When migrating to a new intranet, it’s important to establish the right authoring practices from the outset.
Articles tagged: governance
This article outlines three tiers of activities that can make an intranet accessible for those with disabilities.
Training for intranet authors is best as a mix of online and face-to-face, and this article shows how.
A range of strategies can be taken to ensure that intranet content is up-to-date and well-written.
Authors need clear advice and guidelines to help them write great intranet content.
While intranet governance is a big topic to make sense of, a great start is to get three key documents in place.
Intranet redesigns involve a huge amount of work, so how do we make this the last big redesign that’s needed?
Intranet authors need to be provided with comprehensive training if they’re to write great content.
There are a range of practical ways to help content authors produce better intranet pages.
Allowing commenting on intranet news is an invaluable stepping stone towards a more social intranet.
Intranet redesigns truly succeed when they address longer-term strategy, management and governance issues.
Provide a place for authors to seek help and training when they need it, whenever they need it.
Comprehensive training and support is a critical component of delivering, and sustaining, a great intranet.
While broadly like any other intranet project, SharePoint intranets bring unique opportunities and challenges.
Clear governance, including well-written policies, are critical for intranet success. But where to start?
Intranets should be reviewed every year, to ensure they are making steady and concrete progress.
When designing and structuring intranets, it is useful to distinguish between core content, and business-unit specific information.
There are a range of practical ways of assessing whether the team is spending its time to greatest effect.
Intranet teams can never maintain a whole site themselves, and empowered authors will do much to deliver great content.
The intranet should have a section devoted to the intranet itself, communicating to stakeholders, authors and general staff.
There are many different uses for the intranet homepage, and a balance must be gained to meet business and staff needs.
A central team needs to ask many questions to understand business unit and team collaboration needs.
There are three groups involved in the selection of a new CMS: steering committee or senior sponsor, the stakeholder group, and the evaluation team.
Successful intranet managers balance their technical skills, business acumen and leadership capabilities, and take a pragmatic approach to their sites.
There are five fundamental publishing models for an intranet, and each has strengths and weaknesses.
There are three options for moderating online discussions: self-regulation, light moderation and full moderation.
Governance is about having a framework in place that enables the decision-making and planning processes for the intranet.
Staff directories are only useful when they contain all staff, even those without a PC or payroll number.
This article completes the exploration of the Intranet Hive, a new model for managing intranets.
This article introduces the Intranet Hive, a comprehensive model for managing ongoing intranet activities.
This briefing outlines some practical steps that all organisations should take to help business areas and staff make the best of collaboration tools.
Position descriptions describe the key responsibilities and duties of the intranet manager, fulfulling two audiences, the intranet manager as well as the organisation.
An intranet homepage policy is tool that can provide some welcome support to intranet managers as well as providing a clear direction to business units and senior managers on the use of the homepage.
This briefing takes a different look at the role of intranet policies, and outlines five policies that all intranet teams should develop.
Intranet teams must take on a strong leadership role, and drive forward the evolution and enhancement of the site.
The intranet manager should be free to focus solely on managing the site, and not writing HTML or publishing content.
All too often, centralised intranet teams find themselves battling with decentralised authors to enforce consistency and quality standards.
Intranets must be more than just a dumping ground for ‘second-hand documents’ if they are to be successful. Instead, a radically different policy needs to be put in place.
One of the first challenges when establishing an intranet is to determine who should have overall ownership of the site, and where the intranet team should be located.
A critical success factor for an effective and sustainable intranet is the establishment of an intranet ‘community of practice’.
AGIMO Better Practice Checklist, for staff responsible for intranets, including those in website or intranet teams.
Lack of project sponsorship is one of the greatest causes of IT project failure. For an organisation-wide platform such as an intranet, the need is even greater.
Twenty public-sector intranets surveyed as part of the Intranet Peers in Government forum.
The real challenge is to maintain the quality, consistency and value of an intranet, well into the future. This article shows you how.
There is no ‘correct’ answer to this question. To get the best business outcomes, you must understand the strengths and weaknesses of both approaches.