Projects, Personas, and Stakeholders

Projects, Personas,
and Stakeholders
Project Management Institute

02/15/2017 Project Management Institute 2

Agenda
• Engagement
• Digital Marketing
• Project Management
• Community Management
• Field Trips

Systems
Views
• Design Thinking
• Systems Theory
• Agile
• Digital Marketing
Tools and Reviews
• Persona templates
• Project management
templates
• Field trips
picture source: http://www.waterbury.uconn.edu/images/campus_3.jpg

Cut Through the Clutter – Value Engagement
• 50 billion
• 3 billion
• 7 seconds
• 3 seconds

Cut Through the Clutter – Value Engagement
• 50 billion – indexed web pages
• 3 billion– searches/day
• 7 seconds – average wait for online
video proves relevant before leaving page
• 3 seconds – average wait for web page
proves relevant before leaving page

Sell Tell that to me again
picture sources: http://www.thinkgeek.com/product/d314/
http://images2.wikia.nocookie.net/__cb20080220004325/starwars/images/thumb/2/2e/Imperial_Emblem.svg/250px-Imperial_Emblem.svg.png
http://fc00.deviantart.net/fs71/f/2012/258/4/2/rebel_alliance_emblem_by_the_pyri-d5es44d.png
Says who?

Where are we?
1.Russian meteor 138 million views
in first 72 hours. This year’s
super bowl audience 108 million
2.25% of the 20 million tweets
duringSandy were on-the-ground
photos and video.
3.Hyper local – GeoTagging
#walpole #restaurant
Top left picture source: http://www.cnn.com/2013/02/15/world/europe/russia-meteor-shower
Bottom right picture source: http://online.wsj.com/article/SB10001424052748704597704574487580041364544.html

Question: Who Broke Marketing and Sales?
Answer: We did.
• 86% skip TV ads THE GUARDIAN, AUGUST 2010
• 91% unsubscribe from opt-in email ExactTarget, 2011
• 44% of direct mail is never opened EPA.GOV, NOV 2010
• 200M on the Do Not Call list FTC, 2010
• SPAM is 67% of all mail Statista, 2014

The way we look is different

The way we complain is different and now more viewable
1/4th of respondents who complain via Facebook or Twitter expect a
reply within 60 minutes
Speed kills
Engagement/Empathy
are expected

Not a terribly exciting, but wait … he’s about to talk …
source: http://www.flickr.com/photos/pburch_tulane/4195280723/

What? He lost me at “The brilliance of my …
pic source: http://www.flickr.com/photos/pburch_tulane/4195280723/in/photostream/
One-way, outbound, speaker-centric
The brilliance of my product is the
synergies I’ve created in a game-
changing platform that will
revolutionize and vertically
synergize your world like you’ve
never thought about before – me,
me, my, my, I, I, blah, blah

source: http://www.inc.com/magazine/20100301/ceo-passions-hosting-benefit-concerts.html
Nice little gathering – the cocktail crowd, many smiles.

Two-way, Inbound

Buyer’s journey provides context for content

Keywords and Phrases That Your Community Use
• What are their problems?
• What keeps them awake at night?
• What do they want to know?
• What words and phrases do they use to describe these
problems?
Your buyer is faced with problems, develop topics that appeal
to them:
Turn strangers into friends,
turn friends into customers,
turn customers into salespeople.
Seth Godin

To get found, find out about persona
Your buyer is faced with problems, develop
topics that appeal to them
• Measurable ROI (Return on Involvement)
• What’s in it for Me?
What’s in it for Them? WIIFT
• Answer WIIFM? with WIIFT?
• Create an archetype of your buyer persona with all the
details you can provide:
– what the user does,
– is motivated professionally by,
– reads, works, is interested in
• The goal is to understand this person's motivation and
need.
– What’s in it for them now provides answers to What’s in it
for me

Persona Development Strategy
We have a worksheet to help build engagement and
content marketing strategy.
To start strategy think:
• Keyword and key phrase research,
• Topic tracker,
• Community research,
• Trusted source,
• Trusted media,
• Persona objectives,
• Customer journey,
• User experience
Use worksheet for active development and on-going
strategic goals.

