►
From YouTube: M365 Maturity Model - August 2021
Description
August 2021
Recorded:
August 24, 2021
Topic:
Advanced Content Management – Retention & Compliance
Overview:
In this session, Joanne Klein provides her expertise and knowledge to help us understand how to approach retention and compliance in your business. We discuss where to start and where these capabilities fall within the Maturity Model.
Agenda:
o Practitioner & Maturity Model overview
o Artifacts and Updates
o Purpose
o How to get more involved
o Shout-out & Picture Time (Together Mode!)
o Discussion: Advanced Content Management – Retention & Compliance
Hosts:
⭐Guest star⭐ Joanne Klein
Marc Anderson, Sympraxis Consulting | @sympmarc
Simon Doy, iThink 365 | @simondoy
Simon Hudson, Novia Consulting | @simonjhudson
A
Hi
everybody
thanks
for
coming
along
to
this
month's
practitioners
meeting.
We've
got
some
interesting
things
to
cover
for
you.
Today.
We've
got
the
the
usual
crew
of
mark
simon
and
I
are
sitting
in
the
hot
seat,
but
I'd
like
to
especially
welcome
joanne
klein
as
our
sort
of
rock
star
speaker
for
today's
session,
because
she
knows
what
she's
talking
about
and
what
we're
planning
to
talk
about
after
we
do.
A
The
usual
introduction
is
some
more
stuff
on
content
management,
which
is
looking
a
little
bit
more
deeply
at
retention
and
compliance
and
how
that
maps
against
the
maturity
model
and
I'm
tempted
to
say
a
whole
lot
more
about
that
right
now,
but
I
ought
to
do
the
bits
which
are
on
the
sides
before
we
get
into
the
detail.
So
let
me
just
jump
through
the
the
introductory
slides
for
those
of
you
that
maybe
haven't
seen
all
this
before
and
for
those
that
have
we
promise.
We
keep
it
as
short
as
we
can
right.
A
A
We're
also
just
going
to
touch
on
this
thing
about
recordings.
I
think
the
last
session
we
did,
we
recorded
the
whole
thing
with
everyone's
permission.
We
haven't
had
a
lot
of
feedback
either
way,
but
what
we
are
going
to
do
is
do
the
preamble
on
this
and
then
go
back
to
our
previous
model
of
turning
off
recording
during
the
this
discussion.
So
everyone
feels
like
they
have
a
safe
place
to
say
whatever
the
hell
they
like
so
yeah,
don't
be
afraid
to.
A
You
know
throw
some
hand,
grenades
metaphorically
metaphorically,
into
the
mix
if
you've
got
some
particular
views
that
you
think
want
discussing,
because
I
encourage
that
so
just
to
remind
everybody
about
what
this
is
about,
the
the
maturity
model
that
we've
been
working
on
for
over
a
year
now,
I
guess
wow
the
there's
a
set
of
tools
you
can
get
to
it
on
the
microsoft
docs
site.
It's
definitely
a
community
effort.
We
don't
get
paid
for
the
any
of
this
stuff.
A
We
do
because
we
love
it
and
we
like
sharing
it
with
everybody
else,
and
but
it
does
have
some
purpose.
We
think
that
there
are
some
especially
business
driven
challenges
which
can
be
addressed
by
using
a
tool
like
the
maturity
model
to
understand
what
the
levels
of
of
business
need
should
be
across
a
set
of
different
characteristics
and
competencies,
and
you
can
use
those
to
benchmark
your
organization
and
to
work
out
what
an
action
plan
is
to
improve
it,
to
identify
areas
of
particular
weakness
and
risk
are
and
so
forth.
A
So
that's
all
the
purpose
stuff
on
the
left
hand,
side
of
this
slide
on
the
right
hand,
side
we
have
the
artifacts
that
we've
made
available
so
far
apart
from
the
sort
of
three
light,
purple
ones
which
are
still
in
draft
and
have
been
for
some
months,
but
we
have
got
two
new
things
which
were
published
this
last
this
last
period
this
last
month.
