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1
Intranet Global Forum
Oct. 23, 2015
2
About
 Tri-State Generation and Transmission
Association, Inc.
 Wholesale electric power supplier owned by 44
electric...
3
About
 Nicole Carlson, Employee Communications
Manager
 More than 10 years experience in corporate
communications
 Ba...
4
Project background
 Intranet redesign and platform
change/upgrade
 Some departments using
SharePoint 2007
 No audit p...
5
Project goals
6
Project goals
 Design site that reflects needs of employees
 Involve and engage diverse workforce
 Representation of ...
7
Project goals
 Replace outdated content + improve content
ownership and accountability through publicizing
of content c...
8
“You don’t know where you’re
going until you know where
you’ve been.”
–English proverb
9
Prepare and assess
 Benchmarking + research
 Developed business case + strategy
 Business need + objectives + project...
10
Prepare and assess
 Conducted workshops + focus groups
 Sent out surveys + analyzed results
 Developed multi-year ro...
11
Plan
 Requirements
 Platform
selection
 Vendor selection
 Project plan
 Project site
 Project team
12
The meat and potatoes
13
Design + Build
 Information architecture
14
Design + Build
 Department meetings + content audits
 Design
 Processes and procedures
15
Design + Build
 Grid Gurus
 Branding
 Key stakeholder
involvement
 Employee
involvement
16
Ready, set . . . Go!
17
Launch
18
Launch
 Redesigned
home page
19
Launch
 New
department
pages include
standardized
templates and
many new
features
20
Launch
 Old corporate
communications
21
Launch
 Rebranded corporate
communications
22
Launch
 Introduction to The Grid
23
Launch
 Communication plan
24
Launch
 Launch-day breakfast for the help desk +
stickers for Grid Gurus and employees
25
Launch
 Using our external Power
Works for You campaign
+ stickers and posters to
promote The Grid launch
26
Launch
 Continued
education,
training and
communication
 Communication
plan includes
year of follow-up
communication
...
27
Treat each employee as
a key stakeholder
28
Engagement + Adoption
 Began adoption +
engagement efforts early
 Project introduction and
updates, ambassador
progra...
29
Engagement + Adoption
 User experience testing
 Heat maps
 Tree testing
 Polls + surveys
30
Engagement + Adoption
 Beta
 Three-month period
 200 users
31
Engagement + Adoption
 Sneak peek (soft launch)
 One week prior to launch
 New and old sites simultaneously
 Traini...
32
Building trust + recognition
+ taking time for fun
33
High-performing project team
 Fun
 Happy hours
 Team-building events
 Recognition for job well done
 Provide adequ...
34
When the going gets
tough . . .
35
Obstacles and challenges
 New leadership (CTO and CEO) mid-project
 Introducing new concepts to employees
(metadata, ...
36
Obstacles and challenges
 Internal resources had limited knowledge of
SharePoint 2013
 Unavailability of training tea...
37
. . . keep going.
38
Celebrate successes
 Good support for employee communications
taking on ownership of site
 Already established + stro...
39
Measure successes
 Lessons Learned
 Launch garnered project team Ragan PR Daily’s
2015 Best Website Launch
40
Measure successes
 Metrics
 Launch
 Post-launch
41
Key takeaways
 Take adequate time for planning
 Lessons learned are not just for project end
 Don’t be afraid to end...
42
Questions
Twitter: @nicjoy
Email: ncarlson@tristategt.org
43
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Tri-State Generation and Transmission Intranet Case Study oct 2015

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Tri-State Generation and Transmission Intranet Case Study from the Intranet Global Forum, Oct 2015

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Tri-State Generation and Transmission Intranet Case Study oct 2015

