Advanced PowerApps Awesomeness in Sydney

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Logo The Digital Workplace Conference Australia


First up, if you are not aware, the Digital Workplace Conference is about to land in Sydney. I strongly recommend you attend this conference. In my opinion there has never been a more fascinating time to be involved in the world of Office365/SharePoint and Azure and some top people are going to be speaking.

I have spent the better part of the last two years working with cloud first organisations, and frankly I’m amazed at what is available in the base edition of Office365. I suspect many organisations are not particularly aware of the capabilities available to be exploited – which brings me onto my topic.

In case you are not aware, I am a bit of a fan of PowerApps. I see it having huge potential for citizen developers and more technically-minded folk alike. Most recently I have been teaching it to my daughter, who at 18 years of age, is busy studying her first year of psychology at university. For someone with no formal programming experience, she has come a long way, as this video demonstrates. In this video, we cover a real-world scenario and make use of a lot of tricks to get a nice, solid solution.

So why am I telling you this? Well I am presenting at the Digital Workplace Conference in Sydney this month, and my session is called “A Certificate in Advanced PowerApps Awesomeness” and I will be covering some of the tricks behind what we did in this video, as well as a couple of other apps that Ashlee wrote. I will be sharing various pearls of wisdom from Ashlee, who presents a fun perspective on Microsoft products. Ever seen those “kids react to?” videos on YouTube?  Well, watching Ashlee work on PowerApps is kind of like that Smile

Therefore I will share some Ashlee-penned pearls of 18 year old wisdom such as…

“Do not put spaces in the name of your SharePoint libraries, because PowerApps can’t handle it and will have a huge hissy fit”

So I hope to see you in Sydney, where I will delve into this beast known as PowerApps and show you what an 18 year old with no formal experience can do with the platform.

I’ll cover PowerApps deeper than the typical demos, but at the same time business-oriented folks shouldn’t be too off-put by it.

Hope to see you there!


Paul Culmsee

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Rediscovering my curiosity at Creative Melbourne

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As I write this I am somewhere over the middle of Australia, flying back to Perth after participating in a 3 day event that was fun, challenging and highly insightful. The conference was Creative Melbourne, and I am proud to say I was one of the inaugural speakers. If they want me back again, I will do it in a heartbeat, and I hope a lot of you come along for the ride.


The premise: practical co-creation…

First the background… I have known the conference organiser, Arthur Shelley, for a few years. We first met at a Knowledge Management conference in Canberra and though I have no recollection of how we got talking, I do recall we clicked fairly quickly. At the time I was starting to explore the ideas around ambiguity, which eventually formed my second book. Back then I had a chip on my shoulder about how topics like complexity, Design Thinking and collaboration were being taught to students. I felt that the creative and fun parts glossed over the true stress and cognitive overload of wicked problems. This would produce highly idealistic students who would fall flat on their face once they hit a situation that was truly wicked. I therefore questioned whether anything was being built into students mental armory for the inevitable pain to come.

Now for some people who operate and teach in this space, making such a statement immediately and understandably gets their defenses up. But not Arthur – he listened to everything I had to say, and showed me examples of how he structured his courses and teachings to deal with this challenge. It was impressive stuff: every time his students thought they had a handle on things, Arthur would introduce a curveball or a change they were not anticipating. In other words, while teaching the techniques, he was building their capacity for handling ambiguous situations. Little did I know his conference was about to do the same to me…

One thing about Arthur that blows me away constantly is his incredible network of practitioners in this space. Arthur has long had a vision for bringing a constellation of such practitioners together and he hand-picked a bunch of us from all over the world. The premise, was to create an event that had a highly practical focus. He wanted practitioners to help attendees “Discover creative techniques to enhance performance and engage your team back at the office to increase productivity.”

Now where did I leave my curiosity?

While I am a sensemaking practitioner, I’ll admit straight up that I get irritated at the “fluffiness” and rampant idealism in this space. A good example is Design Thinking in this respect. While I like it and apply ideas from it to my practice, I dislike it when Design Thinking proponents claim it to be suited to wicked problems. The reality is the examples and case studies often cited are rarely wicked at all (at least in the way the term was originally conceived). When I see this sort of thing happening, it leaves me wondering if proponents have truly been in a complex, contingent situation and had the chance to stress test their ideas.

Now I don’t apologise for critically examining the claims made by anyone, but I do apologise for the unfortunate side effect – becoming overly contrarian. In my case, after all these years of research, reading and practice in this field, I am at the point where I see most new ideas as not actually new and are rediscoveries of past truths. Accordingly, it has been a long time since I felt that sense of exhilaration from having my mental molecules rearranged from a new idea. It makes sense right? I mean, the more you learn about something, the more your mental canvas has been painted on. In my case I already have a powerful arsenal of useful tools and approaches that I call upon when needed and more importantly, I was never on a spiritual quest for the one perfect answer to the mysteries of organsiational life anyway.

In short, I have what I need to do what I do. The only problem is somewhere along the line I lost the very sense of curiosity that started me along the path in the first place. It took Arthur, fellow presenters like Stuart French, Jamie Bartie, Jean-Charles Cailliez, Meredith Lewis, Brad Adriaanse, Vadim Shiryaev and a diverse group of participants to help me rediscover it…

Disrupting the disruptor…

Imagine someone like me participating in day 1, where we did things like build structures out of straws, put on silly hats, used the metaphor of zoo animals to understand behaviors, arm-wrestled to make a point about implicit assumptions and looked at how artists activate physical space and what we could learn from it when designing collaborative spaces. There was some hippie stuff going on here and my contrarian brain would sometimes trigger a reflexive reaction. I would suddenly realise I was tense and have to tell myself to relax. Sometimes my mind would instinctively retort with something like “Yeah right… try that in a politicised billion dollar construction project…” More than once I suppressed that instinct, telling myself “shut up brain – you are making assumptions and are biased. Just be quiet, listen, be present and you might learn something.”

