Embed Size (px)
Citation preview
Productivity Platform Selection
Productivity suites are now the home for collaboration. Have a plan or get out of end user’s way
Note: This presentation has been altered. Slides showing exercises
and specific information related to ThinkDox intellectual property
have been removed.
This presentation is meant as a example of our workshops.
Download and use of this materials does not represent endorsement
or obligation on the part of ThinkDox LLC
Workshop goals
• Defining the best productivity platform (Office 365 versus Google Apps) for
your organization.
• Document requirements for productivity as part of the collaboration
strategy.
• Build a timeline for the move to a single productivity suite.
• Document additional projects that should be considered as part of the
productivity and collaboration strategy.
The engagement and our team will focus on a practical approach to realizing
the goals we have established, namely:
Workshop details
Morning:
Define today
Define the pain points for IT
and users
Introductions and overview
Afternoon:
Build a roadmap
Assess the current state of
communication, storage and
mobile
Evaluate the value of
consolidation
Identify five year “goal”
Understand market dynamics
Evaluate platform options for
meeting the goal
Put a timeline together.
Break
Focus on the mobile use case to determine your roadmap
• The word processing landscape was robust and
competitive during the 1980s and ’90s, including
WordPerfect, WordStar, and MS Word.
• As computing power and home use of computers grew,
standalone spreadsheet applications such as VisiCalc,
Lotus 1-2-3, and Quattro Pro grew in popularity.
• Microsoft’s introduction of Windows with its graphical
interface changed the expectations for productivity
applications.
• The introduction of Microsoft Office in 1990, which
bundled word processing, spreadsheets, and
presentation applications, introduced the term
“productivity” to the corporate lexicon.
• In the battle for enterprise market share, both Lotus and
Office bundled mail clients into their productivity suites.
• As Office moved to a completely dominant position, the
licensing and cost increased in complexity.
• This has left many enterprises with a strong distaste for
upgrading their productivity suite. In parallel, the rise of
open source solutions has brought an alternative to MS
Office.
• Productivity as an organizational goal no longer relies
on tight integration of individual applications. Compute
power, Service-Orientated Architecture, and ISO
standards mean that data can move between
applications without a single vendor productivity
application.
• The rise of tablets as viable options to create and edit
content will increase the demand for device-agnostic
productivity to be an IT mandate for its application
portfolio.
• The continued adoption of iPads will reduce the cost of
basic content creation and the users can buy only the
content creation apps they need.
• The rise of touch optimized productivity
applications will put pressure on IT to either build
an ecosystem or support user supplied
applications.
• Look for the quality of OpenOffice and LibreOffice to rise
significantly as vendors such as IBM and Oracle look to
compete with Office 365.
How it got there Where it’s going
Integration of email, office applications, and collaboration tools is crucial
Yes - it is important
that collaboration
tools and email are
integrated with our
office suite
52%
Yes - it is important
that collaboration and
email tools are
provided by the same
vendor as our office
suite
10%
No - we are happy
keeping these
systems separate
26%
Don't know
12%
Would you be more likely to select an office suite if it were integrated
with an offline version? • Only 26% of IT leaders are happy
to have different providers for
collaboration, office productivity,
and email.
• 10% think it is crucial to get all
the functionality from one
provider.
• Over half of all respondents need
tight integration
Over 50% of IT leaders want email, collaboration,
and office productivity applications to come from
one provider.
Source: Computing.co.uk (Q1 2013; n =160). Office 365 and
Google Apps fight for supremacy. Available at:
http://www.computing.co.uk/ctg/analysis/2269524/office-
365-and-google-apps-fight-for-supremacy#
The business doesn’t want Google for email + Microsoft for productivity if the
integration is poor
Most IT leaders still need on premise functionality
Yes - a parallel on-
prem version would
be preferable
40%
Yes - we would only
use an offline
verison if it could also be installed on-
prem
26%
Not really
22%
No - we only require
an online version
5%
Don't know
7%
Would you be more likely to select an office suite if it were integrated
with an offline version? Online functionality is crucial for
most:
• 40% of respondents would prefer
off-line capability and 26%
absolutely need it!
• Only 5% of respondents are
confident that their users can get
buy with online capabilities.
Almost 70% of IT leaders would prefer to have on-
premise functionality and therefor opt for Small
Business Premium, Enterprise E3, or Enterprise
E4.
Source: Computing.co.uk (Q1 2013; n =160). Office 365 and
Google Apps fight for supremacy. Available at:
http://www.computing.co.uk/ctg/analysis/2269524/office-
365-and-google-apps-fight-for-supremacy#
The demand for on-premise functionality means that Office 365 ProPlus is crucial for
most enterprises
CIOs want to stay on-prem but Microsoft is pushing everyone to the cloud
Less than 10% of IT leaders are ready to move completely to Office 365
0%
10%
20%
30%
40%
50%
60%
Move
completely to
Office 365
Separate content
between on-
prem and Office
365
Synchronize
content between
on-prem and
Office 365
Stay entirely on-
prem
What is your plan for Office 365?
Source: Metalogix (Q1 2013; n =104). The SharePoint
content survey. Available at:
http://www.metalogix.com/Libraries/Product_Collateral/The_
SharePoint_Content_Survey.pdf
Office 365 is the future but most IT leaders
are resistant to the idea.
• Over 50% of IT leaders want to stay on
premise.
• Over 30% of IT leaders will move some
content and capability to Office 365 but
also maintain on-premise capability.
Microsoft wants IT leaders to move Office to the
cloud; those same leaders want to stay on-
premise. This tension will frustrate IT planning
for the next five years.
Focus on appropriate access for the majority of users.
Ensure that tablets are a consideration in your long-term productivity strategy.
Microsoft Office is a necessary application for the vast majority of organizations.
Executive Summary
• The new features coming to Office 365 are a game changer. The options that Office 365 brings will
allow organizations full control of their BYOD/mobility content creation.
• Office 365 has a lower overall ownership cost for organizations looking to support distributed or BYOD
end-user populations.
• Engage users to ensure that the content creation portfolio is complete and can allow creation of content
for all of the organization’s media types.
