Information Governance Methodology

FKOM 07 Portal Governance

A Portal Governance Approach

© SAP AG 2007, Title / First Name Last Name / 2

Before We Start

Make sure the audience understands you only show examples but not a ready to use methodology. So it's key you make them see that governance is huge: processes, standards, alignment, people change, virtual organization, measures, statistics, rules, responsibilities, guidelines, structures, sponsorship, ...... And so on.

Dirk Dobiéy

This is not a technical application of Portal Governance.

It is a preview of a framework to which organizations can use tostart their governance process.

01 Definitition of Portal Governance

02 Why Do We Need Governance03 Starting the Governance Process04 What Needs to be Governed05 How is it to be Governed06 How Do We Grow Governance07 How Do We Enforce Governance08 How Do We Measure Its Success


Portal governance defines the appropriate structure, roles/ responsibilities and processes that support efficient decision making for managing your portal infrastructure and publishing new assets

Portal Governance – Definition


Portal Governance Approaches

Governance takes place on two levels – strategic direction setting

and tactical execution – and involves management, operational, and

technical disciplines

01 Portal Governance Definition02 Why Do We Need Governance03 Starting the Governance Process04 What Needs to be governed05 How is it to be Governed06 How Do We Grow Governance07 How Do We Enforce Governance08 How Do We Measure Its Success

FKOM 07 Portal Governance


Why Do We Need Governance?

Portals aggregate a broad spectrum of content, applications, andservices that are owned and managed by a variety of groups.

For this reason, conflicting requirements from different stakeholder groups are a given.

In addition, the proliferation of multiple stakeholder groups leads to “organic” portal development.

Different groups will take ownership of various sub-components of the portal and develop them to suit their own needs with little coordination or regard for how this will affect other groups.

In short, without portal governance guiding processes, developing policies and procedures, and maintaining authority, portal projects risk absolute failure


Motivation and Objectives for Portal Governance

Content Reliability Ensure that content within Portal is trustworthy and consistent.

Content Completeness &

RelevanceGuarantee that information is complete but does not overload theuser.

Process Efficiency Manage the content life cycle efficiently.

Content Freshness Ensure the information offerings are up-to-date.

The motivation behind Portal governance is to provide employees with reliable, relevant and fresh information via Portal.

End-UserExperience

Make Portal the preferred entry point to information and a great tool to work with.

01 What is Portal Governance02 Why Do We Need Governance03 Starting the Governance Process

04 What Needs to be Governed05 How is it to be Governed06 How Do We Grow Governance07 How Do We Enforce Governance08 How Do We Measure Its Success

Have an Executive Sponsor or Recruit One

Involvement of key stakeholders

When Should the Process Start?

Executive Steering Committee



Early and effective portal governance is crucial. Implement portal governance properly, and you are well on your way to helping ensure your portal investment will deliver on its promise.

Ignore or under-appreciate governance, and your portal investments could be in jeopardy. Yes, this may sound dramatic. In our experience it is true.

Designing process – the processes need to be in place before the technical governance. Have people in place for legacy systems deciding what to move, what is important. People and process should be in place before technical implementation.






"Without a sponsor, the project will die," says Mike Yonker, CFO of In Focus Systems Inc.,

What They DoInvolvement of key stakeholders

Why Executive Sponsorship


Why Do We Need Executive Involvement

Because based on current successes, without Executive visibility and leadership, the portal projects are inclined to fail. They help…

To Provide Vision to the project from a Corporate levelTo give project credibilityTo help facilitate buy-in from other LOB’sAddress cultural processBusiness changeRemove barriers; Leverage enterprise-wide resources; Act as chief evangelistTo Work with – external third parties as well as – internal stakeholders to expedite and resolve issues that require the highest executive level

involvement such as contract amendments. – The Executive Sponsor will participate on the Executive Steering Committee and will be a

project champion and promote the visibility and credibility of the project.

What If…

You don’t have executive sponsorship?


Get Executive Sponsorship…

Here is the hard part. How do you influence someone who is above you in the organizational pecking order?

The answer lies in what comes before the critical moment when you require the services of your executive resource.

