An introduction to SharePoint

There are many tools out there that enable businesses to improve their processes, increase productivity and improve teamwork between their staff. It can be hard to know where to start.

As a provider of Microsoft centred solutions, we often point our customers to SharePoint.

A web-based, collaborative platform, it integrates with Microsoft Office applications to provide a document management and storage system. SharePoint is highly configurable and its use varies from one business to another. Businesses generally use SharePoint to create websites. These are then used as a secure place by organisations to store, organise, share, and access information from any device, from a desktop PC, to smart phones and tablets.

Sites in SharePoint are where you store your data. SharePoint provides several Site templates out of the box that can be used instantly, two such templates are Team sites and Publishing sites. Both have different uses and different capabilities. Team sites can be used by your teams and departments, this site template provides the ability to upload documents to a library with or without version control, monitoring of documents with check in/out, metadata and tagging facilities. Content can be targeted to specific business users with audiences. In addition, you have pre-built workflows that can be utilised straight away. Publishing Sites allow you to control when and how content is deployed to the site using content management processes. Publishing sites are used to create public websites, intranets and communication portals.

SharePoint communities enable the sharing of knowledge using Wiki’s and Wiki pages bringing people together to share and learn. Information can be shared across your enterprise. SharePoint also allows you to tag content, you can understand the content and it’s use from its tags. Users can subscribe to tags to get to the right information faster.

With SharePoint, your content is all stored in one place. Typically, organisations store data in folders in file shares, with the result, documents get lost, users then end up recreating the same document. You can manage documents, web content and records on a single platform with SharePoint. SharePoint allows document versions to be managed, apply retention policies to documents to archive or expire your document or run audit reports. Metadata can be added to a document library to better describe the content and to find it using SharePoint search. With SharePoint’s office integration, your existing working environment remains the same.

SharePoint search provides one platform to access all your information in SharePoint in addition SharePoint can also search file shares across your enterprise and Exchange mailboxes using E-Discovery and then export the results for an audit or legal case. SharePoint enhances the presentation of the results which is a combination of refinement, people and relevance. On the results page of a search you will have metadata and tags to refine your results on the left side, with the most relevant results in the middle of the page and people suggestions on the right. Tags can also be used in search queries to locate documents or people.

Visualisation of data in SharePoint is accomplished using reports, charts, worksheets, dashboards, scorecard’s and KPIs. Performance Point services, Reporting Services and Power Pivot enables reporting, analysis and creation of Charts, dashboards, scorecards, KPI’s. Visio services enables rendering of diagrams and charts in the browser. Excel Services enables you to manage Excel Workbooks as interactive reports.

SharePoint compsites enable you to create business solutions by connecting and configuring the basic building blocks of functionality, this includes combining data, documents and business process in a productive useful way. SharePoint compsites enable your Power Users to build complex business processes without the need for code. SharePoint compsites can be a simple as a document approval workflow, to a BCS (Business Connectivity Services) profile page displaying external data in SharePoint with create, read, update, delete operations.

Our team of experts have accomplished numerous SharePoint projects across multiple sectors such as Banking and Finance, Construction, Healthcare and Medical devices. If you are interested in any aspects of our SharePoint offering, contact us for a free consultation.

Thoughts on change: Project Management Institute refresh brand

For an organisation that is all about delivering change, it is interesting to see the reaction to the Project Management Institute’s (PMI) total refresh of its brand.

The colours have moved away from corporate conservatism to hip and funky. The visuals have changed from the letters PMI to a collection of different shapes, each one with a different meaning that is very relevant to the world of Project Management.

The first symbol is obviously a P, for ‘project’. Go far, so non-controversial.

The next symbol looks like two semi-circles ‘kissing’. This represents collaboration – the emphasis on the team and working with stakeholders to achieve project objectives. When I first saw the logo, I didn’t think this symbol looked like an ‘M’ but when I saw it in a billboard from a distance, it did somehow morph into an ‘M’ so I was happier to see that.

The third symbol looks like a stylized ‘I’ but represents ‘determination’. I would never have figured out that it means determination so can only guess the reasons why – it has a solid foundation and is standing proud even though it has had some lumps taken out of it! The ‘missing’ semi-circles in this symbol echo the semi-circles of the ‘collaboration’ symbol so my logical brain finds that satisfying.