The
first
is
the
write-up
and
tooling,
from
this
session
we
did
on
running
a
microsoft,
365
maturity
model
in
an
organization.
So
how
do
you
run
those
workshops?
A
There's
a
full-blown
article
in
that
and
also
attached
in
those
are
a
set
of
four
excel
worksheets,
which
are
the
basis
for
running
those
workshops.
It's
basically
the
data
capture
and
guidance
part,
so
those
are
up
now.
The
other
thing
which
we're
very
very
nearly
live
with
is
a
set
of
recordings
from
all
of
these
practitioner
sessions.
David
is
just
kindly
getting
all
of
that
together.
A
Just
remind
everybody,
because
this
is
really
at
the
core
of
the
way
we
think
about
the
maturity
model.
Is
these
are
the
100
through
500
levels
and
there's
some
detailed
descriptions
here
and
actually
in
each
competency,
there's
an
even
more
detailed
set
of
descriptions
as
it
applies
to
that
competency.
A
But
for
me-
and
I
say
this
every
time
I
find
the
best
thing
is
to
look
at
these
keywords,
so
the
keywords
on
the
right
hand
side.
You
know
this
tells
you.
These
are
the
kind
of
things
you
can
describe
to
ordinary
mortals
in
your
organizations
about
what
does
level
100
or
200
look
like
and
and
if
they,
if
you
hear
them
talking
saying
this
is
really
good.
We've
got
all
that
stuff
documented.
A
You
can't
immediately
think.
Oh,
maybe
that
process
is
running
at
level
300,
whereas,
if
they're
going,
we
don't
really
know
what
we're
doing,
and
I
can't
find
it
but
joe
told
me
I
ought
to
look
here.
I'm
probably
thinking
that's
a
level
100
and
I
can
use
the
kind
of
keywords
in
there
to
to
map
that
conversation.
So
I'm
not
going
to
go
into
the
detail
of
that
any
further,
because
it's
all
in
the
intro
stuff
that
mark
wrote
a
long
long
time
ago
in
a
galaxy
far
far
away.
A
Just
for
reference
really
here's
a
bit
of
an
overview
how
we
run
this
this
session.
The
purpose
is:
this
is
a
safe
space
for
you
to
you
know
to
do
your
thing
to
share
insights
and
experiences
if
you're,
using
the
maturity
model
or
to
challenges.
If
you
think
you
can
have
a
problem
using
the
maturity
model
and
see
how
we
might
tackle
that
we're,
not
experts
either,
but
we'll
give
it
our
best
shot.
We
tend
to
make
this
highly
discussion
based.
So
if
you've
got
questions,
thoughts,
comments,
we
don't
just
invite
you.
A
We
damn
well
insist
that
you
put
your
hand
up
and
then
we'll
bring
you
into
the
conversation
and
let
let's
have
that
conversation
just
deal
with
the
things
that
you're
in
your
mind,
because
that
might
makes
it
better
for
everybody
and
if
you
want
to
go
beyond
that,
there's
a
link
there
for
the
caring
and
sharing
stuff.
So
you
can
get
involved
outside
of
these
sessions.
A
A
B
A
Fantastic
and
thank
you
to
everybody
who
came
along
last
time,
we
are
debating
what
the
next
topic
for
the
next
practitioner
session
is.
So
if
you've
got
some
burning
ideas,
please
share
them.
Otherwise,
we'll
make
something
up,
and
I
think
at
this
point
we
now
ask
everyone
who
isn't
uncommonly
shy
to
turn
their
video
on
we're
going
to
do
a
screen
grab
and
try
and
capture
a
picture
of
everybody.
So
we
can
use
it
for
social
media
and
all
these
other
things.
One.
A
C
B
C
B
C
A
No,
no,
that
totally
didn't
work
either.