How have you positioned the change initiative with the executive? How have you positioned your relationship with the executive? What are your channels of communication? In other words, how many preparatory deposits have you made in the relationship account so that when a withdrawal is necessary you are covered?







Executive Steering Committee…

Made up of primary stake holders in the success of the portal.– Should be cross-functional with key business executive involvement

Should be formed as early in the envisioning and planning of the deployment as possible. To participate in the discovery process for identifying and prioritizing the key applications to deploy.This executive meets occasionally to review the portal strategy and status of high-level issues. – The primary objective for this team is to ensure that the strategy aligns with the key business

imperatives of the organization. – This team might also be involved in reviewing other key IT initiatives as part of a general IT

governance and strategy team.


Involvement of Stakeholders

01 What is Portal Governance02 Why Do We Need Governance03 Starting the Governance Process04 What Needs to be Governed05 How is it to be Governed06 How Do We Grow Governance07 How Do We Enforce Governance08 How Do We Measure Its Success


Portal Governance at SAP: What’s part of it?

One single Corporate Portal as a global and individual access point to information, collaboration and application services

Make the Master ListTurn It Into a Project Plan

Define Governance Deliverables – Example Roles


Why Roles…?

Roles built in the portal represent ‘what people do’, thus enable the content they will have access to.

Controlling the development of roles through governance automatically advocates governance for everything which makes up a role.

Having a baseline role development strategy, makes the process of implementing governance speedier and easier.

Portal Roles are a classification of portal users!

Portal Roles do not provide any portal content but dictate the content to be displayed and used!

Portal Roles are based on company structures instead of user specific tasks.


List Processes, Task and Objects for each…

heads start fyi as follow s

IA and roles : w w 44 scope as heads start for both - w w 26 handoffbiz packages: pankaj and leland starting w w 23content head start - check w ith brian

proposed lead larry bob/rus Kyle Vineet

(include ktbr in team) (include ktbr-COG in team) (include ktbr in team)

deliverables establish EP governance WW seqroles governance defined (6 processes ) LOE ww seq

content governance defined ( 10 processes) LOE w w seq

biz packages (7 processes) LOE

Bold - detailed deliverables

identify if existing governance in place (as is) done 2

process for role naming convention

8 w eeks --> 5 w eeks due to head start n/a

kickoff activity: define naming convention for content

include in content migration process 1

process for determining BPKG need 8 w eeks

black - reitterative tasks for each delierable

establish enterprise portal governance core team w w 27 4a

roundout task: implement naming convention for in f light projects w w 44 gaps

3 w eeks - w ithout CW and MY Finance : TBD n/a

kickoff activity: group process in to standards, policies and processes

question to be asked for each process listed below as its addressed 2

process for determining/selecting BPKG 8 w eeks

create governance charter w w 27 3process for introducing new roles 8 w eeks 2 content publishing process OC reuse - 8 w eeks 3

Process for Importing BPKG 8 w eeks

determine how governance w ill be managed w w 28 1 process for role structure

8 w eeks --> 5 w eeks due to head start 3

metadata process (KM taging, document tagging) 10 w eeks 4

Process for distribution/usage of BPKG 8 w eeks

establish governance sub teams (team leads, team members,roles) w w 28 5

process for employee attributes governance 8 w eeks 4 content creation process OC reuse - 8 w eeks 5

process for BPKG baselining 8 w eeks

guiding principle : w hat determines need for government w w 29 4

process for migration of in f light Roles to 3T strategy governance

8 w eeks --> 5 w eeks due to head start

skeleton stru w orksets governance process

skeleton 4 w eeks -- 2007 4 w eeks to roundout 5a

implement baseline process for in f light projects (catch up

3 w eeks - w ithout CW and

guiding principle: governance enternance criteria w w 29 6 process for w rapper roles 8 w eeks 5 usage rules processes 10 w eeks 6

Process for maintaining/changing 8 w eeks

sub team member r&r (list CAIRO) w w 29 define process scope 4 hours H1 w eb parts library process 10 w eeks 7

process for BPKG archiving 8 w eeks

determine the governance process template to be used by all subteams w w 30 define process steps 3 w eeks H2

content archiving & EOL (delete) process 10 w eeks define process scope 12 hours

identify dependant governance needs w w 30 define line of accountability part of the above H1 page governance process 10 w eeks define process steps 3 w eeks

