Our purpose is to create brighter lives
for people today and generations to
come
We connect our unique competences
in Life Sciences and Materials Sciences
to create solutions that nourish,
protect and improve performance
Nutrition
Materials
Health
World total 24,500 employees
5,000 employees
Europe
12.500 employees
China
3500 employees
Rest of Asia
1500 employees
Since 2008 it has been mainly
technology driven without
contributing to substantial business
challenges
2008: First launch of SharePoint in DSM
2012: DSM moves to SharePoint 2010
2014: DSM moves SharePoint to the Cloud
DSM Business Information
(responsible for the demand of
IT within DSM) Council requested
IT to run a Proof of Concept to
asses the cloud-readiness of DSM.
Carried out
Proof-ofconcept.
22 May 2013:
Agreement was
reached to move
towards the cloud
Our hosting contract
with HP for the
SharePoint on
premise solution was
due to end
 The on premise setup would increase in costs in the future
 The future release cycle of Microsoft would make it difficult to keep the landscape aligned








Substantial savings of
50% by 2015
Improve the experience and performance
by reducing complexity as the cloud
demands standardization
Modernize our landscape by following Microsoft’s release cycle in
leverage the potential of the
platform’s features and stay competitive
order to
Consequence
A different way of working:
SharePoint standard out-of-the-box
functionality VS DSM’s customizations.
Benefit
Reduce complexity -> improve performance ->
reduce end-user interruption -> Improve
productivity
DSM will follow the release cycle driven by
Microsoft. They determined the path therefore
standardization is key in order to avoid
problems when going to a new release
Creates value for DSM as we adapt faster to the
latest trends and functionalities become
available sooner for our end-user community
without additional effort/costs.
A new agreement between Microsoft and DSM.
Reduce annual costs: Able to leverage the
cloud platform which comes with applications
such as Yammer and Skydrive included.
Without proper ownership at different
levels in the organization the program
would have failed
Program review team
SharePoint Reference group
SharePoint Site collections owners / Hierarchy managers
Executive sponsorship
Taco Wiersma
Business Information Manager DFS
Representing Nutrition cluster
Erik Piso
Business Information Manager
DSM Business Services & Headquarters
Representing SSC & HQ
Dirk Uittenboogaard
Business Information Manager Resins
Representing Materials cluster
Executive business representation
Wil van Es
Sr. Director Global Applications
Project Owner
Piet Dekker
Sr. Director Global End user Managed Services
Sr. Supplier
Marco Jongen
Cluster Manager Collaboration Applications
Sr. Supplier
Michael Kimmijser
Manager Consulting Services at Microsoft
Sr. Supplier
Supplier representation
Empowering the business users
We ask:
 Their contribution by testing our first concept of the
new DSM SharePoint environment in the cloud.
 Their first impressions and experience in order to
improve, within the borders of the standard cloud
platform
 Them to inform the review team (and/or BIM) on their
first experiences with regards to new SharePoint cloud
concept
 Them to validate the migration plan per BG/SU for
which we require their commitment in approaching
the correct stakeholders
 Them to be an ambassador for this project and there
where needed their support in managing the
stakeholders within their groups
 Support on Internal communication / training
Business (12)
Business
Process
Experts
Communications
(6)
Internal
Communication
managers
IT (8)
Business
Consultants
Collaboration
Applications
Hierarchy
Content validation
Reference group
Site collection owners/ Hierarchy managers
Validate all trial migrations for selected site
collection (e.g. organizational site, team site etc)
Validate content migration per site collection
Validate and contribute to the functional blueprint
for SP2013 Online
Validate Site collection specific functional
differences
Project phase 1
2
3
4
5
Performance
User
Adoption
Migration
Security
Managed
Operations
Trial migrations
Kick-off with
reference
group
Demo session
key functional
changes
between 20102013
Collect
feedback and
prepare
functional
blueprint for
RTM
Validate
Inventory site
collections per
BG/SU
PMP 2 to 3
Integrate
approved
blueprint in
migration
setup
Sign-off
Start preparations. with business
Validate
migration plan
Approval RT on
blueprint
Migration
process per
BG/BU
Execute
migration
UAT content
migration
Manual
configuration /
fine tuning
Final check
Preparation for cleansing
Site Collections SP2010
# Site Collections
# Sub Sites
# Gbytes
Intranet Site (87)
Last Modified
Last Accessed
Within last 12 months
70%
Within last 6 months
60%
Within last 3 months
23%
85%
Team Site (846) Within last 12 months
With last 6 months
Within last 3 months
Intranet Site
Team Site
Apps & Portal
Total
87
846
2
935
Last Modified
Last Accessed
We migrated eventually 700 site collections
54%
8981
4459
18
13.458
44%
370
480
3
853
30%
48%
Preparation is crucial
Phase 1:
June 2013 – March 2014
10 Months
Phase 2:
April 2014 – September 2014
6 months
 Stakeholder alignment
 Batch migration (11 batches)
 Site collections analysis
 Infrastructure preparation (security.
