Issue link: http://read.uberflip.com/i/87421
Driving Resource Usage Through SharePoint Customization who have knowledge and expertise of the platform and its capabilities can play a key role in the process. The Finnegan library team relied heavily upon a member of the IT department who possessed a thorough knowledge and understanding of SharePoint. He provided foundational instruction by explaining how the different webparts worked and how they could be utilized. Once the library staff understood the basics, they were able to run with it, handling any questions or obstacles either through trial and error or by doing follow-up consulting with IT when they could not figure something out. The Rollout: Communication and Training As with any large-scale project, it is imperative to establish an overall timeframe for completion and to identify concrete steps along the way to break the project down into manageable pieces. The library team at Finnegan commenced their transition from an internally developed intranet page to SharePoint in late March of 2011 with a goal completion date of mid-May, prior to the arrival of the summer associates. Steps included the initial page setup, identifying content from the existing intranet page for inclusion on the new page, pinpointing additional content for inclusion, creating the webparts and populating them with content. The library team solicited feedback from individual attorneys and department heads throughout the process. Librarians should build in extra time to deal with unforeseen obstacles that might arise — whether it's an urgent project that comes up and diverts time and resources away from work on the website, an unanticipated expense or technical challenges. Allocating time to gather and incorporate feedback from users is also important — some attorneys and staff might be comfortable with the content and organization of the existing platform, making them initially hesitant to see it change. Taking time to explain where they can find their favorite resources on the new platform will help foster acceptance and positive reaction to the change. The importance of a well-organized and methodical rollout should not be taken lightly. The success of a new resource, be it a firmwide or individual subscription, can hinge on support from firm leadership and project stakeholders. A firm's CIO could send out the first announcement regarding the new portal, including highlights such as upcoming training and a preliminary look at the content. A few weeks later, a library manager might send a more detailed email message about the portal that directs individuals to efficient, authoritative and comprehensive resources, highlights key resources and describes future enhancements. If possible, consider pairing library resource announcements with firmwide initiatives. This can increase the visibility of the library team while also enhancing the accessibility and relevancy of resources. Fish & Richardson's LInC stood as a stark contrast to the old website, and library staff saw this as an opportunity to educate firm users. Select members of the library staff embarked on a three-month roadshow to nine of the 12 firm offices to train all interested employees on LInC, particularly the webparts and CUIs. In an effort to increase attendance, work with your professional development department to obtain CLE credit for your training sessions. When possible, incentivize training by supplying lunch, snacks, giveaways (with firm or library logos) and raffle prizes. Departmental Collaboration and Feedback In addition to navigating the technology, librarians should look to other departments in the firm for input and ideas, whether it involves the content and features of the library site or planning how to make the library site and resources as visible as possible. Librarians should investigate what platforms and resources other departments have used and/or are using, and consider how the library can avoid reinventing the wheel by emulating the style and format of other department AALL/ILTA White Paper 31