Work w ith dependant governance ow ners on next steps TBD create a process f low chart 12 hours H2

collaborative application governance 10 w eeks

define line of accountability

part of the above

update enterprise portal operating model w w 31

ratify process w /governance core team 1 w eek 1 content migration process 10 w eeks

create a process f low chart 12 hours

determine policy and standard change control for governance

subset of establish core team document ratif ied process 12 hours define process scope 12 hours ratify process 1 w eek

sub team output: process ongoing ow nership identif ied

noted as a process step for each baseline process 4 hours define process steps 4 w eeks

document ratif ied process 12 hours

sub team output: change control processes in place TBD

communicate process - to teams/PMO 1 w eek define line of accountability part of the above baseline process 4 hours

f inal output: governance guidelines for future projects in place

noted as a process step for each

communication process - to TCM same as above create a process f low chart 1 w eek

communicate process - to teams/PMO 1 w eek

final output: governance guidelines communication modal in place TBD

implement governance methodology 2 w eeks ratify process 1 w eek

communication process - to TCM 1w eek

monitor process for improvement ongoing document ratif ied process

included in process f low

implement governance methodology TBD

sub total process duration 7-8 weeks baseline process 4 hours

monitor process for improvement TBD

communicate process - to teams/PMO 1 w eek

sub total process duration

7-8 weeks

communication process - to TCM same as above

implement governance methodology 2 w eeks

monitor process for improvement TBDsub total process duration 9-10 weeks

Process Identified


Example of Governance Tasks

create naming convention LOE

collect BKMs from other companies ww22

learn the naming convention in place for rev1 IA (if) ww21

get BAO common list of roles ww22

identify which data elements in portal role name (~120 positions) need to be governed ww23

create a pattern for initial scope ww23

determine who owns naming convention ww23


Tasks – Processes and Responsibilities

Each Deliverable has two elements:TasksProcesses

ProcessesA process was needed to enforce the criteria setSometimes a process needed to be identified to develop the criteria

TasksHad Deadlines

ResponsibilitiesWho was responsible for achieving the resultsGroup responsible for defining the process and/or criteria


Project Plan with Due Dates and Responsible Owners

ID Task Name WW Duration Start

1 ESP Enterprise Portal 245 day Mon 6

2 Governance 245 day Mon 6

3 Establish Foundation ww27- 40 day Mon 6

4 Identify Governance "A don 1 day Mon

5 Establish Core team ww2 5 day Mon

6 Create Governance cha ww2 5 day Mon

7 Determine how Govern ww2 5 day Mon

8 Establish Governance S ww2 5 day Mon

9 Define sub team memb ww2 5 day Mon

10 Define guiding principle ww29- 10 da Mon

Method of and Who does the Governance?

Centralized GovernanceDecentralizedRepresentative Roles and Responsibilities

How and Who does the Governance?


Centralized Governance Model

Governance models traditionally fall into the category of centralized– In a centralized approach, a small team of employees that have the skills and

knowledge needed, both technical and business, are in charge of managing the portal. This centralized team is responsible for gathering the requirements from allpotential portal users and building the portal to suit these stakeholder’s needs.

– By keeping the process centralized, it is only necessary to train a small team on the various functionalities of the portal software.

– Therefore, decision-making becomes easier and more uniform, clear accountability and authority exists, and costs can be kept lower.

– However, there are several drawbacks to this approach as well. One major drawback in many smaller organizations is that it may be infeasible to solely dedicate resources with the necessary skills to maintain and enhance the portal.

– In addition, a centralized approach may slow development and add a bottleneck as the small staff cannot keep up with requests from stakeholders.

– Furthermore, a centralized team may not contain the breadth of knowledgenecessary to truly personalize a portal for an organization of diverse stakeholders and business areas.


Decentralized

A Decentralized ApproachThough inherently more complex, – better suits the needs of many organizations. – The decentralized approach gives business units more flexibility by putting portal

capabilities such as content management and portlet development directly under their control.

– The decentralized approach takes advantage of the portal’s natural capacity to serve multiple types of users, allowing these various stakeholder groups to build the portal to suit their own needs.