The fourth symbol is a purple cross-hatch to represent change. What I like most about the logo is that the fourth symbol is what will change in each PMI Chapter’s logo. So instead of the cross-hatch symbol, the Delaware Valley Chapter uses an icon of the Liberty Bell. The UK chapter uses a map of the UK. The Ireland Chapter will use a variant of the Celtic knot as our fourth symbol.

The main criticisms I’ve heard from people upon first seeing the logo is that it is not clear that it represents PMI and it doesn’t look like the logo of a serious professional body. The PMI marketing team will clearly have to drive brand recognition – the swoosh was not identifiable as Nike at the start, but it became so – that is their challenge.

Is it the logo of a serious professional body? It is certainly a move away from the ‘men in suit and tie’ image of PMI. But the profession of Project Management is moving on. Very few wear shirts and ties. There are more and more female PMs, with USA, Canada and Ireland at number 1,2 and 3 for percentage of females PMs. To stay relevant and attract emerging PMs, the PMI needs to reach out to a very diverse and international group of Agile practitioners, and show they are not all stuffy middle aged men in suits.

And speaking as a middle aged man (who sometimes stuffs myself into a suit), I am delighted to see the PMI making this move – embracing change, taking a risk, encouraging collaboration and being determined to evolve towards Agile.

Pat Lucey, CEO of Aspira

Pat is just back from delivering an address at the PMI 50th Anniversary Congress in Philadelphia, where he got to witness the launch of the new brand at first hand.

Are your project management practices questionable?

Are there key KPIs your business’s projects are just not meeting, time and time again? Are high priority projects regularly missing deadlines? Perhaps your projects are meeting most of their timelines but the project management practices are questionable, with little to no structure and a huge dependency on the skill and talent of the individual project manager? Aspira’s Project Capability Assessment is the perfect solution to enabling a substantial supportive structure around your project management processes, by identifying the strengths and transforming any shortcomings.

Project Management training and certification crafts individuals into excellent project managers. However it is possible and probable that the organisation’s project management framework does not align completely to the PMPTM or PMITM methodology. That being said, an organisation needs to have a mature and supportive project management framework in operation to create the ideal conditions for a PM to operate within – this is the scaffolding that supports the mason while they work. Maturity alone is not sufficient – countless organisations have mature but constraining processes which restrain operational effectiveness – year after year of working within a stagnant status quo.

This is why Aspira’s Project Capability Assessment service has proved extremely popular and effective. Aspira’s experienced project management experts conduct an assessment that will establish an independent and objective capability baseline revealing the true potential and opportunities that your PM framework provide for improvement, as well as cementing in the strengths that currently exist. True insight into your organisation comes from those who know it best; your key resources participate fully in our assessment process, maximising business buy-in to achieve ultimate success.

The Project Capability Assessment delivers a full detailed review of your current framework, methodology, skills and capability and outputs a set of clear achievable recommendations – short term quick wins as well as medium and long term mandates. Whether you are taking the first steps towards implementing a set of lean, standardized Project Management practices or already have mature, detailed processes in place – possibly operating your own Project Management Office – it is essential to realistically assess the processes by which you select and deliver projects and then to compare this with best practice, highlighting where improvements need to be made.

Customers across Ireland trust Aspira to deliver operational effectiveness and achieve tangible, measurable improvement. Contact Aspira today to discuss benefits a Project Capability Assessment can deliver to you.

Connecting the dots

Connecting the dots: How I ended up at Aspira

One of my earliest memories is seeing the above picture of the Taj Mahal in a Ladybird book and being amazed. I stared and stared, wondering what this exotic building was and how a place like this could exist? This book showed pictures of the Wonders of the World and it completely captivated me. Fast forward to me as a seventeen-year-old, I sat in an office with my career guidance counsellor as he asked, “What would you like to do with your life?” I shrugged and said, “No idea”. He suggested “What about this IT thing?” and there I was: an IT thing guy!