That evening I confided to a couple of people that I felt out of place. Perhaps I was better suited to a “Making decisions in situations of high uncertainty and high cognitive overload” conference instead. I was a little fearful that I would kill the positive vibe of day 1 once I got to my session. No-one wants to be the party pooper…

Day 2 rolled around and when it was my turn to present. I held back a little on the “world according to Paul” stuff. I wanted to challenge people but was unsure of their tolerance for it – especially around my claims of rampant idealism that I mentioned earlier. I needn’t have worried though, as the speaker after me, Karuna Ramanathan from Singapore, ended up saying a lot of what I wanted to say and did a much better job. My talk was the appetizer to his “reality check” main course. He brilliantly articulated common organsiational archetypes and why some of the day 1 rhetoric often hits a brick wall. It was this talk that validated I did belong in this community after all. Arthur had indeed done his homework with his choice of speakers.

That same afternoon, we went on a walking tour of Melbourne with Jamie Bartie, who showed us all sorts of examples of cultural gems in Melbourne that were hiding in plain sight. The moral of the story was similar to day 1… that we often look past things and have challenge ourselves to look deeper. This time around my day 1 concerns had evaporated and I was able to be in the moment and enjoy it for what it was. I spoke to Jamie at length that evening and we bonded over a common childhood love of cult shows like Monkey Magic. I also discovered another kung-fu movie fan in Meredith Lewis, who showed me a whole new way to frame conversations to get people to reveal more about themselves, and develop richer personal relationships along the way.

Petcha Kucha – Getting to a point…

Day 3 was a bit of a watershed moment for me for two reasons. Months prior, I had accepted an invitation from Stuart French to participate in his Petcha Kucha session. At the time I said “yes” without really looking into what it entailed. The gist is you do a presentation of 20 slides, with 20 seconds per slide, all timed so they change whether you are ready or not. This forces you to be incredibly disciplined with delivering your talk, which I found very hard because I was so used to “winging it” in presentations. Despite keynoting conferences with hundreds of people in the room, doing a Petcha Kucha to a smaller, more intimate group was much more nerve-racking. I had to forcibly switch off my tangential brain because as soon as I had a thought bubble, the slides would advance and I would fall behind and lose my momentum. It took a lot of focus for me to suppress my thought bubbles but it was worth it. In short, a Petcha Kucha is a fantastic tool to test one’s mental muscles and enforce discipline. I highly recommend that everyone give it a go – especially creative types who tend to be a bit “all over the place”. It was a master-stoke from Stuart to introduce the technique to this audience and I think it needs to be expanded next time.

I presented the first Petcha Kucha, followed by Stuart and then Brad Adriaanse, who described the OODA Loop philosophy. OODA stands for observe, orient, decide, and act, providing a way to break out of one’s existing dogma and reformulate paradigms, allowing you to better adapt to changing circumstances. Dilbert cartoons aptly shows us that we all have incomplete (and often inconsistent) world views which should be continually refined and adapted in the face of new observations. Brad put it nicely when he said OODA was about maintaining a fluid cognitive state and that assumptions can be a straightjacket and dogma can blind us. This really hit home for me, based on how I reacted at times on day 1. Brad also said that the OODA loop can be internalised by adopting a lifelong learning mindset, being curious and become more and more comfortable with ambiguity.

It was at this exact moment where I rediscovered my latent curiosity and understood why I felt the way I did on day 1 and 2. It was also at this moment that I realised Arthur Shelley’s genius in why he made this event happen, who he brought together and what he has created in this event. All attendees need to be disrupted. Some need their idealism challenged, and some, like me, need a reminder of what started us on this path in the first place.

I have returned a better practitioner for it… Thankyou Arthur


Paul Culmsee

p.s Arthur Shelley is still a giant hippie

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My new book about Teddies and fetishes is out…

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Hi all

I am pleased to announce that my new business book, The Heretic’s Guide to Management: The Art of Harnessing Ambiguity is now available in ebook format (The print edition is still a couple of weeks away). Once again I wrote this with Kailash Awati and is a loose sequel to our first book, The Heretics Guide to Best Practices.

Many reviewers liked the writing style of our first book, which combined rigour with humour. This book continues in the same vein, so if you enjoyed the first one we hope you might enjoy this one too. The new book is half the size of the first one, and I would say, less idealistic too. In terms of subject matter, I could probably just say “Ambiguity, Teddy Bears and Fetishes” and leave it at that. I’m sure someone would think that we have moved into erotic fiction Smile

Unfortunately for those looking for some titillation, I’m afraid we did not write a management version of Fifty Shades of Grey. Instead, we aim to help readers understand how ambiguity affects the human behaviour and more importantly how it can be harnessed it in positive ways. We noticed that most management techniques (eg strategic planning, project management or operational budgeting) attempt to reduce ambiguity and provide clarity. Yet in a great irony of modern corporate life, they often end up doing the opposite: increasing ambiguity rather than reducing it.

On the surface, it is easy enough to understand why: organizations are complex entities and it is unreasonable to expect management models, such as those that fit neatly into a 2*2 matrix or a predetermined checklist, to work in the real world. In fact, expecting them to work as advertised is like colouring a paint-by-numbers Mona Lisa and expecting that you can recreate Da Vinci’s masterpiece. Ambiguity remains untamed, and reality reimposes itself no matter how alluring the model is…

It turns out that most of us have a deep aversion to situations that involve even a hint of ambiguity. Recent research in neuroscience has revealed the reason for this: ambiguity is processed in the parts of the brain which regulate our emotional responses. As a result, many people associate ambiguity with feelings of anxiety. When kids feel anxious, they turn to transitional objects such as teddy bears or security blankets, providing them with a sense of stability when situations or events seem overwhelming. In this book, we show that as grown-ups we don’t stop using teddy bears – it is just that the teddies we use take a different, more corporate, form. Drawing on research, we discuss how management models, fads and frameworks are actually akin to teddy bears. They provide the same sense of comfort and certainty to corporate managers and minions as real teddies do to distressed kids.

base teddy

Most children usually outgrow their need for teddies as they mature and learn to cope with their childhood fears. However, if development is disrupted or arrested in some way, the transitional object can become a fetish – an object that is held on to with a pathological intensity, simply for the comfort that it offers in the face of ambiguity. The corporate reliance on simplistic solutions for the complex challenges faced is akin to little Johnny believing that everything will be OK provided he clings on to Teddy.

