Using Portal Governance to Create a Better Web Experience

BP302: Using Portal Governance to
Create a Better Web Experience
Michael Porter | Principal | Perficient

© 2011 IBM Corporation

Agenda
Why Governance
The problem
How governance will help

Setting your Vision and Road Map

Governance Organization
Strategic
Tactical
Operational
Business Administration

Roles and High level tasks
What you need with an enterprise foundation
Thoughts on prioritization

© 2011 IBM Corporation 2

Why Governance: When Portals fail
Portals fail for various reasons:
Organizational
Portal vision not defined
No structure in place to coordinate between IT, Marketing, Communications,
Operations, etc.
No way to align the technology to business needs
No structure in place to prioritize the many things you can do
No one to make final decisions
Technical
Mis-use of the technology
Poor architecture: a portal will scale as well as you architect it
Failure to identify gaps like integration, search, content management, business
process, etc.
Foundational
Infrastructure not setup correctly
Release management not setup or setup incorrectly
Portal built as one off solution and therefore way too expensive

Enterprise Portal Should Cut Across Multiple Sites


Successful Solutions Take a Holistic View
Take into account all aspects of a
portal
Setup a foundation to re-use your
portal infrastructure and components
Setup lines of communication between
the business and IT
Define how to do common tasks
Single Sign On
Surface an existing application
Create a new applications
Manage Content
Share files
etc.
Work iteratively, an enterprise portal is
never one and done


Aspects of a Successful Deployment
Does it meet the end users goals?

Is it well used?

Can you prove you saved money?

Can you prove increased revenue?

Does your organization view it as a
success?

Are you using the portal as a tool to
get to your end goals and not as the
goal itself?

Governance Framework


Agenda
Why Governance
The problem


Strategic
Tactical
Operational



Vision and Alignment

1. Meet with Leaders
2. Understand their business needs
3. Educate them on what a portal can do
a. Portal 101
b. Content Management 101
c. Collaboration 101
4. Align portal to the business
5.Define what other parts you will need
a. Portal never does it all
6. Prioritize
a. By audience
b. By what it will do


Sample Vision
Constituents What is the Portal
● Customers ● The Portal will drive sales
● Prospects ● Web Channel for SMB )sales, care,
● New Customers service)
● Existing Customer ● The portal will decrease costs
● Partners through automation and access to
information
● Suppliers ● Customer, Partner, Employee
● Employees ● The portal will improve and automate
premium services
● Company A service differentiation
● Improved services to help encourage
adoption of self service for elite
customers
● The place for customer and partner to
conveniently interact with company A
● NOT the only place
● Will Provide a positive customer and
partner experience © 2011 IBM Corporation

organization, and technology
Create a Roadmap

Establish Communication with all users

Communicate to: User various approaches
Sponsors Portal Communications Site
Developers Lunch and Learn
Power users Employee or customer
Various lines of business newsletter
Intranet
Infrastructure owners
etc.


Setup a Foundation on Which to Build

Create re-usable:
Building Blocks
Portlets
Release and change
processes
Monitoring Processes
Testing Scripts
Development tools
Coding standards
Code snippets
Templates


Another Way of Looking at it.........
Reusable
Services

It all comes
Together on
The portal
screen

Predefined
Integration
Models


Agenda
Why Governance
The problem


Strategic
Tactical
Operational



Tactical Governance
Center of Excellence
Support Projects

Trained Developers
Form core of project Common roles
For project


Modern portals must let
business users manage the
site. IT cannot be a
roadblock
Create content
Create pages
Preview in Stage
Create collaborative content
Blogs
Wikis
Change Theme


Agenda
Why Governance
The problem


Strategic
Tactical
Operational



RACI – Portal Operations


RACI – Business Administration

In some cases this is a radical shift.
Business Users have to contribute.

For the full spreadsheet, email me: michael.porter@perficient.com

Agenda
Why Governance
The problem


Strategic
Tactical
Operational



Evolution of the Portal Demands Constant
Feedback
1. Meetings with the business
2. Feedback Portlet
3. Idea Jam
4. Metrics
a. CoreMetrics
b. Omniture
c. WebTrends
5.User Testing
a. Before launch
b. After launch
6.Competitor Analysis


Definition of Your Next Move Involves Careful
Prioritization

1. What is the business value?
a. How important is it that they get this
new feature?
2.What is the Organizational Readiness?
a. How ready is the business to support
this new feature
b. Remind the business that they are
owners of this site
3. What is the complexity
a. Can a developer do it in a day?
b. In two weeks?
c. In five months?


Thank You
Michael Porter
Principal
Perficient
michael.porter@perficient.com
Blog: http://blogs.perficient.com/portals/
M: 801-310-4669


Legal Disclaimer
© IBM Corporation 2011. All Rights Reserved.

The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind, express or
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IBM software.

References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole
discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities
undertaken by you will result in any specific sales, revenue growth or other results.

IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2, PartnerWorld and Lotusphere are trademarks of International Business Machines Corporation in the United States, other countries, or
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All references to Company A refer to a fictitious company and are used for illustration purposes only.


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