• The core issue for end users is not Office, it’s access on tablets. Not supporting these devices will
decrease productivity and introduce non-compliance with corporate policy.
• Expand the functionality to tablets based on the role documents play in revenue generation.
• The replacement of MS Office with Google or LibreOffice handicaps an organization’s ability to keep
up with the mobility use case.
• Organizations where documents are only for internal use can consider a hybrid on-premise/cloud
environment that may include low cost alternatives.
• Open source is finally starting to mature; LibreOffice should be watched as a potential MS Office
competitor in the next two to three years.
• Gain business efficiency through strategic choices and cost effective, lighter-weight collaboration
solutions.
You’ve been sold the dream. This is the reality.
Communicate
• IM or email
doesn’t matter.
• Automatically
control content.
• Comply with
regulations with
ease.
Edit anywhere
• Complete version
control.
• Keep documents
under control.
• Integrated mobile
device
management.
Communicate
Collaborate
Edit anywhere
Enable
What cloud productivity vendors
are marketingWhat your reality is
Collaborate
• Let teams choose
how they work.
• Complete
document
management.
Enable
• Build work-
focused social
networks.
• Find experts
easily.
• Let users own their
sites.
Providing a seamless experience requires implementation of at
least five separate cloud applications plus the access and identity
management system.
Auditability
ECM
A move to the cloud still requires a IT plan to implement each component
AAA
AAA
Knowledge
Sharing
Document
Creation
Mobile
Content
Creation
Mobility
There are benefits
but the road is
difficult
Office 365
Non-Office
Communication
Security
Task
Management
BCan’t get there
from here, yet.
Productivity
Ecosystem
Content
Growth
Control
Publishing
What does your infrastructure look like
Enterprise Structure/Arrangement
Main ITSLocation 2
Location 1
Location 3
Separate App/Inf/s service
Concentrate
on security
and network
optimization
Cloud
SaaSOpenSource
Stop
Stop
Work through the decisions to define the best strategy
Office
365
How many departments
need “better” document
creation
Mobile
access
Virtualize MS
Office
Less than 1
department?
Cost
control
The files can’t
open
Appetite
for cloud None
KWPW
1
location
Mobile is
biggest issue
BYODMultiple
locations
Need
high
qualitySc. 1
Sc. 2
Worker type
Answer six questions to determine if cloud productivity is appropriate
Step 1: How many users need to cutting edge
“content creation”
Step 2: Do you need desktop based clients?
Step 3: Do you require Active Directory
integration?
Step 5: Do you need email retention and eDiscovery?
Step 6: Do you need to replace your phone (PBX)
system?
Priority? Rough percentage of users
Map the Microsoft licenses based on the usage within the organization
The management and usage options are dynamic based
on the type of license and its usage.
Take the time to define, at a minimum, the Office365
related applications and infrastructure:
1. SharePoint
2. Lync
3. Exchange
4. Project
5. Visio
6. Office
7. SQL
8. Windows Server
Moving away from Microsoft is difficult. Many of the
core licenses that organizations purchase will need to be
maintain- even in the absence of Exchange and/or
SharePoint.
In contrast organizations that are not standardized
or are in need of upgrade may be better positioned
to move to a cloud SaaS strategy.
1. Server capacity, are there surplus licenses for
Windows Server, SQL that can be used to
upgrade SharePoint and Exchange?
2. What percentage of single of multi-
department servers are IT managed?
3. What percent of servers are currently used as
resources for Office365 related products.
Engage users to determine the real issue they have with your productivity suite
• Many clients are still using Office 2010
or 2007. Most notably Outlook, which is
a core productivity app, is much better in
2013/2016 than earlier versions.
• IT needs to determine the real problem:
is this about Office (Word, Excel,
PowerPoint), management (SharePoint,
Exchange, Lync) or the fact that
necessary content cannot be made
using Office products.
Define the trends that are shaping your
organization (millennials, competition)
and your industry (disruptive
technologies, customer whims)
UAA Ent Owned UAA-Ent Supported
Users are moving ahead
with tablet use for work.
UAA = User acquired application for user owned device
Ent Owned = Applications that are functional on applications owned
and maintained by the enterprise
UAA = Ent Supported - explicitly supported versions of UAAs
Enterprises are not sufficiently
providing or supporting
applications for this device for
most users.
Specialized workers often require unique tools to create content.
Determine how specialized applications interact with documents and spreadsheets as part of your decision
• Integration of specialty applications is a common cause of
frustration for users. Ensure that Office is the problem prior to
investing in upgrades or alternate strategies.
• The next source of frustration is the lack of specialty applications
required to meet organizational expectations. The most asked for
applications are graphic design and animation applications.
• Large enterprise IT departments should first evaluate their ability
to enable custom requests through their own App Dev team. Then
look to products that integrate with the application portfolio
as a whole.
• Small to mid-sized enterprises (SMEs) need to be more practical.
Individual productivity is a critical part of the business’s
productivity. Users will need to be a larger part of the decision-
making process.
• SME IT departments need to be more flexible and consider
allowing users to acquire their own solutions.
Multi-media
creation
(Adobe, iMovie)
Web publishing
Integrate through
ECM (SharePoint)
365-powerview)
Inte
gra
ted O
ffic
e to
ol
Ente
rpri
se/I
T c
ontr
oll
ed t
ools
Additional to Office
User/Department tools
Organizations with high reliance on specialty applications for data entry and manipulation need to carefully define
how Excel fits into that workflow. Organizations that rely on multi-media for their core creativity applications can
consider moving away from Office.
Data analysis Multi-media
Web publishingData entry
Choose when integrating into your Office
products is appropriate
Match the organizational context to the current support technologies
Do not get trapped by license costs.
Office365 must provide IT benefits that
outweigh the necessary changes in
infrastructure and skills.
• Organizations that will see cost savings from
Office365 still need to evaluate the current support
technologies to determine the pace and method of
migration to Office365.
• Moving your content and application to SharePoint
online is permanent. Microsoft has no mechanism for
migration of content other than SharePoint to
SharePoint. You will need to stand-up a on-premise
SharePoint to retrieve your data.