performance)
 Design SharePoint Online blueprint
(functionality mapping)
 Data cleansing
 Trial migrations (4x)
 Site collections owner briefing sessions
Phase 3:
October 2014 – December 2014
3 months
 Platform stabilization
 Managed operations
Business per business
Wk 1
Wk 2
Wk 3
Wk 4
Wk 5
Wk 6
Wk 7
Wk 8
Wk 9
Wk 10
Batch 2
Batch 4
Batch 6
Batch 8
Batch 10
DNP
DNP
HO
HO
DBS
DIC
DEC
DFS
DFI
DEP
DR
DYN
DEMS
Wk 11
DS
Batch 1
Batch 3
Batch 5
Batch 7
Batch 9
Batch 11
DBS
DNP
DEP
HO
DBS
DBS
DNP
DIC
DFS
DEC
DFI
DR
DYN
DEMS
DNL
DPP
End to end
Pre-migration
session with
business
Batch migration
by Microsoft
and 1st
validation
Validation by
DSM IT on
quality criteria
and known
pitfalls
Hand-over to
business
owners for
validation
Incremental
update
(weekends)
Bug fixing
& After care
Week 1
Pre-migration
session with
business
Batch migration
by Microsoft
and 1st
validation
Validation by
DSM IT on
quality criteria
and known
pitfalls
Hand-over to
business
owners for
validation
Incremental
update
(weekends)
Bug fixing
& After care
Batch 3
Batch 4
Week 2
IT organization
As-is
To-be
Branding and templates
Custom
Redesign / OOTB
DSM web parts: Advertorial, global links, who is who, sitemap, video player
Custom
OOTB
Full screen flash web part
Custom
Phase-out
Enterprise search (Autonomy)
Custom
Phase-out
DSM Applications: User Portal and Corporate Requirements
Custom
Redesign / OOTB
User Profile additions & write-back to AD
Custom
Phase-out
Page Layouts
Custom
OOTB
Site templates
Custom
OOTB
DSM Content types
Custom
OOTB
Content type distribution
Custom
OOTB
Project template
Custom
Redesign / OOTB
Mail to library
Custom
Phase-out
Meeting workspace
Standard
Redesign / OOTB
Using Office365 while rolling it out
SharePoint Online – migration dashboard
SharePoint Online – Training & Learning Center
SharePoint virtual reference group on Yammer Enterprise
• Approach
• Differentiate to target groups / scenarios (easy, complex, etc…)
• Define scope E2E from the start completely
• Prepare, test better to set realistic expectations & reduce
assumptions
• Agile approach might have been better then PMP
• Prevent accumulation of risks e.g. by scoping out
• Do complex things first
• Communication
• Remains difficult, for some too little, for some too much
• Yammer worked very well
• Owner dashboard worked very well, should have been push
mechanism
• Reference Group worked very well, could have been more complete
• More centralized control on communication would have been
better
• Team
• Commitment and drive was very well
• Team showed courage, was necessary sometimes to take a risk
• War room worked very well, should have been there earlier
• Be more critical on resourcing (maturity, knowledge, experience)
• Resource commitments should have been “harder”
• Solutions Architect/SPOC-role should have been there also for
GEMS
• Daily stand up worked well
• Governance
• Only one project director, prevent changes
• Be more critical on PD to assign (maturity & domain affinity)
• Active management involvement helped a lot
• 3 Sr. User worked well, assignment/role should have been more
explicit
• Requirement Management
• Requirements in the cloud don’t always make sense (adjust to
standard)
• Agreements and expectations on quality should have been aligned
better
• Timing/planning
• Don’t plan in holiday
• Don’t plan in quarterly closure
• Don’t plan too much projects using similar resources (EDM, Vanilla,
…)
• Impact of project was underestimated
• Time pressure was too high (less quality, delivery & being in
control)
• Supplier management