Persona – think like a publisher
1.Identify the persona(s) of who needs your solution?
2.Investigate words and phrases they use to describe problems?
– Search engines answer questions
– 3 and 7
3.Develop content that describes issues and problems they have faced and then provides details on
how to solve these problems
– What are their problems?
– What keeps them awake at night?
– What do they want to know?
pic source: Leadership-Pegs.jpg
From leading to contributing

Keyword meritocracy and persona identification
Persona matrix worksheet
The Person Who are they? Why are they interested?
The
Hypothesis
+Work conditions
+Work strategies and goals?
Information strategies and needs
Verification
+Likes/Dislikes
+Inner Needs
+Values
+Area of Work
+Work Conditions
Defining What is the need of this person
Validation
+Goals
+What engages this persona
+Feeling about industry
+Feeling about networking
+Feeling about learning
+What are the differences between
personas
Persona matrix worksheet modified from Lene Nielsen PhD http://www.hceye.org/HCInsight-Nielsen.htm

Communication Rule #1: Know Your Audience
What’s In It For Me? (WIIFM?) the #1
communication filter
• Search engines answer questions
– 3 and 7
• Identify the persona(s) in need of
your solution
– What are their problems?
– What keeps them awake at night?
– What do they want to know?
What’s in it for Me? What’s In It For
Them? (WIIFT?)
• Write their story
– Valued content describes issues and
problems they have face and provides
detail on how to solve these problems
• A source for their solution
– Hang out where they hang out
– Investigate words and phrases they
use to describe problems?
– Measure ROI (Return on Involvement)

The Engagement Strategy
People search for answers to their
questions, not for your content
Persona design
• What answers can you provide for
what they search for
– Keywords
– Key phrases
• Think like a publisher – compelling
content: unique to them
• Think like a publisher – compelling
content: unique to their community
Focus on keywords and phrases that
buyers use
• Who are your clients? Prospects?
– What are they interested in?
– What do you want to hear from them?
– What do you want to talk to them
about?
• This is more than segmentation
– What value can you offer?
– What are your goals?

It Really is About Them - WIIFM? Leads to WIIFT?
Persona Matrix
The Person Who are they? Why are they interested?
The Hypothesis
+Work conditions
+Work strategies and goals?
Information strategies and needs
Verification
+Likes/Dislikes
+Inner Needs
+Values
+Area of Work
+Work Conditions
Defining What is the need of this person
Validation
+Goals
+What engages this persona
+Feeling about industry
+Feeling about networking
+Feeling about learning
+What are the differences between
personas

Get Found
Tools Objective
1. Persona Form
2. Persona Outline
3. Search Engines – Google, Bing
4. Search Engine Results Pages
1. Develop persona
2. Identify key words and phrases
3. Identify communities, listening
posts, and watering holes
4. Review top persona objectives,
pain points

Questions You Need to Ask When Developing Buyer
Personas
• What is their demographic
information?
• What is their job and level of
seniority?
• What does a day in their life look like?
• What are their pain points?
• What do they value most? What are
their goals?
• Where do they go for information?
• What experience are they looking for
when shopping for your products and
services?
• What are their most common
objections to your product or service?
• How do I identify this persona?

Further Review: People search for answers to their
questions, not your content
Persona Design
1. What answers can you provide for
what they search for
2. Keywords
3. Key phrases
4. Think like a publisher – compelling
content, unique to them
5. Think like a publisher – compelling
content, unique to their
community
Persona Places
pic source modified from: http://www.hubspot.com/download-the-2012-state-of-inbound-marketing/

The Search Engine Meritocracy
Know the Language
• Focus on the keywords and phrases
that your buyers use
• Google, and all search engines,
provide answers to questions
• Don’t like the answers you get,
tweak the question and try again
• Answers come back based on
meritocracy
– Authority
– Relevance
Think Like a Publisher
• Offer solutions for each buying
persona
• Link content to the place where
action occurs
• Curate content of others
• Offer your editorial on relevant
content
• Don’t email, blog

