It’s not about Technology 11/20/2018 Collaboration at IPM It’s not about Technology Dee Anne Gavlick Knowledge Manager December 2010

Knowledge Nuggets User Adoption - Technology vs. Knowledge Management approach Understanding Mental Models and how they impact user adoption UX techniques Show and Tell - Mind Mapping

What we do at IPM 11/20/2018 IPM is a non-profit product development partnership whose mission is to support the development of microbicides and other new HIV prevention technologies that will prevent the transmission of HIV to women in developing countries IPM does this by: Screening compounds Conducting clinical trials Building regulatory pathways for microbicide products Establishing manufacturing and distribution capacity to ensure access to a microbicide Over the past year, we have focused our efforts on using Microsoft SharePoint 2007 to accelerate collaboration both internally and externally as we prepare for our largest Phase III trial. Our success has been tremendous. During this talk I will share  a couple of concepts that have allowed us to embrace new ways of working practically overnight.

Everybody has Challenges Compliance No headcount Corporate Culture Employees Leadership SharePoint

SharePoint Challenges 11/20/2018 SharePoint Challenges SharePoint is a blank canvas Where and how to begin? Default is not good enough Program must be aligned to organizational goals End users are consumers who may not know how to articulate their needs, but seek innovative and timely solutions 51% - Problems integrating with work and people Global360 SharePoint Survey 2010

SharePoint User Experience 78% feel UX is inadequate Global360 SharePoint Survey 2010

It is all about…… Managing Change A successful Deployment of SharePoint has nothing to do with SharePoint It is all about…… Managing Change

Technology Adoption and Messaging Innovators Early Adopters Early Majority Late Majority Laggards Brave people, pulling the change Innovators are very important communication mechanisms Respectable people, opinion leaders, try out new ideas, but in a careful way Thoughtful people, careful but accept change more quickly than average people do Skeptic people, will use new ideas or products only when the majority is using it Traditional people, love to stick to the "old ways", are critical about new ideas and will only accept it if the new idea has become mainstream or even tradition

Adoption Curve Users Time Continuous Improvement Iterative Development Integration with Day to Day Work Best Practices Testimonials Success Stories Globalization Metrics and KPI’s Business Process Integration Integration with Performance Goals and Job Descriptions Users Proof of Concept Concepts Functionality Features Iterative Development Governance Planning Tipping Point Strategy Development Time

Kotter’s 8-Step Change Process Step 1 – Create Urgency Step 2 – Form a Powerful Coalition Step 3 – Create a Vision for Change Step 4 – Communicate the Vision Step 5 – Remove Obstacles Step 6 – Create Short-term Wins Step 7 – Build on Change Step 8 – Anchor Change Source – Leading Change by John Kotter -1995

Create a Vision

Knowledge Management is… Framework Program Discipline Philosophy

KM Definition from Wikipedia Comprises a range of practices used in an organization to identify, create, represent, distribute and enable adoption of insights and experiences Established as a discipline in 1995 and includes courses taught in the fields of business administration, information systems, management, and library and information sciences

Knowledge Management at IPM KM is a framework enabling the use of information and employee knowledge to drive processes and improve decisions KM leverages technology and work processes to capture and share information with employees and IPM stakeholders

Business Process Content Collaboration & Unstructured Content IPM – Content Strategy Structured Authoritative Retention requirements Used by many Managed Content Business Process Content Collaboration & Unstructured Content Temporary Unstructured Used by few Transactional Structured Retention requirements Used by many

3 C’s - High Touch/Low Dose Communication Process of transferring information from one entity to another Coaching Directing, instructing and training a person or group of people, with the aim to achieve some goal or develop specific skills Continuous Improvement Ongoing effort to improve Incremental improvement over time Breakthrough improvement all at once

Communication

Communication User Guides Video Training Quick Reference Cards Surveys Lunch and Learn Wire Frames Testing Training Workshops

Create You Plan

Create Usable Sites Consider quick links for instant gratification Customize navigation to support what group does using terms they are familiar with Consider quick links for instant gratification Consider End User preferences Tool Users Searchers Navigation Users Use Audience to support Permissions Focus on Findability

User Centered Design Approach Focus Groups/Interviews Task Analysis Contextual Inquiry Participatory Design Usability Testing

11/20/2018 Visual Tools to Plan IA http://www.mindjet.com/

Demonstration Mind Mapping

Mapping Scenario Build a Community of Practice site for the Women in SharePoint DC Group SWOT Knowledge Mapping

SWOT Strengths Current processes and Tasks that work well Things that stay the same Weaknesses Processes and Tasks that need improvement Things that need to change Low hanging fruit Opportunities Innovations waiting to be implemented Goals not fully implemented Threats Identify Risks and Threats to Success Critical success factors and KPIs

90-Day Action Plan Conduct interviews with Stakeholders Pain Points Uncover Ideas and Innovations Goals and Objectives Gain Support Investigate Systems in place Define interrelationships Develop Strategy for integration Develop Images and Messaging Communication Plan Training Plan Identify ways to improve collaboration and share content more effectively Implement something that has value

Lessons Learned Plan for External Participants Do not underestimate the lack of end-user skills Default is not suitable Configure – Don’t Customize (No Code) Think outside the box

Lesson Learned Establish a strategy Publicize what you do Nothing happens overnight Use a phased approach Start with projects that are quick wins to build momentum Create a vivid description of the future state Publicize what you do Use Images to communicate complex concepts

Lesson Learned Must support organizations objectives Must have a passionate Leader to drive it Without support from a Core team, the program will not thrive Must leverage all available channels for communication and publicity Entertainment value is key Make it part of your daily routine Not everyone will participate – that’s OK

Lessons Learned Secure stakeholder buy-in Sponsor enlists the Top Down Support Enable grassroots through community teams Solicit future customers Create enthusiasm Success stories Evidence of value and benefit Tell customers what you did for them

Questions?