• Customized workflows and applications cannot be
transferred between online and on-premise.
• You lose the ability to place quotas and limits on
content stores. The organization must have a
Information Governance plan in-place, or integrated
into this project.
• Based on your organization context and the hard
savings in license cost, evaluate the potential
benefits to your current storage, mobility and
BYOD strategy.
The cloud only for productivity
Mobile
Access
Mobile
Client
Home
Client
Cloud applications
require a different set
of IT skills. See Info-
Tech’s “Develop a
Cloud consumption
strategy” for more
information
Organizations will have
limited control over
content growth and
storage location
Evaluate your mobility, compliance, and BYODposition
SharePoint is not a records management system. Organizations
with high risk documents will need to consider their use and
deployment options when considering Office365.
Exchange Online does, however, have good records management
features and will meet the needs of most organizations.
Office365 has a consolidated discovery suite that has
discovery and policy tools. Expect these to become more
robust as Office365 matures.
Office365 provides basic integrated document
and role based security. This level of control is
better than the mobile document control that the
majority of organizations currently have in-
place today.
Key for mobile support is document-based
workflows. They are enabled in Office365 via
integrated SharePoint, Exchange, and Lync.
Organizations that are already highly competent
developing and deploying applications on
SharePoint will find Office365 an optimal
SharePoint development experience.
Tea
Workshop details
Morning:
Define today
Afternoon:
Build a roadmap
Assess the current state of
communication, storage and
mobile
Evaluate the value of
consolidation
Identify five year “goal”
Understand market dynamics
Evaluate platform options for
meeting the goal
Put a timeline together.
Break
Office 365 dominates business markets- and is picking up elsewhere
Graph courtesy of OKTA
https://www.okta.com/Businesses-At-Work/2015-08/
Microsoft estimates the number of Office 365 accounts
has doubled between Nov 1(2014) and May 1 (2015).
[confirmed by multiple independent sources]
Why?
1. Product quality of Exchange online and OneDrive
2. Cost considerations.
The real issue is not how you are going to replace Office, but how you build a
productivity ecosystem that will survive the mobile explosion.
Be honest: you are not leaving Office
• None of the options brings the level of quality to content that Office 2013 or Office 365 has available across all content types.
The key frustration is finding and sharing documents, not creating documents.
• For use cases where content quality is not a concern, investigate alternative productivity suites as add-ons to your core Office
platform.
• Use these tools to define the pressing issues, then compare the options that end users are clamouring for through surveys and
direct testing of key format and tool features.
Define the key concerns that affect your productivity suite strategy
Storage growth: Word and email are the top
growing file types. ThinkDox research suggests
that up-to 75% of all files in client fileshares are
duplications/versions of Office documents.
Information use: The key problem is
appropriate access. Ensuring that co-workers
who should have access to specific documents
have access, and can collaborate on the
documents.
Information security: The explosion in
information has outpaced the ability of
organizations to identify records. This has lead to
concerns on both role based access and user
adoption of key controls
Email: How users communicate has changed,
email often is misused. This causes concerns in
the growth rate and the content of emails that
use the corporate network.
Compliance: The external regulation has increased for many industries. The web age has brought
greater opportunity for misstep in the public space as well as greater burden for full auditability of
communication and storage.
Typical concerns
In order to translate user habits into technical needs, users need to be categorized
based on quantifiable descriptions.
Start the deep evaluation of Office 365 by defining the needs of each department
Label each department based on what they do with Office
documents.
DATE
CRM
Content
creator
Content
user
Analytical
Mobile
Users generate high volume content that is high
value or widely used. E.g. Marketing, production,
R&D.
Largely consume content as part of a process or as
part of management responsibilities. E.g. Director,
CEO, CSR, line worker
Content usage and creation is limited to analysis for
internal purposes. E.g. Business analyst,
Accountant
This specific category is to highlight departments
where key workers require mobile access to more
than just email.
Organizations that are highly mobile or have
a high number of departments involved in
content creation, should view Office365 as
inevitable. The document quality and control
required is more expensive with non-
Microsoft add-ons than securing and
supporting Office365.
ThinkDox Insight
• To get this experience, you must
have 2013 on-premise for all
three tools OR have at least
Office 365 E3 level subscription.
• A full on-premise experience is at
least three times the cost of
Office 365.
• Currently, the replication and
sync will not allow for the rich
experience when mixing on-
premise and cloud applications.
The online and on-premise versions of each tool
sync and replicate data and controls
Microsoft enables replication of content between Office 365 and existing on-premise products
Integrated Experience
Replicated Replicated
Unlike Google where the management runs separately from the applications on-premise, you can set-up up a
hybrid environment for managing compliance issues – or any latency concerns.
Replicated
Most organizations have a on-premise legacy that will need to be
considered for at least the next 12 months.
However…
Integrated Experience
No other mobile content creation tool can handle Office templates and macros.
Office 365 is the best choice for mobile content creation tool today
• The changes that are coming to Office 365 will be a clear
improvement that will allow for true mobile document creation
and collaboration.
• Office 365 brings a downloadable version that fully enables off-
line editing that is as good as on-prem.
• Office will be available across devices, and a single license can be
put on 5 user devices-cheaper than adding additional solutions.
• The ability to have multiple license levels will allow for right
sizing the investment in content creation for each tier of the
workforce.
• The addition of Google Apps or LibreOffice as low cost add-ons to
ensure mobility has a limited future. Carefully consider what users
will be doing on the road before investing in the necessary
infrastructure changes (security, network bandwidth).
• If users need to do any presenting to clients or use templated or
macro-based deliverables with clients, then it is worth the cost of
Office 365 licenses for the assurance that IT will not be held
responsible or lost revenue.
Web
Access
Mobile
ClientHome
Client
The Office 365 model for productivity
OWA is available for web
based access from public
domains
Need more information? See Info-
Tech’s “Catch the Microsoft Office 2013
productivity wave”
Virtualized Office App that can be
downloaded and used off-line to 5
devices
Collaboration platforms are only valuable if they are used. Evaluate the value of
integrated messaging and document management based on the collaboration style.