Share What Solves Problems, What Answers Questions
The greatest challenge in today’s
world of marketing
• Content is remarkable when
someone defines it as remarkable,
not when your marketing or product
manager define it as remarkable.
• Your strategy relies on enabling
others
• You really have no control over your
product’s value, however, you do
have control about hosting and
socializing with people who will
advocate, refer, and recommend
your service or product

Social Part of Social Media
Identify Where
• Plan
– Identify who and why
– Design the plan
– Get Found, Be Sticky, Call to
Action
• Monitor and measure
– Tools: Google, statistics, feedback
– What to measure, what to tweak
– Resources to manage your identity
Listen In
• Contribute
– Hearing
– Adding
– Collaborating
• ROI – Return on Involvement

Content conception worksheet
HubSpot source: http://cdn2.hubspot.net/hub/137828/file-799282870-pdf/HubSpot_Concepting_worksheet_editable.pdf?t=1405616634858&t=1420479859718

Leverage templates available
Templates provide
• Quick-start planning
• Style consistency
• Word templates present
structured approach to guide and
build
• Quickly create blog posts
Email Blog Event
Page Sign Up

Attraction is an offsite effort > 70%
Blog
Search
Engine
Optimization Hyperlinks
to Your
Content Keywords
RSS
Feeds
Events
LinkedIn
Facebook
Email
Newsletter

Tools and Reviews
Project Management
02/15/2017 36

Each template feeds into the next to claim scope
Impact
Assessment
Stakeholder
Assessment
Communications
Plan
Review
with
Sponsor
Stakeholder
Future
State
Stakeholder
Current
State
Scope phase Plan phase

Impact feeds stakeholder assessment
Impact to:
• Enterprise,
• Division,
• Team,
• Job category
Type of impact:
• Culture,
• Process,
• Structure
Potential resolution:
• Training,
• Communication,
• Alignment

Stakeholder analysis feeds communication
Identify:
• Influence
• Disposition
• Level of Awareness
• Criticality
Motivation:
• Priorities,
• Level of involvement,
• Disposition
Potential engagement:
• Level of effort,
• Delivery,
• Matrix
• Measure/Adjust

Stakeholder analysis provides current- and future-state
1. Plot two stakeholders views: 1) current-state matrix
and 2) proposed-state matrix
2. Review impact assessment, stakeholder assessment both
matrices to identify new opportunities and risks

Communications planning prepares project management
Plan:
• Objective,
• Audience
Feedback:
• Communication,
• Phase,
• Frequency
Delivery:
• Level of effort,
• Delivery Channel,
• Measure/Adjust

Community Portal
Field Trip – Blue Cross Blue Shield
02/15/2017 42

Community Based Care Management

Enter forms:
• Assign
community

View forms:
• Across
community
• Filter
• Date range

Homepage with User-generated Content
Field Trip – Community Based Care Management
02/15/2017 47

CBCM SharePoint landing page
Proprietary & Confidential02/15/2017 Project Management Institute 48