Having spent my school years looking at maps, geography books, atlases and globes, imagining all the adventures to be had in the world… How was I going to be an IT thing guy? In my early twenties I got my first taste of foreign lands. On this trip bumped into and made friends with an Irish guy (Luca) who would return to this story twenty years later.

My IT career had taken off and I somehow fell into contracting in software testing. Truth be told I never really enjoyed my job, but I quickly learned I could use it to achieve my goals, not career goals but life goals. I worked and travelled, worked and travelled again… my life was truly a roller-coaster, from the lows of work to the highs of travel. Work was tolerable because it allowed me to live out many of the dreams that were started in that Ladybird book all those years ago.

Throughout this period of my life mentioned, I had become the ‘go-to’ guy for solving IT problems amongst my friends. I could spend hours or even days fixing something I knew nothing about. Eventually I would fix it, and it felt good, I couldn’t really understand why I got such a great feeling from this achievement, but I liked it – I fixed something that wasn’t working! How on earth can I do this for a job? Where do I start? Or am I too far down the line to make a career change?

Step back in the man I met almost exactly 20 years previously – Luca, who was now a director with Aspira. At this stage Luca knew me well and knew I liked resolving IT-related issues, so he asked me “Do you want a job?” I said “Yes”, then suddenly I was in a job doing what I discovered I loved: fixing things! I had finally become the IT thing guy – how could that counsellor have known? I’ve since hung up my backpack and swapped it for a family, I couldn’t be happier, and I never have to work another day in my life. It’s funny when you step back and look at life’s big picture… there are dots to be connected all over the place.

P.S. I made it. In more ways than one.

If you have an IT-related issue that needs solving, please reach out to Aspira today at info@aspira.ie.

Author: Kevin O’Donovan, IT Engineer, Aspira.

Power of Project Management: Linking strategy to action

Organisations are facing significant events and uncertainties such as GDPR, Brexit, adoption of Artificial Intelligence and President Trump’s new America. These uncertainties give rise to a dilemma for established businesses. Should they adopt transformation programs within their organisations and risk cannibalising existing profits, or should they preserve what has made their organisation great?

Many organisations are opting for major transformation programmes in pursuit of competitive advantage. These programmes may require a shift in strategy, structures, systems, processes and culture while maintaining critical assets.

So if you are considering such a transformation, you need to ask yourself:

How widespread is the required scope of change – does it affect the entire organisation or is it concerned only with a particular division?

Who are the stakeholders that can have a positive or negative influence on the transformation? Who are the people you need to engage with?

Do employees see the need for the transformation and understand the importance of the change? In times of change, our autopilot mode stops working – choices suddenly proliferate, decisions need to be made – and this creates uncertainty. Sometimes what looks like resistance is often a lack of clarity. So you need to create clarity by communicating a compelling vision with a real sense of urgency.

Are you communicating for buy-in? Organisations need to appeal to employees emotional side, ‘find the feeling’ and make people feel something. People must feel they are capable of change and need to be encouraged to accept the challenges the transformation brings despite the complexity and risks.

How much time does the organisation have to achieve this transformation? A realistic schedule with clear deliverables and milestones will be required to shape the path and provide the plan for action. Achievement of these milestones will create short-term wins and build confidence and momentum for change within the team.

Sustaining competitive advantage has never been more challenging, and the stakes have never been higher. That means you have a tremendous opportunity. By making the right big-picture, strategic decisions, you can chart your company’s course amid great uncertainty.

Aspira consulting services can help you navigate this complex environment. Our clients’ testimonials demonstrate the value of strategic input in realising their vision.

The move towards Intelligent Business Applications

Pivoting to Success

Since Aspira was founded in 2007, it has had a Software Development team who design and deliver software solutions. Initially, the company was product-focussed, and then pivoted to be a services company – delivering a software development service amongst others.

Aspira’s software development offerings are great for clients who wish to have a new application developed or who require someone to manage the maintenance and development of their legacy products.

However, in many cases we find that a client specifically does not want software developers to build a whole new system for them. Such clients prefer to avoid the pain of dealing with a new product, new supplier, longer-term product roadmap, future compatibility and maintenance issues that always arise with bespoke software.

What a majority of clients want is an ‘out of the box’ solution – where they will incur no development costs and where the long-term support is straightforward.

