloutsolutionsthatintegratescommunications,training,advocacy

• Monitor,modify,andarticulaterisk

ITChangeManagement

CIO


Employees as customers: change management communication portfolio

Channel Message Expected Results

Personal ProductivityProgramEnd-UserCommunitySite

1. AbouttheProgramFAQs2. AbouttheMigrationFAQs3. OutlookTraining4. YourMigrationSchedule&Tminuscountdown

alerts5. CollaborativeDiscussionBoard6. FAQs7. >5optionsfortraining,moretocome

1. One stopshopforOutlookupgradeinformation,communication,andtraining

2. Buildengagementaroundtheupgrade3. Transparency4. Brandtheprogramandalignmentto

businessstrategies

BusinessUnitChampions:• name• name• name• name• name• name• name

Sean QuinnidentifiedChampionstohelp:1. PromotetheBrand2. CommunicatetheChange3. CommunicationtheTraining4. Communicate theMigration5. Bediscussionboardchampions6. Providefeedbackfrombusinessgroups

1. Strongengagement fromtheusercommunity

2. Heighten excitementaroundthemigration

3. Retention ofusersmigrated,becomediscussionboardchampions

PostMigrationFeedback Forms Capture endusercommunityexperience. 1. Reviewresultsduringtheon-goingchatandchewwithBusiness UnitChampions

2. Identifyfutureimprovementsthroughtrends

TrendingTopicsfromFAQsandDiscussionBoard

EndUserCommunityPartnersCollaboration 1. Engagedcommunity partnerstoansweroutlookquestionsinEnglish

2. Improvecommunication

FloorWalkers/ServiceDesk Justintimetroubleshootingsupport postmigration Easy accesstosupportteampostmigration

Alpha/Beta LessonsLearned BriefDaveMacPhee whatworkedandwhat toimproveforgo/no-gooptionsandimprovements

Improvescale toenterprisefrommigrationsample


Change management elements against program management

Time

Effort

ProjectManagementLifeCycle

ChangeManagementLifeCycle

Changes

Training Communication Process Behavior

q Reviewandrecommend

q Trainingself-helpq Referencecards&

QuickTips

q Programbrandingq eMailq Calendar/Scheduleq SharePointProgramPortalq BlueTVq Videoq Programcommunicationfrom

DougBlackwellq Elevatorflyersq SystemTray

q DiscussionBoardq FAQs– technicaland

programmaticq SharePointq Newcommunicationand

changemessage channels

q BUChampionsq Leader advocatesq SMEavailabilityq Sign- off

Product launch


Introduction of templates and legend to review templates

Template name and full view

Template section drilldown

Template Section enlarged


Impact analysis sample template 1

• All managers and leaders are message champions • Communicate consistently across and within

stakeholder groups• Tailor communication to the interests of each

audience• Use proven delivery methods that have been

successful in the past, while taking advantage of innovative new processes

• Involve stakeholders in program decision making• Actively solicit, listen and respond to customer

feedback

Communication Principles

• Increase awareness of how the program helps the organization meet its mission challenges today and will help in the future

• Prepare users for changes• Educate stakeholders about the method of

delivering capabilities• Involve stakeholders in planning for changes in

people, process and technology; get their feedback on the process; and gain

• their buy-in• Inform external oversight bodies and gain their

support• Share the project’s progress and celebrate its

successes

Communication Objectives

56

Scope, plan, manage, and measure

Project Management Tools

• Organizational Process Assets• Enterprise Environment Factors• Change Readiness• Impact Analysis• Stakeholder Assessment• Communications• Risk Register

Project Management Objectives

1. Investigate the impact to internal and external stakeholders

2. Identify stakeholders

3. Improve communication


Impact analysis sample template 1 of 3

58


59


60

Plan, manage, and measure



Project Management Objectives

1. Identify potential advocates and critics of the change

2. Eliminate resistance to change

3. Create a team atmosphere

4. Establish a level of trust

5. Create a sense of ownership for participants involved in the change

6. Raise the level of communication effectiveness


Stakeholder assessment sample 1 of 3

Name or Group RoleMotivation, Drivers, Expectations of

Exchange

When does this stakeholder need to be involved in the

change effort?

Stakeholder Management Activities

Who Delivers When due Status

- 0 + ++

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

- 0 + ++

4 3 6 3

Stakeholder Analysis

Predisposition

Disposition sum• All managers and leaders are message champions • Communicate consistently across and within





feedback








successes


62



Exchange


change effort?



- 0 + ++

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

- 0 + ++

4 3 6 3


Predisposition

Disposition sum

Use this to make your sponsors and your team aware

of the

Plot these individually on a

4 X 4 matrix (see slide 24)

63



Exchange


change effort?