Put a value on integrated messaging and document management
IM
Video
Phone
Teams tend to use email to share and
modify content.
Users are heavy IM users and
collaborate in real time using existing
systems.
Teams take advantage of existing
video conferencing solutions.
Co-workers make use of the internal
phone system and are not asking for
more.
Face to
FaceSharePoint
Teams are co-located and tend to
meet regularly.
SharePoint is an important part of how
documents are made.
Technology agnostic Microsoft centric
No organization has a universal collaboration style. To appropriately value any cloud based productivity suite you
need to use a cumulative scoring based on the dominant collaboration style of each department or user group. Use
these broad categories to start evaluating the benefits of Office365.
Nearly half of all mid-to-large organizations have significant overlap in productivity
suites from different vendors.
Consider the functional overlap of Office 365 with other productivity tools
Action Plan:
◦ Review your licenses from common vendors such
as Adobe, Microsoft, and IBM to identify overlap
in analytics/spreadsheets, publishing, and image
processing.
◦ Identify application overlap in the following
categories:
– Content creation (e.g., Adobe, Google Apps)
– CMS (e.g.,Content Server, Drupal, Alfresco)
– Instant Messaging (e.g., Jabber, Cisco)
– Compliance and storage management
technologies
◦ Evaluate upgrade and licence agreements of non-
Microsoft applications first.
◦ Tally the cost of keeping those applications up-to-
date.
Consider the importance of the current Microsoft applications
based on their impact to enterprise revenue and the product
overlap.
Clarify with the departments which applications are actually in
use.
Use easy to answer surveys to gather this information.
The goal is to define where there is opportunity to reduce
license expenditure moving forward.
For full cost savings move to full asset management.
For complete IT asset management tools See:
1. Get a handle on IT assets and software licenses
2. Review your Microsoft licensing to save 25%
3. Make sense of MS System center Config manager to save
up to 35%
Consider:
• The average mid-to-large organization is paying
twice as much for the combination of SharePoint,
Exchange, and Office than comparable Office 365
capability.
• Staying with on-premise does not save you from
Office 365 long term.
• If you use SharePoint applications such as Project,
InfoPath or Visio you will need SharePoint Online
licenses.
• Most organizations will need to upgrade to SQL
2012 to take advantage of SharePoint 2013 resulting
in increased infrastructure licensing costs.
• Using SharePoint or Excel for BI will require an
upgrade to SQL 2012, SharePoint 2013, and
Office2013.
Evaluate Office 365 as a consolidated SharePoint and Exchange solution and not just as a productivity suite
All the most up-to-date Exchange and SharePoint
features are available in Office 365.
Organizations should consider their use of these
applications as the primary consideration for upgrade.
Your problem: You have separate licenses for the on-
premise Office applications with different renewal dates.
This situation complicates your ability to compare
Office 365 to your existing applications.
Office 365 goes beyond email and desktop productivity by offering 15 different options
Enterprise Voice PBX replacement using call capabilities of Lync Server 2013
Business Intelligence Support for dashboards integrating multiple data sources
Advanced voice Hosted voicemail and attendant capabilities
eDiscovery Center Compliance tools that search across both SharePoint and Exchange
Advanced email Support for features like Information Rights Management (IRM), archiving, and legal holds
Enterprise social network Social network features with security controls
Active Directory Integration Synchronize with AD to facilitate permissions and single sign-on
Team intranet sites Customizable sites for specific work teams within the organization
Web conferencing, presence, and IM HD video conferencing via Skype
Simple file sharing 25 GB of storage per user with SkyDrive pro
Hosted email Business class email and calendar with 50 GB of storage per user
Office Mobile for iPhone and Android Access and edit Word, Excel, and PowerPoint files on Android and iPhone devices
Windows Phone Support Access and edit Word, Excel, and PowerPoint files on Windows Phones.
Office applications Subscription to Office for up to 5 PCs/Macs per user
Office Web Apps Create and edit Word, Excel, PowerPoint and OneNote files via a browser
Recognize that mapping between Office 365 capabilities and existing Microsoft technologies is non-intuitive
Enterprise Voice
Business Intelligence
Advanced voice
eDiscovery Center
Advanced email
Enterprise social network
Active Directory Integration
Team intranet sites
Web conferencing, presence, and IM
Simple file sharing
Hosted email
Office Mobile for iPhone and Android
Windows Phone Support
Office applications
Office Web Apps
In order to appropriately weigh the description, tie it to the departments role in
revenue generation.
Evaluate the need for polished, easy to share documents
A secondary evaluation is based on the secondary Office
products such as Outlook and Access in the day to day
operations.
These products often require word and excel based
templates to be fully functional to end users.
Outlook is a key application for most users day-to-day
productivity. OWA can replace the function but not the
form factor. Organizations where documents have no visibility to
the customers and are used largely as part of the
knowledge transfer internally can consider
alternatives such as Google Apps and LibreOffice for
content creation.
ThinkDox Insight
Build a department level map of the revenue
stream.
Those departments that create documents and are
directly involved generating revenue should be
given a larger weight in the organization’s decision
on Office365 versus any alternative including on-
premise.
Organizations that require tight control over
document movement to control intellectual property
should consider document type as a key concern.
Shipping
I’d move to Google Apps tomorrow but it would be
more expensive to buy Outlook by itself than just stay
with Microsoft.
-Apps Manager, Large Data Center operator.
Supply
CSRPurchase
officer
Lunch
Workshop details
Morning:
Define today
Afternoon:
Build a roadmap
Assess the current state of
communication, storage and
mobile
Evaluate the value of
consolidation
Identify five year “goal”
Understand market dynamics
Evaluate platform options for
meeting the goal
Put a timeline together.