True North
Field Trip - Enterprise Stakeholders
02/15/2017 50

Information Technology’s new operating model
• Identify key areas with IT that require training
• Work with IT resources to ensure appropriate and
timely training is provided
• Oversight of vendor management process (i.e.,
SOWs, etc.)
IT Business
Management
• Owner of the Systems Strategy and Roadmap
• Bus. Process, Systems and Technical Architects
• Capacity Planning and Management
• Information and Data Architecture
• Innovation/R&D
IT
Architecture
• Provide SMEs to support development or other key
elements of work in implementation and any
necessary systemic changes after implementation
Systems
Development
• Provide PM to ensure timely completion of all
necessary tasks
• Document risks and other documentation as per
standard EPMO processes
Enterprise
Project
Management
Office
Human Resources – Business Partner
Human Resources – Training and Development
Human Resources – Communications Business Partner
CIO
1. Focus on the Customer and Service
(little “c”, little “s”)
2. Improve Operational Efficiency
3. Thrive in the Post Health Care Reform
Era
• Data Center Operations
• Mainframe, Mid-Range, Distributed
• Storage
• Network Operations – Voice and Data
• Help Desk
• Security
• Disaster Recovery Planning and Testing
• Desktop
• Level 1 Production Support
IT Inf. &
Operations
• Each major business area single point of contact
• End to End Accountability of IT Services
• Strategic Partner w/business: look for business
opportunities where technology can be leveraged
• Bus. Systems Analysis and Demand Management
IT Business
Solutions
Plan Build
Run
Manage

Information Technology’s Outlook change management effort
• Adopt IT change management framework
• Collaborate with EPMO on change management
tools and resources that would immediately improve
program adoption
• Focus training link to business impact
IT Business
Management
• Environment assessment
• Define requirements
• Pilot first-wave
IT
Architecture
• Standup Personal Productivity SharePoint portal
• Provide search, calendar, and functional features to
improve end-user experience
Systems
Development
• Collaborate on Program lifecycle and organization
change management lifecycle
• Increase risk register to account for people change
risk
• Collaborate on in-flight lessons learned
Enterprise
Project
Management
Office
• Front-line business ambassadors who communicate
progress, concerns, changes, and opportunities
• 2-way exchange between project team and IT
Business Solutions team
IT Business
Solutions
• Coordinate migration waves
• Identify and mitigate technical issues
• Initial tracking and managing new questions, new
risk, and new solutions
• Moderate SharePoint FAQS and discussions
IT Inf. –
Inf. and Ops.
Human
Resources –
Business
Partner
• Review vendor training program content for
organization learning style
• Collaborate with vendor on course content, syllabus,
survey, and measures
Human
Resources –
Learning and
Development
• Build program communications plan
• Create communication assets
• Monitor and measure for impact
Human
Resources –
Corporate
Communicati
ons
• Identify program change management, people
impacts and risks
• Develop and roll out solutions that integrates
communications, training, advocacy
• Monitor, modify, and articulate risk
IT Change Management
CIO

Employees as customers: change management
communication portfolio
Channel Message Expected Results
Personal Productivity Program
End-User Community Site
1. About the Program FAQs
2. About the Migration FAQs
3. Outlook Training
4. Your Migration Schedule & T minus countdown
alerts
5. Collaborative Discussion Board
6. FAQs
7. > 5 options for training, more to come
1. One stop shop for Outlook upgrade
information, communication, and training
2. Build engagement around the upgrade
3. Transparency
4. Brand the program and alignment to
business strategies
Business Unit Champions:
• name
• name
• name
• name
• name
• name
• name
Sean Quinn identified Champions to help:
1. Promote the Brand
2. Communicate the Change
3. Communication the Training
4. Communicate the Migration
5. Be discussion board champions
6. Provide feedback from business groups
1. Strong engagement from the user
community
2. Heighten excitement around the
migration
3. Retention of users migrated , become
discussion board champions
Post Migration Feedback Forms Capture end user community experience. 1. Review results during the on-going chat
and chew with Business Unit Champions
2. Identify future improvements through
trends
Trending Topics from FAQs and
Discussion Board
End User Community Partners Collaboration 1. Engaged community partners to answer
outlook questions in English
2. Improve communication
Floor Walkers / Service Desk Just in time trouble shooting support post migration Easy access to support team post migration
Alpha/Beta Lessons Learned Brief Dave MacPhee what worked and what to
improve for go/no-go options and improvements
Improve scale to enterprise from migration
sample