A Solution from the Inside

In response to this demand, Aspira set up the “Business Applications” team. The task of this team is to not write software, instead they must build up deep expertise with many of the ‘out of the box’ software solutions out there. They must become trained and certified implementers of these systems. This foundation creates the ability to deploy, configure and customise solutions so that it will work effectively within the client environment, which ultimately addresses the client’s need(s).

The Aspira Business Applications team carry out these steps precisely – utilising technology such as CRM, SharePoint, PowerBI, Project Server etc. The team can rapidly deploy an industry-hardened solution in a way that retains a client’s satisfaction.

Integrating the Past with the Future

In some incidents, we pull in the Software Development team too. Often, there can be a small amount of legacy applications or home-grown applications, to which clients need the new ‘out of the box’ system to connect.

Being equipped with a development capability – the Business Applications team can apply this to their advantage. It is here where our developers can not only build the interfaces but also configure the system to function with the legacy systems if required. Rather than a zero-code solution, it becomes a low-code solution.

Aspira is a company that focuses on delivering the people and technology to solve problems – the new Business Applications team is a fantastic addition to that capability.

If you would like more information on this topic, please contact info@aspira.ie

How to manage your organisation’s digital security in the age of the cloud

Internet based technology and cloud is now central in everything we do, shaping growth, disrupting industry landscapes and providing the catalyst for transformation. Digital Transformation can be considered as the next industrial revolution. We now have a digital landscape where there are no defined borders and data is the new commodity to be bought, sold or stolen. The Internet is there to connect, not protect so it is inevitable that, as data is now king, securing it is a huge challenge.

Before the cloud, we could rest assured that our data was protected sitting in a data centre behind our firewall. Our security challenges were simple – how do I secure my network and prevent intrusions. We secured internal user access to resources locally, and we had a known security perimeter.

Today, with the internet and the cloud, the user can choose applications at random, store data anywhere, applications are increasingly external, and IT departments have limited visibility to provide protection.

So how do we enable the benefits of cloud while still being assured that our data is protected in a world where even organisations with enormous security budgets and elite security analysts are struggling to address modern threats?

To start, you need to change your perspective and work from the assumption that your security will be compromised. Plan for the eventuality by adopting an approach that focuses on protection, detection and response. Adopt a security posture that is:

Comprehensive in terms of understanding your environment and weaknesses;
Well-informed in terms of what the modern security challenges are;
Prescriptive in terms of what steps to take to protect your environment and respond to security events.

To begin to develop your security posture, it will help if you separate your environment into:

The devices you use, how and where they are used, from data centre to end user;
The applications you use, where there are located and how they are accessed;
The data that is updated and manipulated by applications:
The users who access the data, through the applications, that is stored on the devices.

Then develop your plans and strategies for each layer. Make sure you address your specific needs keeping in mind any internal, regulatory or legal requirements that affect your business directly. And remember, when developing your plans always keeping in mind, what do you do if you are compromised.

Author: Jason Boyle, Operations Director, Aspira

Are you the next Shane Lowry or Tiger Woods?

Are you the next Shane Lowry or Tiger Woods?

The career of a professional golfer is similar to that of a project manager in many ways, and not just in its longevity. Let’s explore three ways that will help PMs to be as successful as Tiger – or Shane Lowry, our popular recent winner of the British Open.

Dedication

Tiger famously started golf as a toddler, appearing on TV as a two year old. Even though that was an extreme example, to become successful a golfer needs to have the dedication to work at their game. And when success comes, they have to work even harder. That means hour after hour of practice, investment in the best tools and equipment, and the obsessive desire to improve.

Project Managers have a similar challenge. Many people are asked to lead a project without being given the training or tools they need – it can be a ‘sink or swim’ experience for many first-time PMs. However, by dedicating some time to understand what project management is about, and by investing time to understand what proven tools and techniques are out there, a PM can ensure they are set up for success.

Support

No professional golfer gets there by himself/herself. From their early days they need to enlist a good coach, someone who will invest time with them to provide positive and negative constructive advice and guidance to help them develop. They need a reliable caddy, someone to put in the hard yards and be there to lean on when crunch time comes in a tournament. They will need a supportive sponsor to give them the backing they need to establish themselves as a member of the elite.