When this happens you, the trick is finding ways to help Johnny overcome his fear of ambiguity (as well as your own).


Ambiguity is a primal force that drives much of our behaviour. It is typically viewed negatively – something to be avoided or to be controlled. The truth, however, is that it is a force that can be used in positive ways too. The Force that gave the Dark Side their power in the Star Wars movies was harnessed by the Jedi in positive ways.This new management book shows you how ambiguity, so common in the corporate world, can be harnessed to achieve outstanding results.

The book should be available via most online outlets.


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The ASS Scale. The best 2*2 management model ever!

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So today I was inspired to come out of blogging hibernation because I saw possibly the worst dodgy 2*2 management matrix ever. The piece below was something that was originally going to be part of my next book with Kailash – as we spend some time on why models like this are so popular. Unfortunately this piece never made it, but Craig Brown told me I had to release it or he would. Thus, I feel it is now appropriate to unveil the greatest 2*2 dodgy management model ever! Without further ado I present to you the ASS Scale…

Does your team kick ass?

Want to improve team performance? Do you want your teams to be more agile, resilient, flexible, strategic, emergent, dynamic and follow orders without question?

The Agile Synergy Scale (ASS)™ is a cutting edge team diagnostic tool that provides a typology of team states. This provides CEO’s and other people who control the budget a sure-fire way to bring the best out of your people, help them reach their full potential and Kick Ass!.

The Agile Synergy Scale draws on several beers worth of research into all the latest literature from Wikipedia and Social Media, such as Big Data Analytics, Neuroscience, Holocracy, Transdisciplinary Intelligence, Innovation Ideation, Neurolinguistic Complexity Theory, Tasseography, Graphology, Craniosacral Therapy and 3D Printing. It explores the relationship between people, motivation and intelligence and unlocks an entirely new way of thinking about all forms of organisational awesomeness.

The framework consists of 4 domains – or “ASS cheeks” as shown below. There is a fifth domain – but we will get to that in a moment. These domains are illustrated in the diagram below.


The X axis represents team ability from low to high – and incorporates all of the sheer talent and expert knowledge necessary to probe for outstanding achievement for team and organisational excellence. The vertical scale represents a team desire – the lube of synergy that is the difference between accommodating maximum motivation versus constricted performance.

Let’s examine each ass-cheek in more detail and see where you and your team sits.

High Desire, High Skills: Kick Ass!

You and your team are as awesome as the Avengers. Perfectly balanced between brain, brawn and beauty, there is no challenge too tough for you and a Nobel prize in the category of legendaryness is a foregone conclusion.

High Desire, Low Skills: Kiss Ass

You and your team so want to be awesome, you all read the clickbait pearls of wisdom on your LinkedIn feed and therefore “talk the talk” with the best of them, but when the rubber hits the road and pressure is on, there is nothing under the hood. A dangerous sub-variety of kiss-asses are scary-asses (those who think they are kick-asses but are blind to their skill deficiencies.)

Low Desire, High Skills: Slack-ass (or “Can’t be assed”)

You all know your stuff as good as anybody, but nevertheless, you all withhold your discretionary effort (loafing). This is likely because the psychological needs of your team and individual members are not being met – either that or you are all whiny bitches.

Low Desire, Low Skills: Suck-ass

This quadrant has two sub-types. Rational suck-asses and stupid suck-asses. Rational suck-asses have the self-awareness to know they suck-ass and remedial action can be undertaken. Stupid suck-asses unfortunately have their head so far up their asses that they have little awareness of how much they suck-ass.

The toxic hole of chaos

There is a fifth domain (in the middle of the diagram): The toxic hole of chaos, which is the state of not knowing what sort of ASS cheek your team aligns with. It is extremely important you avoid this area in the long term as prolonged exposure can stifle and suffocate your team.

How to measure your ASS

We measure your teams ASS by administering a Rate of Extrinsic Collaboration and Team Agile Leadership Exam. This psychometric instrument can be administered by one of our certified Agile Synergy Scale PROfessional Business Excellence Reviewers. Our ASS PROBERS have gone through an extensive vetting process via a comprehensive multi-choice exam, and can administer a RECTAL exam with minimum discomfort.

So what are you waiting for? Sign your team up for a RECTAL exam today and measure your ASS.


Paul Culmsee

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A free IT Unity Webinar: Rewriting the Rulebook for Managing Knowledge

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Hi all

Just to let you know that I’ll be presenting a webinar with Christian Buckley on the topic of Glyma, Knowledge Management and SharePoint next week. If you have an interest in things like workforce planning, knowledge capture, project lessons learnt, strategic planning, policy analysis, etc then it will be well worth your time to take a look. It is called Rewriting the Rulebook for Managing Knowledge. Here is the synopsis…

“Managing knowledge in a business has always been tough, and these days it has become even tougher. The amount of information available has skyrocketed and so too have the formats, places and channels through which it is received. Complexity around how we gather, organize and effectively use information has magnified – and to deal with this complexity, we need a new approach.

In this webinar, Australian-based information management strategist, SharePoint guru, and award-winning author Paul Culmsee will be joined by Office 365 MVP and well-known SharePoint and social strategist Christian Buckley to help participants rewrite the rulebook on managing their intellectual capital. Find out about new approaches, techniques and tools that can be used within your organization to help better leverage your existing knowledge stores and intellectual capital all using SharePoint and featuring Glyma.”

Key topics that we will cover include:

  • Avoiding the “what happens when Jeff leaves” brain drain crisis
  • Tapping into “what’s in the head” and turning it into usable assets for the business
  • Bringing a halt to the revolving cycle of “re-inventing the wheel”
  • Stopping the nonsensical repetition of costly mistakes


  • Date : Tuesday, January 27, 2015
  • Time: 4:00pm Eastern (EST) 1:00pm Pacific (PST)
  • Duration: 1 hour
  • Cost: Free

Hope to see you there!

