People are always asking, "Where should I start with my SharePoint governance planning?" My answer is never as satisfying as they would hope -- it depends. There is no quick and easy route. Some organizations are good at change management, others have a solid foothold in their information architecture and managing data across teams. You need to take the good things you've already done, and strengthen area where you are weak.
You'll need to consider several areas that are independent of your governance methodology, or even the tools you use, as you think about scaling your SharePoint platform. This will help to begin strengthening your weak spots. At the end of the day, you should focus first on the needs of your business and THEN select the processes and tools that will enable you to meet those business goals.
Here are five focus areas will help you to get your own SharePoint environment under control, allowing you to get the most value out of your investment. These are not hard and fast rules, but areas you should consider as you build out your governance strategy to match your own unique corporate footprint. So apply as needed.
Standardize policies and procedures.
Are your policies and procedures consistent across your organization, or are exceptions the rule? Most organizations and their environments ebb and flow, reorganizing as the business grows, and as they try to be nimble and adaptive in response to customer needs. Don't let your governing policies be the reason you cannot change to meet the needs of the business. A business unit may have different information rights management (IRM) rules than the rest of the company, but the policies that govern how those rules are managed should be consistent across the organization.
You should explore the functions and capabilities that make sense to be centralized (possibly owned by the farm administrator), and those that may need to be managed at the site collection and site levels. SharePoint works best when management of its many functions is distributed to the people who know how the business should be run. The caveat here, of course, is having adequate (and standardized) policies and procedures and clear roles and responsibilities.
Create clear roles and responsibilities.
How is that for a segue? How can you measure the performance of a system -- or the performance of a person -- without first clearly defining the measurements of success? Be clear on what you expect from each role, so that people can be accountable for those roles. This is also central to good permissions management, by the way.
Build a communication strategy.
If you wait for the launch of a new project to articulate your communication strategy, you're already on the wrong track. Your communication strategy is part of a healthy governance strategy, outlined up front during project initiation/definition. It helps to get people involved, to keep them abreast of what is happening throughout the project (whether it be a new SharePoint implementation, a redesign, or an upgrade), and to give them data on what has happened once the project is completed and moved into support mode.
Focus on execution, and iterate.
Every healthy system, once in place, includes ongoing measurement, automation, and reporting. Not every aspect of your plan will be effective, so build into your strategy a model to review, assess, and make changes. SharePoint is not a static platform, so your governance strategy won't be static, either.
Planning and execution are key
SharePoint has quickly become a critical business platform within most organizations, and yet many struggle with making SharePoint scale to meet their growing end user needs. I often tell audiences that the top issues surrounding SharePoint have nothing to do with features. or with the limitations of the platform, but have more to do with planning and execution.
Let's all agree: The word "governance" is too broad and confusing. Some organizations may have very clearly defined guidelines and processes in place, driven by government and industry regulations and standards. Others may not be required to have well-defined standards, but on their own these companies have determined that SharePoint is more manageable and scalable with a clearly defined governance strategy in place.
At the end of the day, there is no set of best practices for governance that can be applied across every organization. However, you can learn a lot from others and leverage your own internal operational and project management methodologies.
Originally posted on http://www.aiim.org/community/blogs/expert/Operational-Fundamentals-for-Governance#sthash.Nc5noDMR.dpuf