– With these benefits, however, come the risks that a decentralized governance model is much more difficult to manage and may result in inconsistent decision-making and development.

– In addition, a decentralized approach requires a cultural change in most organizations, with new portal-related responsibilities falling on the shoulders of already busy existing employees.


Representative

Another option is a Representative of the two approachesknown as the Loose-Tight Governance model. – In this scenario, a small team of dedicated resources maintain administrative

responsibilities over the portal and are responsible for portal governance and the publication of policies and procedures.

– In addition, these dedicated resources are responsible for training stakeholder groups and “marketing” the portal to them.

– In the Loose-Tight scenario, this small team of dedicated resources allows a centralized portal team to set guidelines that ensure the portal is effectively developed and deployed.

– At the same time, it will provide stakeholder groups and end users with the capabilities and guidance necessary to personalize the portal to suit their own needs and interests, but in a manner that is deliberate and beneficial to the entire portal audience.


There are three primary governance models: decentralized, representative and centralized. There’s no one governance model that fits all.

More “command and control” —centrally oriented decision making processes and power structure. Central body makes the decisions related to areas such as standards, functionality, funding and hosting.Information flows from central body to lines of business.

Governance body or bodies consist of business representatives from across lines of business.Central body is responsible for decisions related to creating a unified image, branding etc.; some degree of standardization implemented to achieve consistency and economies of scale.Central body may provide some high-level decisions relating to the flow of information and funding, but most substantive content/functionality decisions are made at the line of business level.Information flows mostly between units and corporate, not between units

CentralizedRepresentative

Central body does not exist or has minimal decision making authority. Only responsible for overseeing top-level site and providing basic navigational links to lines of business.Each line of business is responsible for their own eBusiness/portal governance strategy and structure.Almost no information flow or interaction between the autonomous units.

Decentralized

Portal Governance Models

SAP‘s choice:


SAP’s Model

Decentralized Centralized

PortalLead

incl. information governance

BusinessRole Owner

ContentArea Manager

Publisher

Author

CollaborationManager

CollaborationRoom Member

Room Lead

End-User

Portal Governance Lead

Role Manager KM Consultant CollaborationCoordinator

Professional Community

Technical Role Owner (TRO)


SAP best practice example

Org Chart Layout

How Portal Org Fits into Company Org Chart


Org Chart GovernanceExecutive Steering

Committee

LOB A LOB BPortal Lead

LOB CPortal Lead

LOB APortal Lead

LOB APortal Lead

LOB APortal Lead

Content Area Manager

Business Role Owner

Collaboration Manager

BRO

BRO

BRO

CAM

BRO

COLL

CAM

BRO

COLL

CAM

BRO

COLL

BRO

BRO

BRO

Technical Role Owner






Role Manager

Role Manager

Role Manager

Role Manager

Role Manager Content Area Manager

Business Role Owner

COLL

The roles expressed are not an indication of head count. The number of roles and types will be determined by the complexity of the organization and the work load.


SAP Portal Governance Org Chart











Process Flow


Process Flow

LOB Governance FlowEn

d U

ser

Por

tal L

ead

Busi

ness

Rol

e O

wne

rR

ole

Man

ager

Tech

nica

l Rol

e O

wne

rG

over

nanc

e Ba

ord

Gets Input from End-User on an ongoing basis

Interacts with managers/user for

Role requests

Role Content fits into

Governance Model?

Yes

Technically Feasible w/in Governance?

Yes

Implements Request

Updates Change Managerment

Receives input from BRO

Communicates to PLValid Reques?

No

Yes

Implement Reques?

Evaluates

No

Valid Request?

Yes

Implement Request?

Terminate RequestNo No Terminate

RequestAcknowledges Confirmation

Works with TRO for Details

Implements Change

Receives Details

Communicates / Trains end-users /

feedback

NoNo

Introduction01 What is Portal Governance02 Why Do We Need Governance03 Starting the Governance Process04 What Needs to be governed05 How is it to be Governed06 How Do We Grow Governance07 How Do We Enforce Governance08 How Do We Measure Its Success


What Do We Mean?

Being able to encourage other LOB’s to join the portal and take ownership of their content. To be a partner along with the otherLOB’s to encourage the best information possible to the users.