Oh,
it
doesn't
matter,
you
don't
need
to
see
me
or
you
can
see
me
elsewhere.
Let's
look
at
the
slides,
that'll
be
much
more
fun
anyway
right.
So,
as
I
intimated,
it
would
be
great
if
you
can
use
some
interaction,
so
the
the
most
polite
way
of
doing
it
is
to
stick
your
hand
up,
and
one
of
us
will
spot
that
and
bring
you
into
the
conversation
jump
in
at
any
point.
A
Going
to
stand
too
much
on
ceremony,
but
make
sure
you
turn
your
video,
your
microphone
off
afterwards.
Otherwise
we'll
hear
what
it
is
you're
saying
to
your
dog
or
something
do
feel
free
to
use
the
emoticon.
You
know
the
emoticon
stuff
to
applaud
or
whatever
anything
that
you
hear
that
you
particularly
like
and
just
to
remind
us.
A
C
D
I
I
would
say
in
general,
they're
valid
across
the
board,
but
implementations
of
them
and
the
the
you
know,
gritty,
nitty-gritty
details
of
each
of
course
is
going
to
depend
on
the
regulation,
the
industry
you're
in
the
country
you're
in
the
size
of
your
organization
to
a
lesser
degree,
but
but
yeah,
so
they
all
kind
of
have
a
variations
of,
but
you
know
kind
of
the
the
knowledge
domain
of
compliance
and
retention
and
and
information
governance.
This
this
pretty
much
nails.
It.
D
It's
good,
I
didn't
hear
your
video,
but
I'm
or
your
audio,
but
I'm
reading
it.
So,
okay,
is
there
more
important
than
organizing
our
so
I'm
guessing
you're
asking
if
some
of
these
are
more
important,
I
would
say
records
management
is
really
an
important
area.
All
all
up.
You
know.
Records
management
is
a
very
well
established
knowledge
domain,
just
outside
of
microsoft,
365.,
so
there's
some
very
kind
of
strict
requirements
around
that
and
that
is
absolutely
dependent
on
the
the
organization.
A
A
Selection
I'll
take
this
one.
Then
you
can
ever
get
a
word
in
my
personal
reflection
is
as
a
a
company
owner
and
director
compliance
for
me
is
critical.
I
go
to
jail
if
I
screw
up
badly
enough
on
compliance,
and
there
are
many
many
different
parts
of
compliance
that
I
could
screw
up
on
and
the
reason
I
say
that
is
is
for
those
of
you
that
are
not
as
unfortunate
as
I
am
and
having
to
run
their
own
companies.
A
You
know
when
you're
trying
to
influence
the
executives
in
the
organization
anything
looks
like
compliance
will
probably
get
their
attention
because
they're
they're
living
is
on
the
line
for
that.
So
so
my
recommendation
is,
you
know,
look
at
compliance
if
you're
trying
to
drive
change
in
the
organization,
because
that
and
money
get
executives
in
engagement.
D
It's
funny
you
say
that,
because
almost
every
discussion
I
have
like
at
a
conference
or
something
I
dedicate
a
slide
to
what
I
call
the
elephant
in
the
room
as
it
relates
to
compliance
and
it's
it's
those
things
that
maybe
people
are
you
know
aware
of,
but
but
they
don't
have
those
frank
discussions
and
share
this
with
their
executive
team.
So
this
is
not
easy.
First
of
all,
you're
not
going
to
be
able
to
solve
all
of
this
all
of
these
problems
overnight.
It's
it
can
be
expensive.
D
C
Actually,
I
I
think,
on
the
next
slide,
I'll
I'll
make
my
point
because,
and
probably
it
makes
sense
to
go
there.
I
think
I
think
one
of
the
important
things
is
is
something
that
that
joanne
said,
which
is
every
organization,
should
think
about
these
concepts
based
on
who
they
are
and
what
they
do,
and
I
think
a
lot
of
us
in
technology
will
use
absolute
statements,
which
means
that
they're
wrong.