- 0 + ++

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

- 0 + ++

4 3 6 3


Predisposition

Disposition sum

64

Stakeholder management visual plot


Exchange


change effort?



- 0 + ++

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

- 0 + ++

4 3 6 3


Predisposition

Disposition sum

65

Plan, manage, and measure



Project Management Objective

1. Without good information, people make it up

2. Lack of information breeds uncertainty… and anxiety

3. Anxiety interferes with focus and productivity

4. People work harder for organizations they feel a part of

5. Communication stimulates new ways of thinking

6. Communication is about ensuring the right messages are conveyed to the right stakeholders through the right mechanisms in real time


Communication will increase business’ understanding, ownership and acceptance of the change

• What is the transformation about?

• Why is there a need for it?

• What major changes will occur?

• How will my organization be different?

• What does it mean to end users?

• What is the timeline for significant events?

• How will the changes impact me and job?

• What are my new roles and responsibilities?

• How can I influence the changes?

• What new functionalities will be provided?

• How will the current processes change?

• How will the progress be measured and reported?

• Where do I go to find more information?

• How does the change/process/technology work?

• How will the changes help me?

• What are my new responsibilities?

• What support will I have after training?

• Who are the primary points of contact

• Who can answer my questions?

• How will the changes be implemented?

• Who can I call if I have problems?

• When will the changes be implemented?

• How are the customers adapting throughout the transition process?

• What communications channels are working/not working?

• What kind of concerns do the customers have?

• What are the lessons learned?

Awareness Understanding/ Involvement

Training/ Acceptance

Implementation/ Transition Follow up

67

Communications plan sample 1Messaging

Project Team WorkstreamName of

Communication Event

Audience Category

Audience Description

Delivery Channel

Project Phase

Frequency Target Date(s)Communication Objectives

(Commitment Curve)Key Messages Content Developer

Content Reviewer & Approver

Key Communicators

Additional Notes

Status Status NotesLocation of

Communication Documents

General Information Timing Communication Roles Communication Status

• All managers and leaders are message champions • Communicate consistently across and within





feedback








successes


68

Communications plan sample 1 of 4

Messaging


Communication Event

Audience Category


Delivery Channel

Project Phase




Key Communicators

Additional Notes




69

Messaging


Communication Event

Audience Category


Delivery Channel

Project Phase




Key Communicators

Additional Notes





70

Messaging


Communication Event

Audience Category


Delivery Channel

Project Phase




Key Communicators

Additional Notes





71

Messaging


Communication Event

Audience Category


Delivery Channel

Project Phase




Key Communicators

Additional Notes





72

Communications plan sample 2

Frequency Activity Purpose Prepare Participate or Review

Weekly Conduct Project Team (DT) Meeting Planning session for DT MT MT, DT

WeeklyDevelop meeting minutes Verify/develop project/archive old news,

new news, and actionsCommunication Lead ---

WeeklyDevelop Advisory Team (AT) talking points Provide relevant project activity summary

and information requests for AT members to discuss with Sponsors

Communication Lead MT

WeeklyUpdate project plan Update project plan with work performed

and any changes to tasksCommunication Lead MT

1st and 3rd

Tuesdays of every

month (TBD)

Conduct AT MeetingUpdate AT on project progress, obtain input, identify and resolve issues

Communication Lead, MT AT, MT, DT

Bi-weekly Develop Client Status ReportUpdate Project Leadership on project progress and identify issues/risks

Communication Lead MT

Bi-weekly Deliver Client Status Report --- --- MT

WeeklyConduct Client Status Meeting (Project Leadership)

Update Project Leadership on project progress, obtain input, identify and resolve issues

MT Project Leadership, MT

Weekly Collect AT information and follow-on actions Based on AT input, coordinate suggestions or communications

Communications Lead Communications Lead

Bi-weeklyCollect client feedback, information, follow-on actions

Output of bi-weekly client meeting Communications Lead Communications Lead

Bi-weeklyDevelop project team next-step (for following week) action reports

From bi-weekly client meeting update or modify based on client meeting

MT MT, Communications Lead

WeeklyDevelop project team next-step (for following week) action reports

Create team action reports MT MT, Communications Lead

WeeklyCollect status progress reports from team leads Collect information from team leads to

harmonize project modifications and develop team communication

Communications Lead Communications Lead

WeeklyUpdate client status report Boutelle calls Gaddy to give project update Communications Lead Communications Lead to

provide talking points; Sponsor, AT

WeeklyAT and Sponsor touch point Goldstein calls Ford to give project update Communications Lead Communications Lead to

provide talking points; AT

WeeklyProject Leadership touch point Richardson catches up with Argodale and

BontaCommunications Lead Communications Lead to

provide talking points; AT lead calls Sponsor

WeeklyDebrief/document client feedback or action steps from client meeting

Verify/develop project/archive old news, new news, and actions

Communications Lead MT, Communications Lead

WeeklyFollow-on actions from client meeting Verify/develop project/archive old news,

new news, and actionsCommunications Lead MT, Communications Lead

WeeklyDevelop meeting agenda Coordinate communication from the week

and develop Monday's agendaCommunications Lead MT, Communications Lead

MONTHLY

2nd Tuesday of each month - April 11, May 9, June 13, July 11 (TBD)