Project Managers must also build a support team. The support and backing of a Project Sponsor is critical. Advice and guidance from a mentor is invaluable when trying to figure out how best to deal with a tricky situation. And success will only come if the project team is willing to put in the effort and respond to the leadership of the PM.

Resilience

While any of us can hole a putt from 6 feet, how many of us could do it under the gaze of millions of people, and do it knowing that to miss the putt would mean losing your livelihood? That is the kind of mental fortitude that elite golfers must demonstrate. Many of them build up an entourage of physical trainers, dieticians, and psychologists purely to give them that resilience – give them an edge by having the confidence that are perfectly prepared for this moment.

Project managers also need resilience. Every project involves risk, meaning every project will see things go wrong. Should the Project Manager retreat into a bunker, blaming themselves for everything? Of course not! The PM needs to learn from mistakes and accept that not every decision made – even made the be best available information – will deliver the desired result. After every bunker shot the PM needs to aim to chip back onto the green

So – maybe you project managers have more in common with Pro Golfers than you thought? The next thing we need to do is secure some TV commentator roles for PMs who are ready to hang up their schedules?

Aspira delivers training to help Project Managers, Sponsors and Project Team members to get into the swing of things and make success par for the course! https://aspira.ie/training/

Five skills every Project Manager should have

Mike Tyson is the youngest man to become heavyweight boxing champion of the world. More famously (in the world of Project Management) he is known for his quote “Everybody has a plan, until they get punched in the mouth”.

To avoid getting punched, here are 5 of the key tools that Project Management gives to deal with uncertainty:

1. Schedule

The need to plan sounds obvious, but we all know we are guilty of rushing ahead to start executing a project rather than taking enough time to build a solid schedule. A schedule takes a big project and breaks it down into a series of bite-size pieces, which can then be tackled day by day, week by week, month by month.

2. Triple Constraint

In addition to the schedule, any plan needs to have a defined budget (how much money is available); and a defined scope (how much work is to be done). Those three things must be planned and balanced in a way that will deliver an acceptable level of quality. By remembering this, a Project Manager will ensure they come up with a realistic plan that can be delivered, rather than a fantasy wish-list.

3. Identify Risk

A good boxer needs to be able to take a punch. But a great boxer will see that punch coming, and avoid it. To misquote Mr. Tyson, if you keep getting hit, your plan will become irrelevant. So rather than live in optimism, you must think about the things that might go wrong, and then decide what you can do now to prevent those things from happening. Some things can’t be prevented so then you decide what you can do as a contingency plan. Think of it as wearing a face-guard.

4. Monitor & Control

Projects have a beginning and an end. They rarely end exactly how you envisaged – changes will occur that require you to take action, switch stance and adjust your position. Monitoring simply means checking how your project is progressing vs the plan. Control means taking corrective action if you are falling behind the plan. Both things must be done from the start right through to the end of the project.

5. Act on Lessons Learned

At the end of each project it can be tempting to just move on to the next one. But it’s important to learn from our mistakes, and also to celebrate any successes. The Project Management Body of Knowledge has been built up from centuries of people sharing their lessons learned – there are always new challenges to be overcome and new techniques that people discover.

Author: Pat Lucey, CEO, Aspira.

Delivering a fully-customised CRM system for Laya Healthcare

At Aspira, we regularly partner with leading organisations to deliver bespoke service packages. We teamed up with Irish healthcare insurance supplier, Laya Healthcare, to deliver a fully-customised Customer Relationship Management (CRM) system. Keep reading to learn about how we supplied Laya with the system.

The Challenge

The challenge faced by Laya Healthcare was to source a CRM system that could not only manage and service existing members but also identify new opportunities and deliver robust reporting capabilities.

As Laya Healthcare expanded from providing much more than health insurance solutions, its previous system could not cater for its fast-changing needs. The insurer was becoming the leading health and wellness provider in Ireland, supporting its corporate clients in achieving their wellbeing goals.