Change management elements against program
management
Time
E
f
f
o
r
t
Project Management Life Cycle
Change Management Life Cycle
Changes
Training Communication Process Behavior
q Review and
recommend
q Training self-help
q Reference cards &
Quick Tips
q Program branding
q eMail
q Calendar/Schedule
q SharePoint Program Portal
q Blue TV
q Video
q Program communication from
Doug Blackwell
q Elevator flyers
q System Tray
q Discussion Board
q FAQs – technical and
programmatic
q SharePoint
q New communication and
change message channels
q BU Champions
q Leader advocates
q SME availability
q Sign- off
Product launch

Introduction of templates and legend to review templates
Template name and full view
Template section drilldown
Template
Section enlarged

Impact analysis sample template 1
• All managers and leaders are message champions
• Communicate consistently across and within
stakeholder groups
• Tailor communication to the interests of each
audience
• Use proven delivery methods that have been
successful in the past, while taking advantage of
innovative new processes
• Involve stakeholders in program decision making
• Actively solicit, listen and respond to customer
feedback
Communication Principles
• Increase awareness of how the program helps the
organization meet its mission challenges today and
will help in the future
• Prepare users for changes
• Educate stakeholders about the method of
delivering capabilities
• Involve stakeholders in planning for changes in
people, process and technology; get their feedback
on the process; and gain
• their buy-in
• Inform external oversight bodies and gain their
support
• Share the project’s progress and celebrate its
successes
Communication Objectives
56

Scope, plan, manage, and measure
Project Management Tools
• Organizational Process Assets
• Enterprise Environment Factors
• Change Readiness
• Impact Analysis
• Stakeholder Assessment
• Communications
• Risk Register
Project Management Objectives
1. Investigate the impact to internal
and external stakeholders
2. Identify stakeholders
3. Improve communication

Impact analysis sample template 1 of 3
58

59

60

Plan, manage, and measure
• Impact Analysis
• Communications
• Risk Register
Project Management Objectives
1. Identify potential advocates and
critics of the change
2. Eliminate resistance to change
3. Create a team atmosphere
4. Establish a level of trust
5. Create a sense of ownership for
participants involved in the
change
6. Raise the level of communication
effectiveness

Stakeholder assessment sample 1 of 3
Name or Group Role
Motivation, Drivers, Expectations of
Exchange
When does this stakeholder
need to be involved in the
change effort?
Stakeholder Management
Activities
Who Delivers When due Status
- 0 + ++
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
- 0 + ++
4 3 6 3
Stakeholder Analysis
Predisposition
Disposition sum
stakeholder groups
audience
feedback
• their buy-in
support
successes
62

Name or Group Role
Exchange
change effort?
- 0 + ++
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
- 0 + ++
4 3 6 3
Predisposition
Disposition sum
Use this to make
your sponsors and
your team aware
of the
Plot these
individually on a
4 X 4 matrix
(see slide 24)
63

Exchange
change effort?
Stakeholder Management
Activities
Who Delivers When due Status
64

Stakeholder management visual plot
X
X
X
X
- 0 + ++
4 3 6 3
Disposition sum
65

Plan, manage, and measure
• Impact Analysis
• Communications
• Risk Register
Project Management Objective
1. Without good information,
people make it up
2. Lack of information breeds
uncertainty… and anxiety
3. Anxiety interferes with focus and
productivity
4. People work harder for
organizations they feel a part of
5. Communication stimulates new
ways of thinking
6. Communication is about ensuring
the right messages are conveyed
to the right stakeholders through
the right mechanisms in real time

Communication will increase business’ understanding, ownership and
acceptance of the change
• What is the
transformation
about?
• Why is there a
need for it?
• What major
changes will
occur?
• How will my
organization be
different?
• What does it
mean to end
users?
• What is the
timeline for
significant
events?
• How will the
changes impact
me and job?
• What are my new
roles and
responsibilities?
• How can I
influence the
changes?
• What new
functionalities will
be provided?
• How will the
current processes
change?
• How will the
progress be
measured and
reported?
• Where do I go to
find more
information?
• How does the
change/process/t
echnology work?
• How will the
changes help me?
• What are my new
responsibilities?
• What support will
I have after
training?
• Who are the
primary points of
contact
• Who can answer
my questions?
• How will the
changes be
implemented?
• Who can I call if I
have problems?
• When will the
changes be
implemented?
• How are the
customers
adapting
throughout the
transition
process?
• What
communications
channels are
working/not
working?
• What kind of
concerns do the
customers have?
• What are the
lessons learned?
Awareness
Understanding/
Involvement
Training/
Acceptance
Implementation/
Transition
Follow up
67