Paul Culmsee

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Join me learning Dialogue Mapping in the UK/Ireland in September

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Hi all

I will be in the UK in the first week of September for various matters (like watching Kate Bush in concert) and while I am there will be running a 2 day Dialogue Mapping introductory class. If you liked Heretics Guide to Best Practices, or If you simply want to learn a great collaborative approach to help groups solve complex problems, then this is a great opportunity to add a powerful and practical technique to your arsenal.

Dialogue Mapping has had a massive impact on me professionally and personally, and in this intimate, face-to-face class I’ll be covering all of my learnings and insights in applying this technique in hundreds of different workshops. Just to be clear, this is not a SharePoint, nor an IT class. It is open to anybody of any discipline and is very activity driven, to help you acquire a hugely valuable life skill. Not only does it only equip you with a great technique for tasks like business analysis, requirements elicitation and design thinking, but also allows you to get involved with more complex problem solving scenarios like strategic planning and team development work.

Where, when and how much?

Plans are still being finalised, but at this point I can confirm that one class will be held in Dublin thanks to my old friends at Storm Technology. Storm are Ireland’s leading Microsoft Business Technology Consultancy and are well known for their expertise with Microsoft technologies. Storm have great team of consultants who really understand how to harness  information- structured, unstructured, digital and tacit – to create transformation business solutions for clients. Thanks to Storm’s help, I am very pleased to be able to bring this class to you at less than half the usual cost. As a result, this 2 day class will be around £420GBP instead of the usual price of £995.00.

I also hope to get a London class off the ground, and will let you know as soon as I have confirmation. No matter that the city, if you are interested in attending this class, it is super-important to let me know. Part of the reason we can bring it to you at such as great price is we have access to some great facilities, but numbers are limited. So please register your interest as soon as you can at this site. More information on the class, and Dialogue Mapping itself check out the resources and information below…




Why Dialogue Mapping?

  • Maps decision and detailed rationale behind decision-making; maps the thinking process of the group
  • Concentrates on pros and cons to an idea, encourages and explores all view
  • Promotes greater shared understanding of the problem at hand
  • Represents and clarifies diverse points of view, conflicting interpretations and goals, inconsistent information and other forms of complexity
  • Opportunity for all to be heard, contributions acknowledged
  • Keeps participants on topic – they can see the progress of the discussion visually, the bigger picture can be absorbed better and they can appreciate the validity and value of a larger perspective
  • Helps participants come up with better ideas and avoids jumping to simplistic answers and superficial conclusions
  • Promotes deeper reasoning, rigor and crowd wisdom
  • Supporting information (such as documents and images) can easily be attached to map to back up group reasoning
  • Participants can see the effectiveness of mapping and genuinely will try to make the discussion more productive

Class audience

Perfectly suited to both IT and non-IT audience; those involved in highly complex projects, including:

  • Leaders
  • Consultants
  • Facilitators
  • Strategic planners
  • Organisational development professionals
  • Business analysts
  • Change agents
  • Managers and engineers

Class aims and outcomes

  • Create great maps – clear, coherent and inviting
  • Immediately start mapping effectively in your work and life; the class will focus on practical experience and map building
  • Command a rich range of options for publishing and sharing maps
  • Lead with maps; create direction, momentum and energy with dialogue maps
  • Quickly and effectively do critical analysis in dynamic situations
  • Organise unstructured information and discover patterns and connections within it
  • Make critical thinking visible for inspection and analysis
  • Recognise early, the symptoms of wicked problems and the forces behind group divergence
  • Start capturing the rationale leading up to the decisions by using IBIS and Compendium software
  • Recognise the importance of capturing the rationale behind decisions, as well as the decisions themselves
  • Rethink the traditional approach to meetings and decision making
  • Gain a deeper understanding of:
  • The fundamentals of IBIS and Compendium
  • The structural patterns that give clarity and power to dialogue  maps
  • How decision rationale is represented in a map

How Seven Sigma uses Dialogue Mapping

  • Strategic planning workshops
  • Envisioning workshops
  • Goal alignment workshops
  • Requirements gathering
  • User engagement/ User adoption
  • Training
  • Internal meetings
  • Client status meetings
  • … and more

Class requirements

This class will be hands on. Please bring your own laptop with Compendium software installed (we will help you with this).

Class duration

2 intense days with homework after the first day and optional homework after course completion

What’s included

The Issue Mapping manual, morning/afternoon tea breaks, lunch, tea/coffee throughout the day.

Cancellation Policy

Event cancelled by Seven Sigma:

A full ticket refund will be given, minus the registration fee. The class will be confirmed 21 days prior to the event date. Should you be flying over for the event, we advise that you leave flight and accommodation bookings ’til we send you the confirmation as these bookings will not be covered by Seven Sigma should we cancel the class.

Booking cancelled by the registrant:

(a) 14 working days prior to the event, 50% refund given

(b) within 14 days of the event, and no shows – no refund given.

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Rewriting the knowledge management rulebook… The story of “Glyma” for SharePoint

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“If Jeff ever leaves…”

I’m sure you have experienced the “Oh crap” feeling where you have a problem and Jeff is on vacation or unavailable. Jeff happens to be one of those people who’s worked at your organisation for years and has developed such a deep working knowledge of things, it seems like he has a sixth sense about everything that goes on. As a result, Jeff is one of the informal organisational “go to guys” – the calming influence amongst all the chaos. An oft cited refrain among staff is “If Jeff ever leaves, we are in trouble.”

In Microsoft’s case, this scenario is quite close to home. Jeff Teper, who has been an instrumental part of SharePoint’s evolution is moving to another area of Microsoft, leaving SharePoint behind. The implications of this are significant enough that I can literally hear Bjorn Furuknap’s howls of protest all the way from here in Perth.

So, what is Microsoft to do?

Enter the discipline of knowledge management to save the day. We have SharePoint, and with all of that metadata and search, we can ask Jeff to write down his knowledge “to get it out of his head.” After all, if we can capture this knowledge, we can then churn out an entire legion of Jeffs and Microsoft’s continued SharePoint success is assured, right?