Break
Office 365 is the dominant email and productivity suite
Graph courtesy of OKTA
https://www.okta.com/Businesses-At-Work/2015-08/
Office 365 is several distinct applications integrated to act as a single platform
SharePoint apps
Management
ApplicationsOffice Applications
Communication apps
The value of Office 365 are the
management applications
Creation apps
SharePoint is becoming the
main access point for many
applications
Word PowerP
ointExcel
OneNote OutlookExchange Skype
SharePoint Visio
Access
InfoPath Projects
OWA
Office Web
apps
Delve
Sway
OneDrive
Google Apps is a collection of cloud services. Highly expandable and buildable
Management
ApplicationsTraditional Office
Applications
Communication apps
One price for multiple
applications is the key selling
point for Google Apps.
/
Creation apps
Word PowerP
ointExcel
Calendar Google+ Gmail HangoutsDrive Sites Developer
Vault
Storage and Collaboration apps
Admin
CloudSearchChrome
Consider the IT pain of the migration – and the potential issues for users during this
period.
Infrastructure differences between Google Apps and Office 365
• Both Google Apps and O365 offer an excellent set of tools for communication, collaboration and creating content, one important
element and differentiator is how well these platforms integrate with the existing infrastructure
• Active Directory
◦ Organizations need to consider how AD properties will be assigned through the LDAP connector.
◦ Google Apps does not have the functionality of “true” Active Directory integration, Google utilizes the GADS (Google Apps
Directory Sync) application to sync the on premise user accounts and organization hierarchy to the Google Apps cloud service.
◦ While Google can be integrated into existing security frameworks, it is not a straightforward process- when compared to Azure
Active Directory Services.
• Google Apps supports SAML (Security Assertion Markup Language) authentication which is available in ADFS.
◦ Single Sign-on is available for all Google Apps web apps, but is limited in native apps such as Android and iOS apps.
Chromebooks now (within last 6 months) support Single Sign-on.
◦ This means that users will have to sign-in and synchronize documents across all of their devices themselves.
Consider the unseen email features that are key to user productivity.
Email management differences between Google Apps and Office 365
• Email (migration from existing systems)
◦ While technically possible to migrate straight from an Exchange on-premise to Gmail environment most organizations report issues
that include file corruption, loss of folder structure, altered metadata and longer than expected migrations times.
◦ Most organizations employ some type of archive or migration service increasing the cost of the migration.
• Google Gmail provides the same functionality in terms of email, the interface is different from Microsoft Outlook.
• IM (Instant Messaging) and Meeting/Video Conferencing
• The Google IM service (Talk/Hangouts) provides IM and video conferencing, however there is limited integration with other IM
services such as Lync and Skype.
• GAL (Global Address List) Segmentation
• Google Apps cannot separate the Address Book at the per sub-site, all staff and management will be able to see all other staff and
management in the GAL.
This is a feature that is part of Exchange which enables the creation of and hosting of multiple email organizations within the same Office
365 tenant and the ability to define the address book view by the organization. Address books and Global Address Books can be created
to filter contacts/mailboxes and groups. Google Apps and Office 365 are competitive products and therefore do not provide easy and
direct conversion and integration between the GAL system and the Google Apps address system.
Use the content sharing needs to define the deployment that meets your needs.
Consider the use case when comparing your deployment options for adding-on to your Office core platform
Home
Client
Web
Access Home
Web
Access
Mobile
Client
Home
Client
Use case: highly mobile,
collaborative solution
Use case: sales and consulting
Ensure that all
documents are stored
on the ECM.
For further
information, see
Reintroduce the
Information
Lifecycle.
Use case: highly regulated
industries and/or low
collaborative document creation
Upgrade and test the network
and Active Directory settings
to ensure sufficient access.
Survey end users to
understand template
and macro use. This
defines the cloud
needs.
E
C
M
AD
Mobile
Client
Mobile
Client
Sc. 3
Sc. 1Sc. 2
Docs to go
Consider the key sharing and uses of content when considering how to support device-
agnostic document creation.
Internally, documents are prized for the knowledge they represent
Peer to peer (employees) Individual to group
(employees)
Open share of personal stores
to employees
All kinds of documents are shared
this way. The largest challenges are
Word templates and Excel macros.
Word and presentations. These kind of
documents require very little support.
Access and identifying authors is the
key challenge here.
Moving between separate applications
will decrease the effectiveness of this
document sharing.
Outside of MS Office’s track
changes, prioritize the use of real
time document editing to ensure that
documents are not lost.
For small groups, allow the use of
knowledge sharing tools that work for
their needs.
Mainly Word documents and
presentations for the purposes of
editing and approval. Format and font
issues are the biggest challenges.
Document sharing patterns:
Match the sharing and deployment to minimize IT headaches and budget
Corporate with VPN
Most organizations will have
sufficient control and function by
VPN. Prioritize application
virtualization to allow tablet use.
Corporate plus separate on
device
Use of this deployment is difficult as
part of a long-term strategy. IT will
need to test templates and macros
that can work in multiple
productivity suites.
Cloud SaaS
This deployment can facilitate
mobility for end users. IT will need
to test the cloud SaaS options to
ensure that they meet user demands
including multi-device access.
Individual to group
Content creator giving files to users.
Often Word and PowerPoint
documents.
The key is how the group uses
documents.
Open share of personal
storesKnowledge and/or template transfer.
Every kind of possible document.
The key is location of the parties.
Peer to peer
Collaboration on single Word or
PowerPoint documents.
Sending Excel files for individual
use.
The key is the frequency.
Minimal Add-
On Scenarios Key IT Issues
• Version
controls
• Findability of
the documents
• Growth in
storage
• Helpdesk will
be impacted
• Enterprise
control of
information
presentation
• Auditability of
documents
• Macros and
Excel-based
tools
DeploymentSharing Type
Consider what partners and customers will use the documents for when defining how
they are made.
Externally, documents represent the company and require appropriate format and controls
Individual collaboration
(B2B)Partnership groups Publishing
Standard project updates includes all
types of documents shared this way.
The largest challenges are Word
templates and Excel macros.
Customer relations and deliverables.
This can include mixed media
documents as well as newsletter style
text.
Version and data lock-down are key.
Ensure that the necessary controls are
part of the productivity suite or invest
in PDF-A sharing applications (Adobe,
Nitro, Foxit).
These types of documents need
polish and publication level quality.
Ensure that partnership owners have
feature rich tools.
