1

SharePoint functionality:

To Build or to Buy?

Let's ask Pareto!

André Krijnen@AndreKrijnen

Femke Goedhart@FemkeGoedhart

3

Introductions…

@AndreKrijnen

@FemkeGoedhart

BUY OR BUILD...?Don’t reinvent the wheel...

4

OR BUY AND BUILD...?

5

6

7

8

“Recent research report on SharePoint found that 60% of SharePoint projects are stalled, struggling or failing”

AIIM

9

Reasons for failure…

• Complex

• Development isn’t easy

• Not a clear positioning against other software

• Unfamiliarity / Lack in knowledge

• Unrealistic expectations

• No long-term governance

• And…

10

11

“A solution without a problem….”

12

13

“….CRM ……

custom relations”

“…..track leads

and orders….”

“….Quality

process….”“….share

project

documents….”

GETTING TO THE NEXT LEVEL…

14

Build?

Buy?

or

Vanilla?

15

Only 18% of implementations are out-of-the-box or plain vanilla, although 40% have only “limited customization”

AIIM

16

Build versus bought

17

Build versus bought

18

Cu

sto

miz

atio

n o

r A

dd

-on

19

20% customization

is

80% of the work!

SO HOW DO YOU DECIDE?

20

Start with a problem

21

“….Quality

process….”

22

Constraints!

Three steps:

23

Objectify

Rationalize

Generalize

1. OBJECTIFYBreaking it down…

24

25

Document Mgt

Workflow

•Approval cycles

•Rejection procedure

•….

Governance

•Versioning

•Retention

•Archiving

•…

Non conformity

Registration

•Logging

•Assigning

•Overdue reporting

•….

….

AuditingReporting

•….

What do they mean with Quality Control?

2. RATIONALIZEIs it really the best way?....

26

Is automation always the answer…?

27

Photo credit

3. GENERALIZEDo we need to reinvent the wheel….

28

Are we really so unique?

29

THE FOURTH STEP...

30

31

Constraints!

32

? Request

33

? Request

Objectify

34

? Request

Objectify

Rationalize

35

? Request

Objectify

Rationalize

Generalize

36

Generalize

3 years

3 Months 3 Months3 Months

REQUIREMENTS GATHERING

37

Techniques

• Interviews

• Focus groups

• Observation

• Document studies

• RFP Documents

• Workshops

• Questionnaires

• Incident & compliance systems

• Subject Matter Experts

• Market research

• Review of current systems

• ….

38

Ask,

Listen,

Watch!

Methods for specification & prioritization

• STARR

• 5* Why - Iterative question asking

• SMART

• MoSCoW

• Eisenhower decision matrix

39

STARR Method

Situation

Task

Activities

Results

Reflection

40

5 Why’s

Why?

Why?

Why?

Why?

Why?

41

SMART

• Specific• What? Why? Who? Where? Which?

• Measurable• How much? How many? Is it quantifiable?

• Attainable• Can it be achieved with the resources & facilities available?

• Relevant• Does it relate to the project vision & scope?

• Timely• Can I set a date to it?

42

MoSCoW

Must

Should

Could

Would

43

Eisenhower decision matrix

44

URGENT NOT URGENT

IMPORTANT

NOT IMPORTANT

Eisenhower decision matrix

45

URGENT NOT URGENT

IMPORTANT MUST! SHOULD

NOT IMPORTANT COULDWOULD

(Nice to Have)

46

20% of your functionality

Will cover

80% of what your users need!

THE REALITY…

47

The case

• Production company

• 300 users

• Quality Online (IBM Domino)

• Microsoft

49

• Building everything

• Limited time frame

• Limited budget

50

Personal story

Eisenhower decision matrix

51

URGENT NOT URGENT

IMPORTANT

DMSWorkflowsUsable UIVersioning

Integration w/ Office

Email TemplatesLogging

NOT IMPORTANTNon-conformities

Auditing Risk Management

Option: Buy or build

• Interface

• Extensibility

• Quality

• Cost

• Information

52

The SharePoint market

• $6.44 billion worth

• Apps and applications (solutions)

53

55

20% of your budget

Will pay for

80% of your functionality!

56

57

58

59

Don’t worry developers

60

80% of features are standard

available

20% of the time development

is needed

What to build

• Workflows

61

62

20% of your code

contains

80% of the bugs!

Hofstadter’s law

63

“It always takes longer then you

expect. Even when you take

Hofstadter’s law into account.”

LETS GET BACK TO THE BEGINNING…

65

Pareto Principle

66

80% of the effects come

from 20% of the causes

MANAGE EXPECTATIONS

67

Expectation gap

68

Time —>

Expectation

gap

69

Time —>

Expectation

gap

contact pointcontact point

Cost of rework

• In requirements phase = *1

• In development phase = *2-3

• In production = *100

70

1x 2-3x 100x

Boehm 1981; Grady 1999; Haskins 2004

71

Project

the vision,

manage

the pieces

AFTERTHOUGHTSRemember Hofstadter….?

72

73

Questions?