Cannot Mandate Even if participation is mandatory– In some instances, the enterprise will announce the ‘new’ portal and

participation is not an option, this is the ‘new’ company way.

Encouragement to participate is still necessaryLOB’s need to take ownership of their contentLOB’s need to not only govern their LOB, but help govern the entire portal for the everyone’s benefit.


Communication approach

BU / LoB CommunicationEditors / Pilot

UsersCorporate Portal

End Users

Corporate Portal team

Inside-out communication with one voiceClose cooperation with SAP Global CommunicationsLine of Business specific and regional communication done by local teams with support and guidelines from the Corporate Portal team

Communication tools / means includeProgram newsletters (mail)Surveys for pilot usersRegular updates (Board updates, SAP News publication, mail, broadcast,…)

For general availability in October 05, message was reinforced by a communication sent from CEO to all employees / users in each region according to the go-live schedule

Given the duration of the Program, a deliberate decision not to involve too big user groups too early


Platform for joint decision making: Focus Groups

Focus Groups have been established to drive topics of cross-functional interest that need detailed expert knowledge and special dedication.

Drive innovation and changeBest practice exchangeCreate portal-related concepts, standards & guidelinesAlign on topics of cross-functional interestPreparation for decision making

End-user orientation& Usability(incl. Design & Navigation)

KnowledgeManagement

(incl. Collaboration, Search & Content

Management)

Focus Groups: Link between PSC and Central Team:

Overview of focus groups in 2006:

Company & My Work

Portfolio

Self Services


Business Integration overview

Business Integration contact for project durationStandards & guidelines for content migration & role set-upContent download / archiving tool for SAPNet contentTechnical role set-up & provision of function descriptionTraining materialsConsult on content structuring2nd level support

Local Unit / BU level project managementLocal / business unit communicationLocal / business unit SAPNet content analysis & clean upManual content migrationTesting & RolloutCoordination of resources providing content within country / business unitBusiness ownership related for defined backend-roles

Roles & responsibilities

Corporate Portal Team Country / Business unit

Business & usability driven approach


Your Way to Portal Governance

Definition Mobilization Integration Maintenance

Assign Portal Lead (PL)Define content scope

Information/ applicationRoles

Appoint Business Role Owner (BRO) per roleDefine Content AreasAssign Content Area Manager (CAM)

BRO and CAM info sessionsCreation of role blue print(s)Structuring of existing and new contentAssign Content Publisher

Preparation of SAPNet transition

Content Publisher trainingsRole availabilityCreation of new or updated content

Transition of existing SAPNet content

Maintain portal governance (e.g. change of CAM)Content maintenance & improvementRole maintenance & improvement

SAPN

et

Tran

sitio

nPo

rtal

gov

erna

nce

How to grow Governance slideThis is how we did it in SAP

Introduction01 What is Portal Governance02 Why Do We Need Governance03 Starting the Governance Process04 What Needs to be governed05 How is it to be Governed06 How Do We Grow Governance07 How Do We Enforce Governance08 How Do We Measure Its Success


Office of the CEO: Pilot Enforcement

Assignment Verification Communication Reduction Maintenance

Portal Governance Enforcement Methodology:

Review of existing governance set up with board member / board assistants

Assign accountability

Verify with assigned individuals

Adjust assignments

Board area updateCommunicate change to end-users

Collect information on content publishing effort

Evaluate publishing community reduction

Evaluate shared services potential

Roll-out improved publishing model

Manage change within each board area

Place here link to org publisher

Task finished for Office of the CEO

Currently in progress within Office of the CEO


Accountability - Transparency

Goals Set Are PublicPortal Governance Board Sets goals.The goals are published globally to All Portal LeadsAccomplishments are Published Publicly – With Executive and Executive Steering Committee Visibility

Accountability is mandatory with Portal Board and and Executive SponsorThe portal sheriff dashboard– excel sheet to put in things which do not conform to policy.