This sharing pattern requires a single
integrated productivity suite. Ensure
that your standardized formats can
migrate across all applications.
Between partners, this type of sharing
is data and analysis.
E.g. spreadsheets, illustrative graphs,
and synopsis.
Document sharing patterns:
Minimal Add-
On Scenarios
Match sharing and deployment to minimize IT headaches and budget
Corporate with VPN
Most organizations will have sufficient
control and function by VPN.
Prioritize document auditing and
data lock down tools.
Corporate plus separate on
device
This deployment is limited to those
sharing scenarios where multi-media
applications control the final
deliverable.
Cloud SaaS
This scenario can effectively allow
external access to limited documents.
Standardize templates to ensure all
browsers have a similar viewing
experience.
Partnership groups
Clear, crisp sharing of specific
information.
The key is the width and breadth
of the partnership.
Publishing
Collaboration on single Word or
PowerPoint documents.
Sending Excel files for individual
use.
The key is the frequency.
Individual collaboration
Data and project analysis.
The key is the amount of
proprietary data at risk.
Vendor
Landscape:
Endpoint
Encryption
Build a Strategy
for Document
Security
(slides 29 to 34)
VL: Security
Information &
Event
Management
Develop a
Cloud
Consumption
Strategy
VL: Web
Content Filters
Key
Organizational
Issues
• Security
concerns
• How to grant
access to
external users
• Data leakage
from poor
version
control
• Document
quality
• Cloud security:
Role-based
access,
differential
access controls
for internal and
external users
Potential
ControlsDeploymentSharing Type
Creation of documents, spreadsheets, and presentation are the minimum standards of
an office suite.
Start building an ecosystem by defining the Office features that must be available on mobile devices
Office 365 Office
SharePoint
Integration
SharePoint
Integration
Database
Mgmt.
Cloud Cloud
Google Docs
Cloud
WordPerfect
Mobility
SharePoint
Integration
OpenOffice LibreOffice
Read/Write
Database
Mgmt.
Pivot TablePivot TablePivot TablePivot Table Pivot Table
Write to
For a more in-depth analysis, see the Appendix.
Forms Forms Forms
*Mobility is defined for Office alternatives in the Appendix.
Database
Mgmt.Database
Mgmt.
Database
Mgmt.
Advanced Case Study: Large North American
Business school
The school is associated with a very large and prestigious
research focused university.
The business school is large and growing with highly
regarded executive MBA and traditional MBA programs.
In addition it is the main faculty for undergraduate teaching
of business focused courses across the whole university.
IT has five main constituents that it provides email and
collaboration services to as part of its mandate:
• Faculty and Staff
• Undergraduates
• Graduate students (Ph.Ds and MBAs)
• Executive MBAs
• Alumni
Large business school needs to upgrade multiple interlocking systems
Email is a central ID control system but not an IT priority. Does moving the whole
school to Office365 make sense?
Facts about the school:
Established in the 1950s.
Has satellite facilities in
Asia.
The business school alone
has over 24000 alumni.
The school is scheduled to
move off-campus to its own
buildings in 2014.
Key issue in Office 365 decision:
Students need modern business tools as
part of their coursework. Can Office 365
meet the faculty and student needs?
A complex set of aging in-house built systems:
1. Alumni relations management-currently a
bespoke system that relies on a SQL
database for names and contact information.
2. Application management-currently a
bespoke system that relies on SQL database
for names and contact information.
3. Learning management system-currently a
bespoke system that relies on a SQL
database for names, year, and contact
information.
4. Registrar system-currently a bespoke system
that relies on a SQL database for names,
year, and contact information.
Challenge 1: Custom built integrated applications need modernization
Aging student facing systems need to be upgraded to meet current and future needs.
These systems are being replaced with a commercial
CRM with a set of education specific add-ons.
Alumni relations is a key department within the
business school.
The IT department is currently in the process of
purchase, implementation of the new CRM system.
This is an intensive project that requires a large scale
mapping of a central application that controls the
identity and contact preferences of all current and past
students- “LEAP”.
Students do not receive a mailbox on the School’s
Exchange server. Instead LEAP acts storehouse of the
students preferred email address. LEAP also can re-
direct email to and from student’s address both
internally and externally.
Challenge 2: Key system violates several countries Spam laws
The lack of student email address presents a critical communication and identification
challenge.A victim of its own success.
The LEAP system has been so successful
that it is a key piece in alumni relations. It
currently contains only list of contacts for
the schools nearly 20,000 alumni.
It also is used as the primary alumni to
alumni communication tool.
Alumni relations believes this piece is key
to long term growth of the school
SQL
database
All of these systems are back
ended by a SQL database that
contains all students, alumni,
staff and students information:
email, address, etc..
Custom built SMTP filter processes
application requests for identification and
communication with students, staff, faculty
and alumni.
Application Security
requests are filtered through
LEAP and then matched to a
Active Directory ID
(i.e. Student sign-up in the
Registar)
Student email (internal and
external). Student’s do not
have a true “@bizschool.edu”
address. LEAP re-directs
“[email protected]” to the
recipient after changing the
domain shown to
“@bizschool.edu”
LEAP
LEAP has to be turned
off.Technically the altering of the
sender’s domain breaks several
countries Spam laws. The
school has been made aware
that they have six months to
change the system or the
school will be blacklisted.
The security and ID
system is central to all
aspects of student and
alumni facing activities.
Due the age and high
reliability of LEAP much
of the actual uses are
unknown and have grown
over time.
Challenge 3: Meeting student and faculty needs
The school has identified collaboration as a key need for both students and faculty.
Balancing control and cost
Providing students with Office 365 accounts would allow the school
to provide a clean method to incorporate students into the Exchange
resource booking system. It would also provide some document
collaboration features that the school wants to offer students.
However the free Office 365 A2 student licenses may require
purchase of A3 licenses for all faculty.
IT is unsure if the cost (approx. $20K) is worth the positives.
IT has already provided faculty and staff with a on-premise
SharePoint farm for the purposes of internal collaboration.
Faculty have identified external collaborations such as text
book and manuscript writing as key items for IT to add.