There is only one slight problem with this incredibly common scenario that often underpins a SharePoint business case… the entire premise of “getting it out of your head” is seriously flawed. As such, knowledge management initiatives have never really lived up to expectations. While I will save a detailed explanation as to why this is so for another post, let me just say that Nonaka’s SECI model has a lot to answer for as it is based on a misinterpretation of what tacit knowledge is all about.

Tacit knowledge is expert knowledge that is often associated with intuition and cannot be transferred to others by writing it down. It is the “spider senses” that experts often seem to have when they look at a problem and see things that others do not. Little patterns, subtleties or anomalies that are invisible to the untrained eye. Accordingly, it is precisely this form of knowledge that is of the most value in organisations, yet is the hardest to codify and most vulnerable to knowledge drain. If tacit knowledge could truly be captured and codified in writing, then every project manager who has ever studied PMBOK would have flawless projects, because the body of knowledge is supposed to be all the codified wisdom of many project managers and the projects they have delivered. There would also be no need for Agile coaches, Microsoft’s SharePoint documentation should result in flawless SharePoint projects and reading Wictor’s blog would make you a SAML claims guru.

The truth of tacit knowledge is this: You cannot transfer it, but you acquire it. This is otherwise known as the journey of learning!

Accountants are presently scratching their heads trying to figure out how to measure tacit knowledge. They call it intellectual capital, and the reason it is important to them is that most of the value of organisations today is classified on the books as “intangibles”. According to the book Balanced Scorecard, a company’s physical assets accounted for 62% of its market value in 1982, 38% of its market value in 1992 and only 21% in 2003. This is in part a result of the global shift toward knowledge economies and the resulting rise in the value of intellectual capital. Intellectual capital is the sum total of the skills, knowledge and experience of staff and is critical to sustaining competitiveness, performance and ultimately shareholder value. Organisations must therefore not only protect, but extract maximum value from their intellectual capital.


Now consider this. We are in an era where baby boomers are retiring, taking all of their hard-earned knowledge with them. This is often referred to as “the knowledge tsunami”, “the organisational brain drain” and the more nerdy “human capital flight”. The issue of human capital flight is a major risk area for organisations. Not only is the exodus of baby boomers an issue, but there are challenges around recruitment and retention of a younger, technologically savvy and mobile workforce with a different set of values and expectations. One of the most pressing management problems of the coming years is the question of how organisations can transfer the critical expertise and experience of their employees before that knowledge walks out the door.

The failed solutions…

After the knowledge management fad of the late 1990’s, a lot of organisations did come to realise that asking experts to “write it down” only worked in limited situations. As broadband came along, enabling the rise of rich media services like YouTube, a digital storytelling movement arose in the early 2000’s. Digital storytelling is the process by which people share stories and reflections while being captured on video.

Unfortunately though, digital storytelling had its own issues. Users were not prepared to sit through hours of footage of an expert explaining their craft or reflecting on a project. To address this, the material was commonly edited down to create much smaller mini-documentaries lasting a few minutes – often by media production companies, so the background music was always nice and inoffensive. But this approach also commonly failed. One reason for failure was well put by David Snowden when he saidInsight cannot be compressed”. While there was value in the edited videos, much of the rich value within the videos was lost. After all, how can one judge ahead of time what someone else finds insightful. The other problem with this approach was that people tended not to use them. There was little means for users to find out these videos existed, let alone watch them.

Our Aha moment

In 2007, my colleagues and I started using a sensemaking approach called Dialogue Mapping in Perth. Since that time, we have performed dialogue mapping across a wide range of public and private sector organisations in areas such as urban planning, strategic planning, process reengineering, organisational redesign and team alignment. If you have read my blog, you would be familiar with dialogue mapping, but just in case you are not, it looks like this…

Dialogue Mapping has proven to be very popular with clients because of its ability to make knowledge more explicit to participants. This increases the chances of collective breakthroughs in understanding. During one dialogue mapping session a few years back, a soon-to-be retiring, long serving employee relived a project from thirty years prior that he realised was relevant to the problem being discussed. This same employee was spending a considerable amount of time writing procedure manuals to capture his knowledge. No mention of this old project was made in the manuals he spent so much time writing, because there was no context to it when he was writing it down. In fact, if he had not been in the room at the time, the relevance of this obscure project would never have been known to other participants.

My immediate thought at the time when mapping this participant was “There is no way that he has written down what he just said”. My next thought was “Someone ought to give him a beer and film him talking. I can then map the video…”

This idea stuck with me and I told this story to my colleagues later that day. We concluded that the value of asking our retiring expert to write his “memoirs” was not making the best use of his limited time. The dialogue mapping session illustrated plainly that much valuable knowledge was not being captured in the manuals. As a result, we seriously started to consider the value of filming this employee discussing his reflections of all of the projects he had worked on as per the digital storytelling approach. However, rather than create ‘mini documentaries’, utilise the entire footage and instead, visually map the rationale using Dialogue Mapping techniques. In this scenario, the map serves as a navigation mechanism and the full video content is retained. By clicking on a particular node in the map, the video is played from the time that particular point was made. We drew a mock-up of the idea, which looked like the picture below.


While thinking the idea would be original and cool to do, we also saw several strategic advantages to this approach…

  • It allows the user to quickly find the key points in the conversation that is of value to them, while presenting the entire rationale of the discussion at a glance.
  • It significantly reduces the codification burden on the person or group with the knowledge. They are not forced to put their thoughts into writing, which enables more effective use of their time
  • The map and video content can be linked to the in-built search and content aggregation features of SharePoint.
    • Users can enter a search from their intranet home page and retrieve not only traditional content such as documents, but now will also be able to review stories, reflections and anecdotes from past and present experts.
  • The dialogue mapping notation when stored in a database, also lends itself to more advanced forms of queries. Consider the following examples:
    • “I would like any ideas from lessons learnt discussions in the Calgary area”
    • “What pros or cons have been made about this particular building material?”
  • The applicability of the approach is wide.
    • Any knowledge related industry could take advantage of it easily because it fits into exiting information systems like SharePoint, rather than creating an additional information silo.

