We’re excited to announce that Geoff Evelyn’s Managing and Implementing Microsoft SharePoint 2010 Projects (ISBN 9780735648708, 288 pages) is now available for purchase!
In today’s post, please enjoy an excerpt from Chapter 9, “SharePoint Governance.”
Sharepoint governance is not a hardware, software, or people resource solution. It is an organizational strategy and methodology for documenting and implementing business rules and controls related to your client’s data. It brings cross-functional teams together to identify data issues impacting the company or organization. It works with business and technical interfacing teams to develop SharePoint solutions for data issues. And you do all of this through a Governance Committee made up of decision makers across the business. These people work with their teams to conduct research, analysis, and implementation of SharePoint.
SharePoint governance planning adds legitimacy to a SharePoint implementation. Defined governance rules, roles, and responsibilities in the Plan phase ensure the business is provided with the resources to make the SharePoint implementation a success. A SharePoint governance plan describes the business-critical nature of the SharePoint implementation and provides the evidence for requesting the necessary people and money investments.
Governance in SharePoint is crucial. Governance never works without business involvement. Your project team should not define governance procedures unless sanctioned by the business.
Before continuing to explain how to build SharePoint governance, I should point out that SharePoint governance can be made simple or complex. The bigger your SharePoint implementation and the more resources used, the more complex the governance plan should be. The Governance Committee should be formed at the start of the Plan phase of the project. The key reason for SharePoint governance is not to force users to do certain things on SharePoint but to provide communication and education. SharePoint governance provides a face to SharePoint and can be used to introduce the platform to the client, because the formation of the SharePoint Governance Committee embodies the vision (as described in the SharePoint Quality Plan—see Chapter 3, “Content of Your SharePoint 2010 Plan”).
The top priority of the Governance Committee (once formed) is the creation of the Share-Point Statement of Operations. That output is the face of SharePoint and is a continually updated document.
Successfully implemented SharePoint governance planning depends on the culture of the organization, because it needs to define the rules applied to the management of Share-Point and the rules applied to content when people work with the platform. For example, company ABC might allow any user to create sites on the SharePoint production platform, whereas company DEF might request that users make a help desk call to have a site created. Some people will say, “It’s better for users to create their own sites on SharePoint,” and I would not wholly disagree with that. However, if that type of access to SharePoint is left unchecked, there is no way to control the growth of the SharePoint platform. There are many other areas in SharePoint related to the use of data, where it is stored, and who has access to that data.
Here is a list of areas in SharePoint where, in my view, decisions about data or site management need to be reviewed:
For example, if you are considering having one administrator responsible for a regionalized SharePoint installation, something is going to slip. How are records and documents described (how is metadata used) to ensure descriptions are consistent across departments, divisions, and agencies?
Metadata is the description of physical content. The grouping of metadata is carried out by the information architect at a global level and then regionalized into site administrators at department, office, and group levels. Collation of this material is key to defining the aspects of search and to content scoping. Metadata is also a crucial aspect of Enterprise Content Management (ECM) and lends it itself to the categorization of functional site material.
What Does SharePoint Governance Look At?
SharePoint governance typically examines the following items:
The SharePoint Governance Plan will focus on what needs to be governed and controlled and who is part of what team. This is not a new form of government! It needs to be kept simple, understandable and focus on what really matters. The overall success of the Share-Point implementation hinges on maintaining control while being bombarded by requests from everybody in the organization. The governance plan facilitates management of SharePoint. SharePoint governance outlines the maintenance, administration, and support for the organization’s SharePoint environments, and it helps identify lines of ownership for both business and technical teams. To make the SharePoint Governance Plan understandable, you need to have a model that describes at a high level how the different site types of SharePoint fit together. You need this level of definition to address the different types of sites the organization will use.
Usage policies and procedures also need to be included that not only state inappropriate use but also provide a more consistent and usable system—for example, acceptable use, training strategy and SharePoint 2010 “Statement of Operations” guides.
Figure 9-1 shows a few of the site types that are included in a typical SharePoint implementation. Like all things hierarchical, there are a few high-level sites at the top, and the number of sites grow as you add divisional portals, team sites, project sites, and even MySites as you travel down the pyramid from the top.
The important thing to note about this model is that the site and portals at the top consist mostly of published content and usually require tight governance. As you move down the pyramid, governance becomes looser and the purposes are more related to team collaboration than corporate communication.
Also, more temporary or short-lived sites exist on the lower half, and the permanent sites are more common as you move up the pyramid.
Sites on the lower half usually need to be provisioned quickly so that people can collaborate efficiently. The sites on the top are visible to many more people and require a bit more planning.
As part of the build of the Governance Plan, you should list the key hosts within the segments of the pyramid. This gives the governance team real data to associate with each of the relevant areas.
You need to assign appropriate individuals in the organization with defined responsibilities in the governance team. Individuals with the ability to make the necessary decisions—not just initially, but throughout the life of SharePoint—they should be part of or connected to the governance team for SharePoint.
The best approach I’ve found for building a governance team is to start with the lead steward. This individual (or more than one) should be selected by the SharePoint client (with some consultation from you). Having the client pick the lead steward ensures that the lead steward will work hard and allocate the time needed; it also means that the steward has exposure to upper management and likely has some clout within the company.
The key part of this is the clout or recognition the lead steward has inside the company. You’ll need that lead steward to leverage that visibility to build the stewardship council.