SharePoint governance and privacy protections
Faculty often collaborate with banks and insurance agencies for the
purpose of analyzing complex datasets. The access to these datasets
often comes with severe data protection rules that limit the location,
access and permanence of the data sets.
IT has deemed this data inappropriate for a online platform such as
Office 365. At the current time the information governance plan is not
sufficient or enforceable enough to ensure that high risk data is not
place in Office 365.
The school has historically let students purchase and
control their own collaboration and productivity tools.
While not explicit most faculty expect the deliverables
for grading to be produced in an Office product.
As the school goes global and expands the executive
MBA program the expectation is that the use of online
meeting and collaborative platforms will need to be
provided to the students.
A critical need is a system such as Exchange calendaring
to allow students to book rooms in the new building.
Managing the challenges and the prioritizing Office 365
The system upgrades are the primary focus of IT for the next year but the email
routing problem needs immediate attention.
The role of Office 365 in LEAP replacement.
Where are the cost and governance hurdlesThe role of Office 365 in the CRM
How important are the students
collaboration concerns
Placing the proper prioritization of Office 365 in the IT project log depends on four factors
1
4
3
2
• In order to manage the stakeholders uses of LEAP any
plan for moving to Office365 must address Alumni
relations needs:
1. A contact list that encompasses all alumni.
2. Allows alumni to alumni contact through a school
controlled/verified mechanism.
• The CRM planning includes the use of the existing LEAP
system to retain the master list of contact addresses.
• Office365 cannot fulfill this role. Replacing LEAP with
Office 365 potentially adds complexity to the processes
that have already been designed.
• Undergraduates and graduate students have very
different needs and expectations from the school.
• Office365 provides a clear win for remote executive
training programs but may be unnecessary.
• Undergraduate students may bring certain risks to a
school owned platform that outweigh the benefits
• Office 365 for academic institutions is “free” for
students and faculty but the advanced features may
require a paid upgrade.
• The faculty managed secured data and potentially the
derived analysis may not be appropriate for SharePoint
online.
Defining Office365 capabilities and current challenges
In order to know how important Office 365 is to IT’s current projects, Office365 must
solve or- at least- ease all three of the challenges
Upgrade of student systems
Meeting regulator demands
Faculty and Student needs
1
3
2
Student email address
Room booking
Student Office suite
Document and email retention
and use policies
Remote collaboration
Active directory integration
Office 365 capabilities
Importantly since there is no existing data for students or alumni procuring and activating Office365 email addresses
is straightforward and does not require migrating data or infrastructure set-up. Thus is can be done by the regulator’s
deadline.
Matching the size of the Office 365 project to IT current capabilities
The age and tight integration of LEAP into all aspects of the organization’s systems
was a critical roadblock to any decision on Office 365.
Focus on the key user group; students, that will be affected by removing LEAP. Map where LEAP is is integral to the
key processes for each sub-group: applying, course selection communication, and school to alum communications.
“LEAP is an unknown; we know we need to
remove it. But we do not know what will happen;
where are the breakpoints what functions do we
lose?”-Infrastructure manager
Problem:
The sheer magnitude of the “LEAP” problem has
been a critical roadblock to Office 365 in the past.
Doing nothing is no longer an option but migrating
terabytes of content to Office 365 from on premise
Exchange and SharePoint is beyond IT’s current
resources.
Solution:
Only one LEAP function needs to be turned off on
a short timeline: The alumni to alumni re-direct
and re-brand service.
Map each of the potential affected stakeholders;
Alumni, current students and applications. Define
what needs to be done to ensure that Alumni
relations can still contact potential donors in six
months.
Lessons learned
Office 365 is a enterprise application that will impact multiple projects.
1. License costs are only important if this is a IT owned initiative.
2. Identify the processes that rely on email to find the business critical pain points. Here are examples that may
commonly be encountered
• Resource booking-How is it currently handled.
• Application use of SMTP or IMAP- Fax, CRM, etc
• Inbound group email boxes “invoice@company”, “support@company”
3. Map the processes across systems to identify any pain points that moving to Office 365 may cause.
4. Be practical; start with groups that will find value in the integrated collaboration features. The value of Office
365 is the ability to limit the number of users and add users as necessary.
5. Start easy, evaluate the need for federated ID services. If this is just about email start with Dirsync. Move to
ADFS2.0 if you fully implement Office 365.
For an Office 365 evaluation:
Legacy
storage/
Archive
Define your SharePoint future based on information usage, not document management
Enterprise Content Management systems are moving from document and file level management to
information platforms. Consider how important Office (including Outlook) is to user workflows. SharePoint is
the best place to build Office based workflows.
SharePoint Online will become an
information platform in the future.
As the development platform matures the
cloud platform will become highly valuable
for enabling routine tasks across devices
(e.g., propagating electronic vacation
requests from users to supervisors to HR).
Decide your SharePoint future based on:
1. How wide is the use of SharePoint in
the organization.
2. Is the organization moving its
application portfolio to “the cloud.”
3. How will information be shared and
accessed.
ProcessFederated
Search
Content
User interface
All information is managed
through a single system that
can access all storage either
directly or through APIs.
Processes are
built to
directly use
and store
information
in a single
repository.
A single
search engine
that can
access
information
through a
mix of full
text and
CMIS tags.
The end user has a single point of access for any
information source from any device.
The Office 365 model for information usage
Focus on information access and long term use, not infrastructure needs
Define information
architectureEnd-user trainingDefine user workflow
SharePoint now has many
features found in popular social
sites such as LinkedIn and
Facebook.
Organizations that collaborate
and need to share knowledge in
an ad hoc manner will find
value in SharePoint.
IT must be willing to acquire
the skill and resources to
appropriately maintain
information in this type of
site.
SharePoint Online will be appropriately resourced through Microsoft. IT still needs
to manage information. Focus on these “soft” IT skills: End-user training,
Information architecture and defining user journeys.
Not sure how your current SharePoint deployment fits in your plans? We provide
full information management strategy workshops as well.
Website-like feel of
SharePoint requires not only
good information architecture
but user focused design.