The company’s previous system didn’t have the capacity for Laya Healthcare’s rapid-growing needs, and saw its teams develop their own solutions to manage new requirements. The insurer quickly identified this and sought to find a new CRM system to ensure its members continued to experience an uninterrupted, great level of service.

The Aspira Solution

Aspira designed and developed a bespoke Microsoft Dynamics CRM for the rollout of the Thrive Health and Wellness project and the Quotations Management System (QMS) for Laya Healthcare. This solution involved the customisation of Microsoft Dynamics including entitlements, forms and reports and custom designed .NET workflows and plugins.

Thrive Health and Wellness

Thrive Health & Wellness by Laya Healthcare provides tailor made, evidence-based health & wellness programmes which are personalised and measurable for individual workforces. Laya Healthcare’s connected health approach is unique compared to competitor offerings in that it utilises data to map the best possible programmes for members and it is delivered by Ireland’s largest team of clinical professionals.

To support Laya Healthcare’s fast-changing needs, Aspira customised a form on Microsoft Dynamics CRM for the Business Developer Manager to import and export information on the clients screening to their profiles on the Microsoft Dynamics CRM site. This functionality makes life easier for the Business Development Manager to add this information to the system and keep a track on the health check history of their clients.

Quotations Management System

Before the Microsoft Dynamics QMS was implemented, the Laya Healthcare team were manually using spreadsheets to provide information to their clients.

To ensure processes were running smoothly, a customized data feed of all the clients on the CRM was introduced and ran separately to the CRM on a scheduled task, that outputted the results of all the account details and claim details of each member on the CRM.

The system provided the user with a screen to select different healthcare providers, plans and costs of the available plans that was on the market by Laya Healthcare and other competitors. This tool gave the Business Development Manager a comprehensive view of what kind of plans were already on the market for their members and to help them acquire potential new members.

Testimonial

“The support we have received from Aspira’s CRM consultant on our digital transformation of Microsoft Dynamics CRM has been exceptional. Throughout the entire process, Aspira supported Laya Healthcare in evaluating our needs, identifying the scope and requirements for our team while also identifying the impact any changes would have on our members – who are at the heart of all our decisions here at Laya Healthcare.

The importance of having an expert local partner who has comprehensive knowledge of the capabilities, functionality and configuration experience of Microsoft Dynamics CRM, was critical in the success of this project.”

– Therese Condon, Corporate Development Manager at Laya Healthcare.

Authors: Anita Fitzgerald – IT PMO Analyst, Aspira and Damien Kearns – Senior Consultant and Project Manager, Aspira.

6 ways Resourcing can solve hiring needs

In recent months, the talent pool in Ireland has become more competitive. Many multinational companies have set up their European headquarters in Ireland. We regularly speak to client companies about the benefits of hiring for specific skills gaps during specific projects, on a long-term, or short-term basis, through a trusted partner like Aspira.

We put together project delivery teams with a blended mix of our expert permanent staff and our experienced associate consultants. Many of our associate consultants are active in the contract market, and have a long-term association with us.

The companies we work with all have similar challenges:

• It is very difficult to find permanent people for niche IT Role.
• Experienced and qualified Project Managers and Business Analysts are hard to find.
• The talent pool in Ireland is extremely competitive, making it more difficult to source staff.

Despite these issues, we find that companies are reluctant to use day rate consultants, considered to be ‘too expensive’, ‘not a long-term solution’, ‘don’t understand the company culture’ and so on. However, sometimes you face a business project that needs urgent delivery and this is where an experienced Aspira consultant might just be the answer.

The benefits of hiring a daily-rate Aspira consultant include:

1. You only pay them for days worked.
2. If hired through Aspira, all the payroll costs are handled which is less work for the finance department.
3. No additional hidden costs because a daily rate is all inclusive.
4. Costly employee benefits such as training or bonuses are not charged to the client company
5. Less of a notice period in case projects are cancelled.
6. If you hire an Aspira team member, you can expect results and delivery in a shorter time. They are experienced at quickly evaluating client challenges and ensuring minimum delays through long learning curves.

For more information on resourcing and how it can benefit your organisation, contact our resourcing team at info@aspira.ie or visit the website www.aspira.ie

Author: Russell Moore, HR & Resourcing Manager, Aspira