C
In
other
words,
you
have
to
do
it
this
way
or
there's
only
one
way
to
solve
this
problem,
and
I
think,
with
compliance
and
retention,
it's
very
much
a
tailor-made
thing
for
what
your
organization
is
and
one
of
the
one
of
the
that
first
bullet,
underneath
legal
or
regulatory
requirements.
I
work
with
a
lot
of
clients
who
tell
us
oh
yeah,
but
we
have
to
do
this
because
there's
a
regulatory
requirement
and
you
say
well
what
is
it
what's
the
requirement
and
they
don't
have
any
idea,
it's
more
like
the
urban
lore
right.
C
It's
it's
organizational.
Myths,
it's
well!
We've
always
done
it
this
way.
So
therefore,
that's
what
puts
us
into
compliance?
In
actual
fact,
it
may
not
have
anything
to
do
with
any
regulation
or
it
may
be
a
misinterpretation
that
was
that
happened
a
long
time
ago.
So
I
think
you
need
to
always
try
to
get
back
to
what's
the
actual
thing
we
need
to
do,
and
why
do
we
need
to
do
it.
D
So
it's
you
know
the
regulations
are
changing.
I
think
trying
to
address
some
of
these
new
modern
collaboration
capabilities
where
business
records
in
fact
may
be
stored,
and
then
businesses
trying
to
implement
that,
and-
and
can
you
implement,
that
the
regulation
has
to
be
written
in
language
and
regulators
realize
this
that
companies
can
actually
implement
it.
It
can't
be
so
obtuse
and
vague
that
you
can't
implement
it.
C
C
D
D
I
would
say
that
the
information
management
area
content
management
area
in
your
organization
has
to
be
kind
of
in
lockstep
with
where
your
organization
is
for
what
kind
of
tools
you've
laid
out.
So
you
know
you
can't
even
begin
to
decide
what
you
want
to
roll
out
for
retention
requirements
until
you
know
you
understand
a
couple
of
things.
D
One
is
well:
what
are
our
regulations,
what
what
is
compliance
mean
to
us
and
what
are
we
working
with
as
far
as
all
of
the
products
in
our
environment
and
and
then,
and
only
then,
can
you
start
laying
on
top
of
some
of
the
retention
controls,
understanding
them
in
the
first
place
and
there's
like,
like
you
said,
mark,
there's
many
ways
to
slice
and
dice
this
there's
no
cookie
cutter
just
do
this
and
you
will
be
successful.
You
know
there's
pockets
of
that.
D
I
suppose,
if
you're
talking
about
managing
corporate
policies
or
some
of
those
defined
pieces
of
content,
but
if
we're
talking
about
you,
know
the
the
compliance
all
up
yeah,
you
really
need
to
invest
some
time
and
energy
understanding
where
you're
at
so.
You
can
even
know
how
you
can
kind
of
make
inroads
into
being
compliant
right.
A
I
have
no
knowledge
of
what
they
are
in
other
countries,
I'm
afraid,
but
what
it
does
do
is
give
you
a
pretty
good
framework
for
the
classes
of
document
that
might
be
subject
to
retention.
So
I'm
going
to
make
sure
this
is
shared
and
actually
there's
already
a
link
to
it
on
this
slide
deck.
So
so,
when
you
get
the
side
you
can
get
it
from
here,
so
that'll
be
that'll,
be
forthcoming.
D
I
want
to
make
one
point
about
this
when
I
look
at
that
file
plan.
This
is
where
regulators
are
spending
some
time
trying
to
make
the
language
for
that
column
recommended
period
of
retention
make
it
so
you
can
actually
implement
it
so
superseded
or
obsolete
is
a
great
example
of
that.