Communications plan sample 1
Messaging
Project Team Workstream
Name of
Communication
Event
Audience
Category
Audience
Description
Delivery
Channel
Project
Phase
Frequency Target Date(s)
(Commitment Curve)
Key Messages Content Developer
Content Reviewer
& Approver
Key
Communicators
Additional
Notes
Status Status Notes
Location of
Communication
Documents
General Information Timing Communication Roles Communication Status
stakeholder groups
audience
feedback
• their buy-in
support
successes
68

Communications plan sample 1 of 4
Project Team Workstream
Name of
Communication
Event
Audience
Category
Audience
Description
D
C
General Information
69

Messaging
n
Delivery
Channel
Project
Phase
Frequency Target Date(s)
(Commitment Curve)
Timing
70

s
Key Messages Content Developer
Content Reviewer
& Approver
Key
Communicators
Addit
No
Communication Roles
71

Key
municators
Additional
Notes
Status Status Notes
Location of
Communication
Documents
Communication Status
72

Communications plan sample 2
Frequency Activity Purpose Prepare Participate or Review
Weekly Conduct Project Team (DT) Meeting Planning session for DT MT MT, DT
Weekly
Develop meeting minutes Verify/develop project/archive old news,
new news, and actions
Communication Lead ---
Weekly
Develop Advisory Team (AT) talking points Provide relevant project activity summary
and information requests for AT members
to discuss with Sponsors
Communication Lead MT
Weekly
Update project plan Update project plan with work performed
and any changes to tasks
1st and 3rd
Tuesdays of every
month (TBD)
Conduct AT Meeting
Update AT on project progress, obtain
input, identify and resolve issues
Communication Lead, MT AT, MT, DT
Bi-weekly Develop Client Status Report
Update Project Leadership on project
progress and identify issues/risks
Bi-weekly Deliver Client Status Report --- --- MT
Weekly
Conduct Client Status Meeting (Project
Leadership)
Update Project Leadership on project
progress, obtain input, identify and resolve
issues
MT Project Leadership, MT
Weekly Collect AT information and follow-on actions
Based on AT input, coordinate
suggestions or communications
Communications Lead Communications Lead
Bi-weekly
Collect client feedback, information, follow-
on actions
Output of bi-weekly client meeting Communications Lead Communications Lead
Bi-weekly
Develop project team next-step (for following
week) action reports
From bi-weekly client meeting update
or modify based on client meeting
MT MT, Communications Lead
Weekly
Develop project team next-step (for following
week) action reports
Create team action reports MT MT, Communications Lead
Weekly
Collect status progress reports from team leads Collect information from team leads to
harmonize project modifications and
develop team communication
Communications Lead Communications Lead
Weekly
Update client status report Boutelle calls Gaddy to give project update Communications Lead Communications Lead to
provide talking points;
Sponsor, AT
Weekly
AT and Sponsor touch point Goldstein calls Ford to give project update Communications Lead Communications Lead to
provide talking points; AT
Weekly
Project Leadership touch point Richardson catches up with Argodale and
Bonta
Communications Lead Communications Lead to
provide talking points; AT
lead calls Sponsor
Weekly
Debrief/document client feedback or action steps
from client meeting
Verify/develop project/archive old news,
Communications Lead MT, Communications Lead
Weekly
Follow-on actions from client meeting Verify/develop project/archive old news,
Weekly
Develop meeting agenda Coordinate communication from the week
and develop Monday's agenda
MONTHLY
2nd Tuesday of
each month - April
11, May 9, June 13,
July 11 (TBD)
Executive Briefing Summary briefings for Sponsors and Project
Leadership to present status and gather
feedback
MT, Communications Lead Sponsors, Project Leadership,
MT
GROUPS
Advisory Team (AT)
Management Team
Project Team (DT)
Sponsors
Project Leadership
MONDAY
WEDNESDAY
THURSDAY
FRIDAY
TUESDAY
Project Management Team Communications
73