IT must account for the
device type, page layout and
information access control
for SharePoint success.
SharePoint is intuitive to
navigate due to the similarity to
Facebook and LinkedIn.
This presents potential
concerns based on the inherent
difference between acceptable
use of a organizational tool and
Facebook.
IT must collaborate with
Legal to build acceptable use
training materials
Most organizations do not need additional storage. Focus on appropriate information
governance practices prior to allowing users to add content
Determine the need for additional SharePoint online storage
Topic E plans
Storage (pooled) 10 GB base customer storage
plus 500 MB per enterprise
user
Storage per Kiosk Worker 0
Storage per external user 0
Additional storage Available at a cost per
gigabyte (GB) per month. See
this blog post for more.
Site collection storage quotas Up to 100 gigabytes (GB) per
site collection
My Site storage
allocation(individual) in addition
to group
500 MB of personal storage
per My Site
Maximum storage capacity for
whole organization
Up to 25 TB per tenant
Pooled Storage - Each organization receives a default amount
of 10GB of storage. Users with K plans and external users do
not contribute to the pooled storage.
For example if you had 1 E3 license you would have 10.5
GBs total storage available.
Individual Storage - End users receive 500MB of individual-
but corporate owned- storage. This is only activated if the
individual end user adds content to their personal mysite.
Content in Skydrive does not count towards the total unless it is
being synced to a Office 365 SharePoint site.
For example if Bo and Jane are collaborating on a document
using Bob‘s Skydrive account the versions and materials will not
affect Bob‘s mysite totals.
However if Bob and Jane are using SharePoint to control
versioning but Bob is syncing the content through his Skydrive
so that he can work at home, any content in that Skydrive will be
linked to the SharePoint site.
Tea
Workshop details
Morning:
Define today
Afternoon:
Build a roadmap
Assess the current state of
communication, storage and
mobile
Evaluate the value of
consolidation
Evaluate platform options for
meeting the goal
Put a timeline together.
Break
Focus on delivering business value first then risk mitigation to ensure information governance is not a burden
IT should needs to define the “FIT” of
information to determine if Office 365
can be used; and for what kinds of
information:
• Findable, you can confidently find
or prove that a document doesn’t
exist anywhere in your storage.
• Immutable, the copy you present
to auditors, opposing council can
be proven to be original.
• Trackable, the location of the file,
the people who viewed, modified
and created the file have been
logged in a separate report.
You will need better information governance to take advantage of Office 365. Start by
defining the risk of the information that you currently have
Protecting the organization from the
risks of bad information or risk
information practices has to start
with transparency and user
education.
The user population can circumvent
most rules by using their own
storage locations (e.g. dropbox)
Define the value of governance based on the initiatives that use information
DATE
Potential information sources What information is important long term?
Most user’s spend their time making documents that will not
be used or likely opened more than once. All stakeholders can
agree that these types of files are a waste of space.
It really comes down to this: if file X was deleted tomorrow
would anyone care-or even notice?
The answer for most files is no but…..there is also no value
to end users in determining which documents are low
value.
Storage wins can drive cost reduction but without strong
backing from the executive these will not lead to long term
adoption of Information Governance.CRM
Focus on those information sources where good governance
will increase the value or ease the implementation of a
business initiative.
Initiatives that require information to move between users or
applications will be more valuable and easier to implement
with clear guidelines on how what information should be
included, how it should be classified and who can access the
information.
ThinkDox Insight
All of these sources should be governed. Start
with sources that where there is a clear
enterprise wide mandate for expanding their
use.
Determine Risk and Value criteria for classification of information sources
Risk Value
Score each source based on the risks that it specifically brings to the organization and
current and future use of that source.
Don’t forget to analyze external communications as part of your Information Governance strategy. What is the purpose of the
website and social media? Who controls the information, do they understand acceptable use policies? Is there a strategy to determine
the value-can you verify claims by marketing? Is there a long term plan to use social as part of business decisions or derive revenue
from its use?
• Risk comes in many forms: Compliance, litigation, loss of
opportunity, productivity.
• Mitigating any one of these risks is often at the expense of
the increasing other kinds of risks.
• When developing an Information Governance strategy
you must define which risks are the most damaging to
the enterprise and which are acceptable risks.
• What is acceptable risk? The amount of risk at which the
harm, should the worst case happen, is less costly than
regulating or protecting the information source.
• The biggest risk for most enterprises is keeping too much.
Unaccessed content is not information it is garbage-or
potentially a legal disaster.
• Value is the opposite of risk: increased productivity, new
opportunities, simplified processes, findability.
• Information has no inherent value. Its value to the
enterprise comes from how and who uses the information.
• The value of information to the enterprise must be put
in the context of tangible benefits. Revenue, opportunity,
competitive advantage.
• As information sharing and use expands-and regulations
change, the value of retaining Information must be
balanced with the risks that are associated with that use
case and sharing method.
• What is high value information? That information that
can be used to generate revenue or cut costs. E.g. customer
sentiment, internal productivity analysis.
VS
Combine how information moves within departments with the enterprise-wide needs
to define the management strategy.
Consider the typical information management stack
Enterprise
Department
System of
interaction
System of
record
Access control
Findability
Archive
Ad hoc/
FileshareEnables
search,
collaboration.
Reduces
duplication
Controls
sensitive
information
and assures
audit trail
Allows users
and workgroups
a junk drawer
Provides a wider set
of tools for social,
collaboration and
access control
Provides rigid
controls and
automation of
complex policies.
Provides a separated
database with
disposition and robust
search
Ad hoc/ Fileshare Archive
System of interactionSystem of
record
Findability
Access
control
Moving sources between systems is not
always feasible. Use the findability and
access control projects to maximize value
on “unmoveable” sources
Office 365 can provide a central, single system for a large part of your information management stack
Enterprise
System of
interaction
System of
record
Access control
Findability
Archive
Ad hoc/
Fileshare
Enables
search,
collaboration.
Reduces
duplication
Allows users and
workgroups a
junk drawer
Provides a wider set
of tools for social,
collaboration and
access control
