Book contents
- Frontmatter
- dedication
- Contents
- Foreword James Robertson
- Preface
- Acknowledgments
- Part 1 Foundations
- Part 2 Technology
- Part 3 Operational planning
- 9 Establishing the intranet team
- 10 Managing intranet projects
- 11 Evaluating risks
- 12 Conforming to compliance requirements
- 13 Enhancing the user experience
- 14 Marketing the intranet
- 15 Measuring user satisfaction
- Part 4 Governance and strategy
- Appendix: Guidelines for social media use
- Index
- Miscellaneous Endmatter
10 - Managing intranet projects
from Part 3 - Operational planning
Published online by Cambridge University Press: 08 June 2018
- Frontmatter
- dedication
- Contents
- Foreword James Robertson
- Preface
- Acknowledgments
- Part 1 Foundations
- Part 2 Technology
- Part 3 Operational planning
- 9 Establishing the intranet team
- 10 Managing intranet projects
- 11 Evaluating risks
- 12 Conforming to compliance requirements
- 13 Enhancing the user experience
- 14 Marketing the intranet
- 15 Measuring user satisfaction
- Part 4 Governance and strategy
- Appendix: Guidelines for social media use
- Index
- Miscellaneous Endmatter
Summary
Creating an operational plan for an intranet
The definitive approach to intranet development is the 6 × 2 methodology developed by James Robertson of Step Two Designs.1 At the heart of the 6 × 2 methodology is a focus on the coming six months. Rather than just steadily working on longer-term activities, this approach asks: what can be delivered in the next six months? The focus is placed on identifying concrete deliverables that benefit the organization, rather than on activities that only prepare for future improvements or address behind-the-scenes issues. In this way, activities are identified that will have the greatest impact on the intranet and on the intranet team. This is, in effect, the use of ‘agile’ project management, with a time box of six months.
Detailed project planning is used to ensure that the selected items are actually achievable, and that a clear sequence of activities is defined. The possible activities for the following six months are also sketched out (thus the 6 × 2 name), giving the intranet team a roadmap for the year ahead. All of this is then used to create a compelling briefing for senior manage - ment, as well as a communications message for the wider organization.
This is a cyclical process, with each six-month period of activity leading into the next. Underlying this is a steady build-up of momentum for the intranet, giving an ‘upwards spiral’ that allows more to be done in each six-month period. In this way, the intranet team can steadily work on ever-larger needs and issues, even when the starting point is extremely constrained. It no longer needs to wait for the ‘right conditions’ to arise – instead, the team can act constructively and proactively to build an increasingly effective intranet.
One of the key principles behind this approach to intranet planning is to focus on delivering new functionality and content. One very practical way of ensuring that the intranet is steadily moving forward in its capabilities is to give the site a version number. Start by giving the current intranet a version number. While necessarily somewhat arbitrary, this version number will define a starting point from which to measure future improvements. The following version numbers could be used:
• Version 1.0, if the intranet has been recently launched
• Version 2.0 or 3.0, if the intranet is well established
- Type
- Chapter
- Information
- The Intranet Management Handbook , pp. 129 - 138Publisher: FacetPrint publication year: 2011