  1. 1. 1 Intranet Global Forum Oct. 23, 2015
  2. 2. 2 About  Tri-State Generation and Transmission Association, Inc.  Wholesale electric power supplier owned by 44 electric cooperative across Colorado, Nebraska, New Mexico and Wyoming.  Headquartered in Denver, Colo., employs more than 1,500 people at 37-plus sites.  Employees range from power-plant operators to linemen to knowledge workers.
  3. 3. 3 About  Nicole Carlson, Employee Communications Manager  More than 10 years experience in corporate communications  Background in journalism, administrative studies and project management  Served as project manager, intranet owner and intranet SME  Twitter: @nicjoy
  4. 4. 4 Project background  Intranet redesign and platform change/upgrade  Some departments using SharePoint 2007  No audit processes for content or formal ownership + active management of department sites  No formal design standards or content organization  Not all departments represented
  5. 5. 5 Project goals
  6. 6. 6 Project goals  Design site that reflects needs of employees  Involve and engage diverse workforce  Representation of all departments + locations  One platform + updated/modern design  Improved method for displaying and distributing corporate news  Process automation  Personalized content on the home page that is generated from enterprise applications  Active management by site owner
  7. 7. 7 Project goals  Replace outdated content + improve content ownership and accountability through publicizing of content coordinators  Deploy content categorization processes  Analytics and implement reporting schedule  Improve knowledge sharing + reduce silos  Addition of search  Improve employee directory  User-generated content published to home page + targeted locations
  8. 8. 8 “You don’t know where you’re going until you know where you’ve been.” –English proverb
  9. 9. 9 Prepare and assess  Benchmarking + research  Developed business case + strategy  Business need + objectives + project-success criteria  Analysis of current intranet  Determined intranet owner  Wrote charter + gained approval  Analysis of employee base and culture  Change readiness assessment
  10. 10. 10 Prepare and assess  Conducted workshops + focus groups  Sent out surveys + analyzed results  Developed multi-year roadmap  Created communication plan (it’s never too early)
  11. 11. 11 Plan  Requirements  Platform selection  Vendor selection  Project plan  Project site  Project team
  12. 12. 12 The meat and potatoes
  13. 13. 13 Design + Build  Information architecture
  14. 14. 14 Design + Build  Department meetings + content audits  Design  Processes and procedures
  15. 15. 15 Design + Build  Grid Gurus  Branding  Key stakeholder involvement  Employee involvement
  16. 16. 16 Ready, set . . . Go!
  17. 17. 17 Launch
  18. 18. 18 Launch  Redesigned home page
  19. 19. 19 Launch  New department pages include standardized templates and many new features
  20. 20. 20 Launch  Old corporate communications
  21. 21. 21 Launch  Rebranded corporate communications
  22. 22. 22 Launch  Introduction to The Grid
  23. 23. 23 Launch  Communication plan
  24. 24. 24 Launch  Launch-day breakfast for the help desk + stickers for Grid Gurus and employees
  25. 25. 25 Launch  Using our external Power Works for You campaign + stickers and posters to promote The Grid launch
  26. 26. 26 Launch  Continued education, training and communication  Communication plan includes year of follow-up communication and trainings
  27. 27. 27 Treat each employee as a key stakeholder
  28. 28. 28 Engagement + Adoption  Began adoption + engagement efforts early  Project introduction and updates, ambassador program, naming contest
  29. 29. 29 Engagement + Adoption  User experience testing  Heat maps  Tree testing  Polls + surveys
  30. 30. 30 Engagement + Adoption  Beta  Three-month period  200 users
  31. 31. 31 Engagement + Adoption  Sneak peek (soft launch)  One week prior to launch  New and old sites simultaneously  Trainings  Began launch communication
  32. 32. 32 Building trust + recognition + taking time for fun
  33. 33. 33 High-performing project team  Fun  Happy hours  Team-building events  Recognition for job well done  Provide adequate time for group development  Forming, storming, norming, performing  Trusting each other to make decisions
  34. 34. 34 When the going gets tough . . .
  35. 35. 35 Obstacles and challenges  New leadership (CTO and CEO) mid-project  Introducing new concepts to employees (metadata, content types)  Introducing new platform  Location and differences in job functions of employees  Many non-computer users  No real previous intranet ownership  Ended early relationship with contractors
  36. 36. 36 Obstacles and challenges  Internal resources had limited knowledge of SharePoint 2013  Unavailability of training team  Project team took on creation of all training content  Expectations were high for project + project team based on previous project successes  Budget constraints
  37. 37. 37 . . . keep going.
  38. 38. 38 Celebrate successes  Good support for employee communications taking on ownership of site  Already established + strong internal communication platform  Change readiness assessment results  Strong project communication plan  Grid Gurus  Beta + soft launch
  39. 39. 39 Measure successes  Lessons Learned  Launch garnered project team Ragan PR Daily’s 2015 Best Website Launch
  40. 40. 40 Measure successes  Metrics  Launch  Post-launch
  41. 41. 41 Key takeaways  Take adequate time for planning  Lessons learned are not just for project end  Don’t be afraid to end relationship with contractors  Empowering users works  Be upfront and honest about expectations  COMMUNICATE, COMMUNICATE, COMMUNICATE  Take time for fun and recognition  Thank your users + recognize it’s a big change  Don’t reinvent the wheel, but also recognize where your culture doesn’t fit what others have done
  42. 42. 42 Questions Twitter: @nicjoy Email: ncarlson@tristategt.org
  43. 43. 43

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