This was the moment the vision for Glyma (pronounced “glimmer”) was born…

Enter Glyma…

Glyma (pronounced ‘glimmer’) is a software platform for ‘thought leaders’, knowledge workers, organisations, and other ‘knowledge economy participants’ to capture and trade their knowledge in a way that reduces effort but preserves rich context. It achieves this by providing a new way for users to visually capture and link their ideas with rich media such as video, documents and web sites. As Glyma is a very visually oriented environment, it’s easier to show Glyma rather than talk to it.



What you’re looking at in the first image above are the concepts and knowledge that were captured from a TED talk on education augmented with additional information from Wikipedia. The second is a map that brings together the rationale from a number of SPC14 Vegas videos on the topic of Hybrid SharePoint deployments.

Glyma brings together different types of media, like geographical maps, video, audio, documents etc. and then “glues” them together by visualising the common concepts they exemplify. The idea is to reduce the burden on the expert for codifying their knowledge, while at the same time improving the opportunity for insight for those who are learning. Glyma is all about understanding context, gaining a deeper understanding of issues, and asking the right questions.

We see that depending on your focus area, Glyma offers multiple benefits.

For individuals…

As knowledge workers our task is to gather and learn information, sift through it all, and connect the dots between the relevant information. We create our knowledge by weaving together all this information. This takes place through reading articles, explaining on napkins, diagramming on whiteboards etc. But no one observes us reading, people throw away napkins, whiteboards are wiped clean for re-use. Our journey is too “disposable”, people only care about the “output” – that is until someone needs to understand our “quilt of information”.

Glyma provides end users with an environment to catalogue this journey. The techniques it incorporates helps knowledge workers with learning and “connecting the dots”, or as we know it synthesising. Not only does it help us with doing these two critical tasks, it then provides a way for us to get recognition for that work.

For teams…

Like the scenario I started this post with, we’ve all been on the giving and receiving end of it. That call to Jeff who has gone on holiday for a month prior to starting his promotion and now you need to know the background to solving an issue that has arisen on your watch. Whether you were the person under pressure at the office thinking, “Jeff has left me nothing of use!”, or you are Jeff trying to enjoy your new promotion thinking, “Why do they keep on calling me!”, it’s an uncomfortable situation for all involved.

Because Glyma provides a medium and techniques that aid and enhance the learning journey, it can then act as the project memory long after the project has completed and the team members have moved onto their next challenge. The context and the lessons it captures can then be searched and used both as a historical look at what has happened and, more importantly, as a tool for improving future projects.

For organisations…

As I said earlier, intangible assets now dominate the balance sheets of many organisations. Where in the past, we might have valued companies based on how many widgets they sold and how much they have in their inventory, nowadays intellectual capital is the key driver of value. Like any asset, organisations need to extract maximum value from intellectual capital and in doing so, avoid repeat mistakes, foster innovation and continue growth. Charles G. Sieloff summed this up well in the name of his paper, “if only HP knew what HP knows”.

As Glyma aids, enhances, and captures an individual’s learning journey, that journey can now be shared with others. With Glyma, learning is no longer a silo, it becomes a shared journey. Not only does it do this for individuals but it extends to group work so that the dynamics of a group’s learning is also captured. Continuous improvement of organisational processes and procedures is then possible with this captured knowledge. With Glyma, your knowledge assets are now tangible.

Lemme see it!

So after reading this post this far, I assume that you would like to take a look. Well as luck would have it, we put out a public Glyma site the other day that contains some of my own personal maps. The maps on the SP2013 apps model and hybrid SP2013 deployments in particular represent my own learning journey, so hopefully should help you if you want a synthesis of all the pros and cons of these issues. Be sure to check the videos on the getting started area of the site, and check the sample maps! Smile


I hope you like what you see. I have a ton of maps to add to this site, and very soon we will be inviting others to curate their own maps. We are also running a closed beta, so if you want to see this in your organisation, go to the site and then register your interest.

All in all, I am super proud of my colleagues at Seven Sigma for being able to deliver on this vision. I hope that this becomes a valuable knowledge resource for the SharePoint community and that you all like it. I look forward to seeing how history judges this… we think Glyma is innovative, but we are biased! 🙂


Thanks for reading…

Paul Culmsee

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“Assumption is the mother of all f**k ups”

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My business partner, Chris Tomich, is the John Deacon of Seven Sigma.

In case you do not know who John Deacon is, he is the bass player from Queen who usually said very little publicly and didn’t write that many songs (and by songs I mean blog posts). But when Deacon finally did getting around to writing a song, they tended to be big – think Another One Bites the Dust, I Want To Break Free and Your My Best Friend.

Chris is like that, which is a pity for the SharePoint community because he outstanding SharePoint architect, software engineer and one of the best Dialogue Mappers on the planet. If he had the time to write on his learning and insight, the community would have a very valuable resource. So this is why I am pleased that he has started writing what will be a series of articles on how he utilises Dialogue Mapping in practice, which is guaranteed to be much less verbose than my own hyperbole but probably much more useful to many readers. The title of my post here is a direct quote from his first article, so do yourself a favour and have a read it if you want a different perspective on sense-making.

The article is called From Analyst to Sense-maker and can be found here:!

thanks for reading


Paul Culmsee


p.s Now all I need to do is get my other Business Partner, mild mannered intellectual juggernaut known as Peter (Yoda) Chow to start writing Smile

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Trials or tribulation? Inside SharePoint 2013 workflows–conclusion and reflections

This entry is part 13 of 13 in the series Workflow
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Hi all

In case you have not been paying attention, I’ve churned out a large series of posts – twelve in all – on the topic of SharePoint Designer 2013 workflows. The premise of the series was to answer a couple of questions:

1.  Is there enough workflow functionality in SharePoint 2013 to avoid having to jump straight to 3rd party tools?

2. Is there enough workflow functionality to enable and empower citizen developers to create lightweight solutions to solve organisational problems?

