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Best Practices forUsable Intranets
Tommy Stinson, User Researchand Usability Specialist
Garrick Schmitt, Director,Experience Design
// razorfish01.07.03
Develop user-centeredsolutions that enhance acompany's relationshipswith its key constituents
Focusing on solutions in thehighest value-creationareas of relationshiplifecycles
Applying the best and mostinnovative technologies tothe user experience
Quantifying how we'vehelped clients maximizetheir relationship value
Founded in New York in 1995, Razorfish is a digitalsolutions provider that helps organizations generatecompetitive value by leveraging the power of design andtechnology.
From strategy and design to system integration, Razorfishworks with clients to identify and realize opportunities toincrease their return on investment, improve productivity,and enhance their relationships with customers,employees and partners. Our solutions span a breadth ofplatforms, devices and networks, delivered via web,broadband and wireless.
.00 About RazorfishKey Elements:
AgendaIntroduction- Study background
- Study participants
- Working definitions
Research findings- Governance
- Business goals & drivers
- Key features & functionality
Best practice recommendations- Governance
- Ownership
- Standardization
- Control & autonomy
Introduction
Razorfish undertook a 2-month study to understandissues surrounding effective development and deploymentof corporate intranets and portals.
Six companies participated in this study. These companieswere identified through secondary research and existingrelationships.
.01 Study background
Introduction
Goals of the study were to:
Identify and characterize issues impacting thedevelopment, deployment, and maintenance ofsuccessful intranets and portals
Identify best of breed practices around implementation
Study background
Introduction
Study methodology incorporated primary andsecondary qualitative research:
Secondary market research to- understand broad market trends- identify case studies and market leaders
One on one interviews with portal team representativesfrom six “best of breed” companies to- gather in-depth “stories” of the development anddeployment of each portal- gather information about adoption rates, lessons learnedand successes- take a “tour” of each company’s portal
Study background
.02 Study Participants
Introduction
Financial consulting160,000Company 06
IT manufacturer andconsulting
320,000Company 05
Enterprise portalmanufacturer
8,000Company 04
Automotive manufacturer350,000Company 03
IT infrastructure manufacturer36,000Company 02
IT infrastructure manufacturer86,000Company 01
IndustryNumber ofemployees
Participant
Introduction
Some important definitions:
Intranet
An online resource to provide information or tools for aspecific role or group.
Portal
A central online location to provide access to multipleintranets, websites, information types, and / or tools.
.03 Working definitions
AgendaIntroduction- Study background
- Study participants
- Working definitions
Research findings- Governance
- Business goals & drivers
- Key features & functionality
Best practice recommendations- Governance
- Ownership
- Standardization
- Control & autonomy
.04 Governance models
Research findings
Federated model: Central authority is more focused on bringingexisting groups under the umbrella of consistent user experience.Primary goal is to ensure consistency across business units.
Monolith model: Strong central authority, with one groupmandating adherence to technology, look & feel, functionality, andexperience standards. Portal is created and maintained as amonolithic entity.
Satellite model: Primary goal is to create a hub for providingcentral access to multiple business unit sites. Central authority maycontrol development and technology but there is little emphasis onoverall look and feel.
No Governance: Little or no central governance to address overalldevelopment. Multiple parallel (and possibly redundant) intranetclusters are developed based on individual needs of variousbusiness units.
Centralized
Decentralized
Knowledge sharing is the primary driving force of mostcorporate portals. Knowledge is shared through:- Central (meta data) content management- “Knowledge mining” opportunities
Cost savings, a secondary consideration, occur throughmultiple channels: corporate communications, ITinvestment, and automated administrative tasks.
.05 Business goals & drivers
Research findings
- Corporate, competitive, and external news
- Local information such as building maps, floorplans, and cafeteria menus
- HR policies and procedures
- Self-serve administration (such as benefits enrollment, change of address, and employee status)
- Role-based information for business units
- Branded templates and marketing collateral
- Personalized links to business unit sites
- Basic portal search
.06 Key features & functionality
Research findings
AgendaIntroduction- Study background
- Study participants
- Working definitions
Research findings- Governance
- Business goals & drivers
- Key features & functionality
Best practice recommendations- Governance
- Ownership
- Standardization
- Control & autonomy
Best practice implementations involve in-depthconsiderations of governance and management issues.
- The move from “initiative” to “project” to “program” to “business unit” is crucial
- Cross-functional teams streamline implementation processes and facilitate effective governance
.07 Governance
Best practice recommendations
“25% of an enterprise portal is technology. The other 75% is allabout governance.” – Director B2E Services, Company 01
Best practice portal implementations involve cross-functional ownership and management.
Companies should incorporate joint ownership models,with input from multiple organizational units like HR, IT,Corporate Communications, and Sales & Marketing.
.08 Portal ownership
Best practice recommendations
Best practice portals often focus heavily onimplementing and enforcing enterprise-wideefforts at standardization.
- Standardizing technical platforms streamlines the implementation and maintenance of portal initiatives
- Uniform platforms also support the development of a consistent user experience
.09 Standardization
Best practice recommendations
We saw a cost reduction totaling $220K in the first year alonefrom reductions in [redundant] hardware and software maintenance.”– VP Information Services, Company 04
Portal initiatives should not lose sight of the valueof small-scale autonomy and innovation.
This is often a struggle as companies rely on employees’creativity and ability to craft work-arounds. However,portals, by nature, may represent structure and regulationsthat dictate patterns of behavior.
Incorporating user feedback mechanisms is one key way tomediate the tension between providing too much structureand not enough.
.10 Control & autonomy
Best practice recommendations