• Start as partners, not in customer–supplier relation
• Microsoft & Project Team
• Project Team & BG’s
• DSM should require proof from supplier to underpin statements
• Quality management
• Performance should have been addressed more strictly
• Testing should have been mandatory rather than voluntary
Different team setup with business responsibility
The SharePoint Council
Scenario thinking / ACM
A shift towards business consultancy
2015
• Team in 2013
Architect
• SharePoint solution
• designers
Yammer Specialist
SocialConsultants
Collaboration
• ECM
Consultant
• 20%
Female / 80% Male
Change
Management
• 3
nationalities
expertise
• 4
different locations
• across
ECM Consultant
the world
• Design/UX Consultant
• 40% Female / 60% Male
• 5 nationalities
• 6 different locations
across the world
• Dedicated Business
responsibility
Collaboration with Speed: a strategic driver in DSM
HR
Marketing &
Sales
Manufacturing
& Supply chain
IT
Communication
Objectives 2015
1. Create an awareness campaign on the Collaboration tools at DSM  Foundation to trigger change
1.Clarify and communicate purpose of Collaboration tools in general (Email, intranet, live meeting /OCS, Team site, Yammer, One Drive …)
2.Define specific awareness campaign
2. Create a solution Portfolio  Making Change specific by embedding the usage of tools in the business way of
working
1.Identify, and prioritize business use case ( collaborating as a management team, collaborating with external partners, leading a virtual
team ,…)
2.Pilot successfully at least 2 of the scenarios (template, promotion material, training material,…)
3. Increase the maturity of the organization  Creating, evolving the structure enabling and facilitating the change
1.Create enlarge train and manage a network of digital workplace key users
2.Align the IT organization in order to support user adoption and network of key users
by focusing on
business scenarios
Effective Meetings
Project Collaboration
Focus on awareness and solving business problems
Q1/Q2
Q2/Q3
•
•
•
•
•
•
•
•
Initial Workshop with COLA to set up
program
Set up Initiative program plan
Assess program capabilities
Set up Program Governance Structure &
Roles  HOW
Run 8 SP council interviews  WHY
Run 10 interviews with users of 2 scenarios
 Effective Meetings & Project
Collaboration
Deliver 2 detailed scenarios (context,
behaviour, tool, demo script)
Set up trainingsessions for Core team
Show scenarios in future state to Core team
Q4/Q1
Continuously Adjust Program
Set up Program
•
Q3/Q4
Awareness
Campaigns
•
•
•
•
•
Drive awareness sessions at 35 sites
Intensify virtual SP reference group
Train, demo to SP council members
Core Team identify key users in their
assigned Sites
Motivate role owners to take actions
Create Solution
Portfolio
•
•
•
Drive 8 pilots “Effective Meetings” scenario at
SP council member meetings
Drive 3 pilots “Project Team Collaboration”
Scenario
Enlarge key user group
Mature
the
organisation
Yammer Enterprise
Engagement
Yammer connects people to each
other and to the information they
need so that employees can
quickly find experts, get answers,
and accomplish more.
Collaboration
Yammer’s open approach to team
collaboration enables business
leaders to easily follow the
progress of key projects and adapt
priorities to meet the changing
needs of employees, partners and
customers.
Innovate and grow
By breaking down communication
barriers, Yammer makes it easier
for creativity to grow and flourish
and allows the best ideas surface
across your organization.
YamJams:
short, effective and big impact








http://myignite.microsoft.com