Portal Governance: Publishing Centralization

Target to reduce amount of publishers to 700 (equals a publisher/employee ratio of 1/53**)

Overall, the number of Content Publishers has been reduced by 74%

700

32

11

128

220***

118

152

33

6

~Target

37 168

1 741

564

6 807

11 776

6 249

8 106

1 641

284

# of Employees in

LoB

1 / 55

1 / 290

1 / 141

1 / 34

1 / 588

1 / 112

1 / 27

1 / 18

1 / 47

Current Publisher /

Employee Ratio

673*1 4872 869Total SAP

6296602*HR, Processes & Production

4°133310Finance & Administration

200*325400*Global Service & Support

2069100*Field Services

56220450*Sales & Marketing

291318853Product & Technology Group

9066120*Research & Breakthrough Innovation

64187Office of the CEO

# of Publishers12/06

# of Publishers according to survey 03/06

# of Publishers

01/06Line of Business

*approximates **assigned individuals, not FTE! *** Field Services promotes moderated communities, set-up in progress° F&A central publishing services team starting January 2007

Centralized Publishing Teams

F&A in preparation, starting January '07GSS shared services pilot in preparation

Office of CEO establishedHRPP established



Content quality improvement initiative

Status update – Improvement Solution Ratio – cutoff date: 05.07.06

284

31

66

10

10

0

62

16

10

18

0

0

61

Total June

n/a0%11Collaboration

7%

0%

0%

26%

0%

0%

21%

0%

0%

17%

n/a

29%

Solution Ratio / Status 1st month

280

6

17

23

26

11

38

62

61

18

0

7

Total May

Total per Category

n/aHR, Processes & Production

n/aFinance & Administration

n/aGlobal Service & Support

n/aField Services

n/aSales & Marketing

n/aProduct & Technology Group

n/aResearch & Breakthrough Innovation

n/aOffice of the CEO

Workspaces

n/aEmployee Services

n/aPortfolio

n/aCompany

Solution Ratio / Status1st monthCross-Role Entries

1 month >25% 25%-15% <14%

2 months >50% 50%-40% <40%

3 months >75% 75%-65% <65%

4 months 100% 99%-90% <90%

Legend:

Solution-Ratio after:

Introduction01 What is Portal Governance02 Why Do We Need Governance03 Starting the Governance Process04 What Needs to be Governed05 How is it to be Governed06 How Do We Grow Governance07 How Do We Enforce Governance08 How Do We Measure Its Success


Measurement & Analytics Initiative

Measurement & AnalyticsInitiative

Objective: to provide transparency and decision support on all stages of the content life cycle

Highlights/Main requirements:Report provision within three dimensions:

1. Target group: Region, Role, Job, Hierarchy2. Frequency: Hour, Week, Month3. Measure: Hits, Downloads, Usage,

Self-service report provision according to responsibility within governance model

Status:Concept verification through upcoming focus group in Feb ’06First deliverables expected with next Corporate Portal release April 29th.

Define process & technology

clusters

Business Alignment

Evaluate process and tool maturity

Blueprinting Realization Availability Business Alignment


Stability KPIs

Availability

Productivity

Single nodes restarts

KPI

KPI

KPI

May June July Aug. Sep Oct. Nov. Dec.





Performance KPIs - local

Login

Navigation

Downloaddocument

KPI

KPI

KPI




*Calculated with business hours only



Hits NovTop 20 Portal Page

Usage Statistics

calculated of all portal page hits, Content Management pages not included

total Corporate Portal User: 47.700 ~44805 D-/I-User ~2886 C-User

96%

Penetration

47.700 potential user

45.800user in November

Unique Visitors on Corporate Portal

43.000

43.500

44.000

44.500

45.000

45.500

46.000

46.500

August September October November

64.773ES - Benefits

66.296ES - Vacation & Time Off

103.909Collaboration Rooms (CR) – Home

101.977ES - Learning

ES - Bulletin Boards

ES - Time & Expense

Company - Local News

ES - Travel

ES - Internal Opportunities

ES - IT-Services Overview

CR - Documents inner

CR - Documents & Links

ES - Hardware & Software

My work tab

ES - Overview Purchasing

ES - Compensation

ES - Personal Data

Employee Services (ES) - Overview

Old Corporate Home (after login)

New Corporate Home (before login)

23.613

25.833

26.917

31.487

34.247

46.067

50.336

50.337

60.773

77.586

91.245

113.659

142.614

432.821

1.396.266

2.508.237

pos.