Personal Productivity Communication Review
02/15/2017 74

Communication: multiple channels, multiple voices, multiple
releases
Program collaboration
portal
Elevator flyers
BTV slideshow
Horizon Headlines video

SharePoint Personal Productivity community engagement –
landing page

SharePoint community engagement - training

SharePoint community engagement – Discussion Board
from user-generated answers and insight

SharePoint community engagement – FAQ cultivated from
discussion board and IT Service Desk
Service Desk responded to all discussion board activity within 4 hours. The team was
trained to answer online questions. There was no hold comments and replies for
review before release.02/15/2017 Project Management Institute 79

SharePoint community engagement – Outlook page for
application-specific detail

New collaboration –Discussion Board and FAQs
The discussion board generated 265 topics and replies. We used the discussion board to
inform us of unknown technical and service issues and relied on it in a focus group
manner. Still in use today.

Review of Portal Metrics
02/15/2017 82

Training directly relates to end-user adoption and utility
Bad news: We left 93% of class capacity
vacant. However, the recent Lync classes had
29% capacity for available seats.
Good news: 95% of survey, over 1,000 people,
answer “Yes” knowledge increased after
taking a 1-hour session.

A portal provides flexible access, on-demand, for content and
on-going feedback on what people are looking for
This graph shows Daily page views.
Average 3,145 page views a day. Again,
January to March is highlighted.
This graph shows daily, unique visitors
from January to March.
Activity was the major effect of rollout,
average, Monday through Friday 102
visitors a day

A portal provides flexible access, on-demand, for content and
on-going feedback on what people are looking for
Total Page Views
360,548 w/o Design
# of Page Views % Overall
1 23,346 6.475%
2 22,001 6.102%
3 11,854 3.288%
4 11,331 3.143%
5 9,632 2.671%
6 8,285 2.298%
7 7,992 2.217%
8 7,587 2.104%
9 6,737 1.869%
10 6,715 1.862%
Page Title %PageView #PageViews
1 FAQ 41% 203,941
2 Discussion 21% 103,755
3 Home Page 9% 41,855
4 Outlook 4% 18,698
5 SharePoint 3% 16,437
6 Training 3% 15,193
7 Win 7 2% 11,717
8 Lync 1% 5,611
9 Outlook Discussion 1% 3,285
10
Outlook Day 1 action
items.pdf (download)
1% 2,681
Top 2 combined 62% 307,696
The chart on the left shows top 10 portal viewers
Total page views 360,548
The chart on the right removes IT resources who
showed up in top 10. Total page views 273,902
This chart shows top 10 page views. Interesting to note: the training page was only 3% of the total pages viewed. FAQs and
Discussion Board combined represent 66% of total page views, does this speak to self-service?
Total Page Views
273,902 w/o IT Service
# of Page Views % Overall
1 22,001 8.032%
2 7,587 2.770%
3 6,737 2.460%
4 6,715 2.452%
5 6,154 2.247%
6 5,862 2.140%
7 5,674 2.072%
8 5,256 1.919%
9 4,724 1.725%
10 4,196 1.532%

Thank you
@TobyElwin
email@TobyElwin.com
http://TobyElwin.com
• Community Persona design
• Scope: or how to manage projects for organization success
• How to launch and manage your social media identity
But I don’t want to go among mad people," Alice
remarked.
"Oh, you can’t help that," said the Cat: "we’re all
mad here. I’m mad. You’re mad."
"How do you know I’m mad?" said Alice.
"You must be," said the Cat, "or you wouldn’t have
come here.”
― Lewis Carroll, Alice in Wonderland

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