To answer these questions, I took a relatively simple real world scenario to illustrate what the journey looks like. Well – sort of simple in the sense that I deliberately chose a scenario that involved managed metadata. Because of this seemingly innocuous information architecture decision, we encountered SharePoint default settings that break stuff, crazy error messages that make no sense, learnt all about REST/oData, JSON, a dash of CAML and mastered the Fiddler tool to make sense of it all. We learnt a few SharePoint (and non SharePoint) web services, played with new features like dictionaries, loops and stages. Hopefully, if you have stuck with me as we progressed through this series, you have a much better understanding of the power and potential peril of this technology.

So where does that leave us with our questions?

In terms of the question of whether this edition enables you to avoid 3rd party tools – I think the answer is an absolute yes for SharePoint Foundation and a qualified yes for everything else. On the plus side, the new architecture certainly addresses some of the previous scalability issues and the ability to call web services and parse the data returned, opens up all sorts of really interesting possibilities. If “no custom development” solutions are your mantra (which is really “no managed code” usually) , then you have at your disposal a powerful development tool. Don’t forget that I have shown you a glimpse of what can be done. Very clever people like Fabian WIlliams have taken it much further than me, such as creating new SharePoint lists, creating no code timer jobs and creating your own declarative workflows – probably the most interesting feature of all.

In a nutshell, with this version, many things that were only possible in Visual Studio now become very doable using SharePoint Designer – especially important for Office365 scenarios.

So then, why a qualified yes as opposed to an enthusiastic yes?

Because it is still all so… how do I put this…  so #$%#ing fiddly!

Fiddly is just a euphemism for complexity, and in SharePoint it manifests in the minefield of caveats and “watch out for…” type of advice that SharePoint consultants often have to give. It has afflicted SharePoint since the very beginning and Microsoft are seemingly powerless to address it while they address issues of complexity by making things more complex. As an example: Here is my initial workflow action to assign the process owner a task from part 2. One single, simple action that looks up the process owner based on the organisation column.

image_thumb43  image

Now the above solution never worked of course because managed metadata columns are not supported in the list item filtering capability of SPD workflows. Yes, we were able to work around the issue successfully without sacrificing our information architecture, but take a look below at the price we paid in terms of complexity to achieve it. From one action to dozens. Whilst I prefer this in a workflow rather than in Visual studio and compiled to a WSP file, it required a working knowledge of JSON, REST/oData, CAML and debugging HTTP traffic via Fiddler. Not exactly the tools of your average information worker or citizen developer.

image_thumb10  image_thumb18    image_thumb22

image_thumb25  image_thumb27  image_thumb14

A lot of code above to assign a task to someone eh?

Another consideration on the 3rd party vs. out of the box discussion is of course all of the features that the 3rd party workflow tools have. The most obvious example is a decent forms solution. Whilst InfoPath still is around, the fact that Microsoft did precisely nothing with it in SharePoint 2013 and removed support for its use in SharePoint 2013 workflows suggests that they won’t have a change of heart anytime soon.

In fact, my prediction is that Microsoft are working on their own forms based solution and will be seriously bolstering workflow capability in SharePoint vNext. They will create many additional declarative workflow actions, and probably model a hybrid forms solution that works in a similar way to the way Nintex live forms does. Why I do I think this? It’s just a hunch, based on the observation that a lot of the plumbing to do this is there in SharePoint 2013/Workflow Manager and also that there is a serious gap in the forms story in SharePoint 2013. How else will they be able to tell a good multi-device story going forward?

But perhaps the ultimate lead indicator to the suitability of this new functionality to citizen developers is to gauge feedback from citizen developers who took the time to understand the twelve articles I wrote. In fact, if you are truly evil IT manager, concerned with the risk of information worker committing SharePoint atrocities, then get your potential citizen developers to read this series of articles as a way to set expectations and test their mettle. If they get through them, give them the benefit of the doubt and let them at it!

So all you citizen developers, do you feel inspired that we were able to get around the issues, or feel somewhat shell shocked at all of the conceptual baggage, caveats and workarounds? If you are in the latter camp, then maybe serious SharePoint 2013 workflow development is not for you, but then again, if you are not blessed with a large budget to invest in 3rd party tools, you want to get SharePoint onto your CV, all the while, helping organisations escape those annoying project managers and elitist developers, at least you now know what you need to learn!

On a more serious note, if you are on a SharePoint governance, strategy or steering team (which almost by definition means you are only reading this conclusion and not the twelve articles that preceded it), then you should consider how you define value when looking at the ROI of 3rd party verses going out of the box for workflow. For me, if part of your intention or strategy is to build a deeper knowledge and capacity of SharePoint in your information workers and citizen developers, then I would look closely at out of the box because it does force people to better understand how SharePoint works more broadly. But (and its a big but), remember that the 3rd party tools are more mature offerings. While they may mitigate the need for workflow authors to learn SharePoint’s deeper plumbing, they nevertheless produce workflows that are much simpler and more understandable than what I produced using out of the box approaches. Therefore from a resource based view (ie take the least amount of time to develop and publish workflows), one would lean toward the third party tools.

I hope you enjoyed the series and thanks so much for reading

Paul Culmsee


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Trials or tribulation? Inside SharePoint 2013 workflows–Part 12

This entry is part 12 of 13 in the series Workflow
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Hi all, and welcome to part 12 of my articles about SharePoint 2013 Workflows and whether they are ready for prime time. Along the way we have learnt all about CAML, REST, JSON, calling web services, Fiddler, Dictionary objects and a heap of scenarios that can derail aspiring workflow developers. All this just to assign a task to a user!

Anyways, since it has been such a long journey, I felt it worthwhile to remind you of the goal here. We have a fictitious company called Megacorp trying to develop a solution to controlled documents management. The site structure is as follows:


The business process we have been working through looks like this:


The big issue that has caused me to have to write 12 articles all boils down to the information architecture decision to use a managed metadata column to store the Organisation hierarchy.

Right now, we are in the middle of implementing an approach of calling a web service to perform step 3 in the above diagram. In part 9 and part 10 of this series, I explained the theory of embedding a CAML query into a REST query and in part 11, we built out most of the workflow. Currently the workflow has 4 stages and we have completed the first three of them.