Executive Briefing Summary briefings for Sponsors and Project Leadership to present status and gather feedback

MT, Communications Lead Sponsors, Project Leadership, MT

GROUPS

Advisory Team (AT)

Management Team

Project Team (DT)

Sponsors

Project Leadership

MONDAY

WEDNESDAY

THURSDAY

FRIDAY

TUESDAY

Project Management Team Communications

73

Personal Productivity Communication Review


02/15/2017 74

Communication: multiple channels, multiple voices, multiple releases

Programcollaborationportal

Elevatorflyers

BTVslideshow

HorizonHeadlinesvideo


SharePoint Personal Productivity community engagement –landing page


SharePoint community engagement - training


SharePoint community engagement – Discussion Board from user-generated answers and insight


SharePoint community engagement – FAQ cultivated from discussion board and IT Service Desk

ServiceDeskrespondedtoalldiscussionboardactivitywithin4hours.Theteamwastrainedtoansweronlinequestions.Therewasnoholdcommentsandrepliesforreviewbeforerelease.02/15/2017 Project Management Institute 79

SharePoint community engagement – Outlook page for application-specific detail


New collaboration –Discussion Board and FAQs

Thediscussionboardgenerated265topicsandreplies.Weusedthediscussionboardtoinformusofunknowntechnicalandserviceissuesandreliedonitinafocusgroupmanner.Stillinusetoday.


Review of Portal Metrics


02/15/2017 82

Training directly relates to end-user adoption and utility

Badnews:Weleft93%ofclasscapacityvacant. However,therecentLyncclasseshad29%capacityforavailableseats.

Good news: 95% of survey, over 1,000 people, answer “Yes” knowledge increased after taking a 1-hour session.


A portal provides flexible access, on-demand, for content andon-going feedback on what people are looking for

This graph shows Daily page views.

Average 3,145 page views a day. Again, January to March is highlighted.

This graph shows daily, unique visitorsfrom January to March.

Activity was the major effect of rollout, average, Monday through Friday 102 visitors a day


A portal provides flexible access, on-demand, for content andon-going feedback on what people are looking for

TotalPageViews360,548 w/oDesign

#ofPageViews %Overall1 23,346 6.475%2 22,001 6.102%3 11,854 3.288%4 11,331 3.143%5 9,632 2.671%6 8,285 2.298%7 7,992 2.217%8 7,587 2.104%9 6,737 1.869%

10 6,715 1.862%

PageTitle %PageView #PageViews1 FAQ 41% 203,9412 Discussion 21% 103,7553 HomePage 9% 41,8554 Outlook 4% 18,6985 SharePoint 3% 16,4376 Training 3% 15,1937 Win7 2% 11,7178 Lync 1% 5,6119 OutlookDiscussion 1% 3,285

10OutlookDay1actionitems.pdf(download) 1% 2,681

Top2combined 62% 307,696

The chart on the left shows top 10 portal viewers Total page views 360,548

The chart on the right removes IT resources who showed up in top 10. Total page views 273,902

This chart shows top 10 page views. Interesting to note: the training page was only 3% of the total pages viewed. FAQs and Discussion Board combined represent 66% of total page views, does this speak to self-service?

TotalPageViews273,902 w/oITService

#ofPageViews %Overall1 22,001 8.032%2 7,587 2.770%3 6,737 2.460%4 6,715 2.452%5 6,154 2.247%6 5,862 2.140%7 5,674 2.072%8 5,256 1.919%9 4,724 1.725%

10 4,196 1.532%


Thank you


@TobyElwin

[email protected]

http://TobyElwin.com

• Community Persona design

• Scope: or how to manage projects for organization success

• How to launch and manage your social media identity

ButIdon’twanttogoamongmadpeople,"Alice

remarked.

"Oh,youcan’thelpthat,"saidtheCat:"we’reall

madhere.I’mmad.You’remad."

"HowdoyouknowI’mmad?"saidAlice.

"Youmustbe,"saidtheCat,"oryouwouldn’thave

comehere.”

― LewisCarroll, AliceinWonderland