Final Thoughts


Portal Governance: Potential Challenges and Risks

Business acceptance of new governance model: Portal governance seen as one-time effort but is a ongoing task (history repeats itself).Cross-topics require a large portion of alignment work that might affect timelines.Attempt to establish a shared financing and project management between Business and IT is sometimes difficult.Inability to give Portal initiatives the right priority among the maze of other change initiatives.Lack of clarity around roles, responsibilities surrounding Portals.Discomfort with the level of risk around making decisions with incomplete information and less-than-precise analysis.Incentive plans that do not reflect the expectations around the Portal’s utilization.Approval processes that are too slow for identifying, selecting, funding and attacking Portal opportunities.

Research and work with other company executives has shown several impediments to achieving and sustaining early gains


Governance – Final Thoughts

There’s no one governance model that fits all – just commit to a pragmatic one and understand that it will evolve

Leverage existing governance structures and people where possible, but…

… don’t be afraid to design new ones

Strong executive involvement is critical

Be aware of, and prepared to challenge, your culture


Copyright 2007 SAP AG. All Rights Reserved

No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP AG. The information contained herein may be changed without prior notice.

Some software products marketed by SAP AG and its distributors contain proprietary software components of other software vendors.

Microsoft, Windows, Excel, Outlook, and PowerPoint are registered trademarks of Microsoft Corporation.

IBM, DB2, DB2 Universal Database, OS/2, Parallel Sysplex, MVS/ESA, AIX, S/390, AS/400, OS/390, OS/400, iSeries, pSeries, xSeries, zSeries, System i, System i5, System p, System p5, System x, System z, System z9, z/OS, AFP, Intelligent Miner, WebSphere, Netfinity, Tivoli, Informix, i5/OS, POWER, POWER5, POWER5+, OpenPower and PowerPC are trademarks or registered trademarks of IBM Corporation.

Adobe, the Adobe logo, Acrobat, PostScript, and Reader are either trademarks or registered trademarks of Adobe Systems Incorporated in the United States and/or other countries.

Oracle is a registered trademark of Oracle Corporation.

UNIX, X/Open, OSF/1, and Motif are registered trademarks of the Open Group.

Citrix, ICA, Program Neighborhood, MetaFrame, WinFrame, VideoFrame, and MultiWin are trademarks or registered trademarks of Citrix Systems, Inc.

HTML, XML, XHTML and W3C are trademarks or registered trademarks of W3C®, World Wide Web Consortium, Massachusetts Institute of Technology.

Java is a registered trademark of Sun Microsystems, Inc.

JavaScript is a registered trademark of Sun Microsystems, Inc., used under license for technology invented and implemented by Netscape.

MaxDB is a trademark of MySQL AB, Sweden.

SAP, R/3, mySAP, mySAP.com, xApps, xApp, SAP NetWeaver, and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP AG in Germany and in several other countries all over the world. All other product and service names mentioned are the trademarks of their respective companies. Data contained in this document serves informational purposes only. National product specifications may vary.

The information in this document is proprietary to SAP. No part of this document may be reproduced, copied, or transmitted in any form or for any purpose without the express prior written permission of SAP AG.

This document is a preliminary version and not subject to your license agreement or any other agreement with SAP. This document contains only intended strategies, developments, and functionalities of the SAP® product and is not intended to be binding upon SAP to any particular course of business, product strategy, and/or development. Please note that this document is subject to change and may be changed by SAP at any time without notice.

SAP assumes no responsibility for errors or omissions in this document. SAP does not warrant the accuracy or completeness of the information, text, graphics, links, or other items contained within this material. This document is provided without a warranty of any kind, either express or implied, including but not limited to the implied warranties of merchantability, fitness for a particular purpose, or non-infringement.

SAP shall have no liability for damages of any kind including without limitation direct, special, indirect, or consequential damages that may result from the use of these materials. This limitation shall not apply in cases of intent or gross negligence.

The statutory liability for personal injury and defective products is not affected. SAP has no control over the information that you may access through the use of hot links contained in these materials and does not endorse your use of third-party Web pages nor provide any warranty whatsoever relating to third-party Web pages.