Well,
how
do
you
implement
that
using
technical
controls
you
know
without
bringing
in
some
manual
interventions,
so
I
I
can
see
here
some
events.
A
A
D
Okay,
so
I'm
fairly
new
to
the
microsoft
365
maturity
model,
and
I
I
really
like
it
and
I
was
trying
to
think
of
a
way
to
incorporate
the
way.
I
usually
talk
about
implementing
compliance
in
our
organization,
the
compliance
controls
with
the
maturity
model
and
I
typically
talk
about
crawl,
walk,
run.
D
It
depends
how
how
you
want
to
lay
out
your
implementation
and,
like
all
the
things
we
talked
about
before
the
size
of
your
organization,
the
industry,
how
regulated
you
are
if
that
would
make
sense,
but
I
I
think
the
two
could
fit
together
quite
well
and
the
bottom
six
bullet
points.
I
really
want
everyone
to
kind
of
ponder
what
why
I
think
compliance
is
so
complicated.
D
Is
it
it's
not
only
the
maturity
of
your
sharepoint,
microsoft
teams,
environments,
it's!
How
mature
is
your
data,
governance
and
data
protection
program
in
your
organization
and
are
they
kind
of
being
modernized
from
that
paper-based
world?
You
know
like
it
or
not.
There's
still
lots
of
things
in
place.
There's
still
lots
of
paper
in
organizations.
First
of
all
and
lots
of
the
retention
requirements
they're
still
written
based
on
you
know,
primarily
a
paper-based
world,
so
you're
behind
the
eight
ball
right
away.
D
If
that's
the
way
your
regulations
are
worded,
so
I
think
you
know,
I
know
libraries
and
archives,
canada,
national
archives
in
the
states
is,
is
really
in
earnest,
working
on
changing
the
wording
to
make
it
more
of
the
modern
world.
I'll
say
it
like
that,
and
the
second
last
bullet
point
prolifer
proliferation
of
communication
channels,
housing
records,
sometimes
there's
a
team's
chat
that
has
made
a
business
decision
is
made.
That
is
considered
a
business
record.
What
do
we
do
with
that?
D
A
yammer
conversation?
All
of
this
really
complicates
things
as
well,
and
most
regulations
aren't
written
to
accommodate
those
extra
communication
channels.
So
that's
why
this
is
complicated.
The
last
bullet
point
is:
that's
a
two-way
street.
The
data
protection
and
data
governance
teams
certainly
need
to
understand
the
the
modern
workplace
tooling
and
where
business
records
can
live,
but
it
the
reverse,
is
also
true.
D
D
C
It's
it
in
a
sense.
It's
very
similar
to
you
know
what
we
call
the
g
word
governance
right
I
mean
it
it
you
can
write
down
a
governance,
you
can.
You
can
have
a
governance
document
that
you
stick
in
the
library
somewhere,
but
that
solves
nothing.
You
need
to
have
a
shared
mental
model.
Everyone
has
to
understand
the
the
intent
and
the
practice
behind
it,
as
opposed
to
just
knowing
that
there
are
some
rules
somewhere
and,
I
think
you're.
I
think
you
started
saying
the
same
thing
about
compliance.
It's
not
it!
C
It's
not
a
one
and
done
kind
of
thing
it's
in
in.
If
you
think
about
the
the
levels
of
maturity,
part
of
going
up,
those
levels
is
getting
to
the
point
where
more
and
more
people
actually
understand
and
act
as
if
these
things
matter
yeah
in
their
daily
job,
as
opposed
to
you
know,
once
every
year
when
somebody
comes
after
them,.
D
Yeah
yeah
compliance
is
important.
It's
not
enough
to
just
understand
that
you
need
it.
I
mean
that's.
Even
a
step
forward
is
understanding
you
know
getting
in
that
space,
but
you
need
to
implement
the
the
controls
to
implement
some
of
these
things,
because
it
can
be
an
expensive
oversight.
If
you
don't
yeah.