  • 1) Get the organisation name of the current item
  • 2) Obtain an X-RequestDigest via a web service call
  • 3) Constructed the URL to search the Process Owner list and called the web service

The next stage will parse the results of the web service call to get the AssignedToID and then call another web service to get the actual userid of the user. Then we can finally have what we need to assign an approval task. So let’s get into it…

Obtaining the UserID

In the previous post, I showed how we constructed a URL similar to this one:


This URL uses the CAML in REST method of querying the Process Owners list and returns any items where Organisation equals “Megacorp Burgers”. The JSON data returned shows the AssignedToID entry with a value of 8. Via the work we did in the last post. we already have this data available to us in a dictionary variable called ProcessOwnerJSON.

The rightmost JSON output below illustrates taking that AssignedToID value and calling another web service to return the username , i.e : http://megacorp/iso9001/_api/Web/GetUserById(8).

image   image_thumb52

Confused at this point? Then I suggest you go back and re-read parts 8 and 10 in particular for a recap.

So our immediate task is to extract the AssignedToId from the dictionary variable called ProcessOwnerJSON. Now that you are a JSON guru, you should be able to figure out that the query will be d/results(0)/AssignedToId.

Step 1:

Add a Get an Item from a Dictionary action as the first action in the Obtain Userid workflow stage. Click the item by name or path hyperlink and click the ellipses to bring up the string builder screen. Type in d/results(0)/AssignedToId.


Step 2:

Click on the dictionary hyperlink and choose the ProcessOwnerJSON variable from the list.

Step 3:

Click the item hyperlink and use the AssignedToID variable


That is basically it for now with this workflow stage as the rest of it remains unchanged from when we constructed it in part 8. At this point, the Obtain Userid stage should look like this:


If you look closely, you can see that it calls the GetUserById method and the JSON response is added to the dictionary variable called UserDetail. Then if the HTTP response code is OK (code 200), it will pull out the LoginName from the UserDetail variable and log it to the workflow history before assigning a task.

Phew! Are we there yet? Let’s see if it all works!

Testing the workflow

So now that we have the essential bits of the workflow done, let’s run a test. This time I will use one of the documents owned by Megacorp Iron Man Suits – the Jarvis backup and recovery procedure. The process owner for Megacorp Iron Man suits is Chris Tomich (Chris reviewed this series and insisted he be in charge of Iron Man suits!).

image  image

If we run the workflow against the Jarvis backup and recovery procedure, we should expect a task to be created and assigned to Chris Tomich. Looking at the workflow information below, it worked! HOLY CRAP IT WORKED!!!


So finally, after eleven and a half posts, we have a working workflow! We have gotten around the issues of using managed metadata columns to filter lists, and we have learnt a heck of a lot about REST/oData, JSON, CAML and various other stuff along the way. So having climbed this managed metadata induced mountain, is there anything left to talk about?

Of course there is! But let’s summarise the workflow in text format rather than death by screenshot

Stage: Get Organisation Name
   Find | in the Current Item: Organisation_0 (Output to Variable:Index)
   then Copy Variable:Index characters from start of Current Item: Organisation_0 (Output to Variable: Organisation)
   then Replace " " with "%20" in Variable: Organisation (Output to Variable: Organisation)
   then Log Variable: Organisation to the workflow history list
   If Variable: Organisation is not empty
      Go to Get X-RequestDigest
      Go to End of Workflow

Stage: Get-X-RequestDigest
   Build {...} Dictionary (Output to Variable: RequestHeader)
   then Call [%Workflow Context: Current Site URL%]_api/contextinfo HTTP Web Service with request
       (ResponseContent to Variable: ContextInfo
        |ResponseHeaders to responseheaders
        |ResponseStatusCode to Variable:ResponseCode )
   If Variable: responseCode equals OK
      Get d/GetContextWebInformation/FormDigestValue from Variable: ContextInfo (Output to Variable: X-RequestDigest )
   If Variable: X-RequestDigest is empty
      Go to End of Workflow
      Go to Prepare and execute process owners web service call

Stage: Prepare and execute process owners web service call
   Build {...} Dictionary (Output to Variable: RequestHeader)
   then Set Variable:URLStart to _api/web/Lists/GetByTitle('Process%20Owners')/GetItems(query=@v1)?@v1={"ViewXml":"<View><Query><ViewFields><FieldRef%20Name='Organisation'/><FieldRef%20Name='AssignedTo'/></ViewFields><Where><Eq><FieldRef%20Name='Organisation'/><Value%20Type='TaxonomyFieldType'>
   then Set Variable:URLEnd to </Value></Eq></Where></Query></View>"}
   then Call [%Workflow Context: Current Site URL%][Variable: URLStart][Variable: Organisation][Variable: URLEnd] HTTP Web Service with request
      (ResponseContent to Variable: ProcessOwnerJSON
       |ResponseHeaders to responseheaders
       |ResponseStatusCode to Variable:ResponseCode )
   then Log Variable: responseCode to the workflow history list
   If Variable: responseCode equals OK
      Go to Obtain Userid
      Go to End of Workflow

Stage: Obtain Userid
   Get d/results(0)/AssignedToId from Variable: ProcessOwnerJSON (Output to Variable: AssignedToID)
   then Call [%Workflow Context: Current Site URL%]_api/Web/GetUserByID([Variable: AssignedToID]) HTTP Web Service with request
      (ResponseContent to Variable: userDetail 
       |ResponseHeaders to responseheaders
       |ResponseStatusCode to Variable:ResponseCode )
   If Variable: responseCode equals OK
      Get d/LoginName from Variable: UserDetail (Output to Variable: AssignedToName)
      then Log The User to assign a task to is [%Variable: AssignedToName]
      then assign a task to Variable: AssignedToName (Task outcome to Variable:Outcome | Task ID to Variable: TaskID )
   Go to End of Workflow

Tidying up…

Just because we have our workflow working, does not mean it is optimally set up. In the above workflow, there are a whole heap of areas where I have not done any error checking. Additionally, the logging I have done is poor and not overly helpful for someone to troubleshoot later. So I will finish this post by making the workflow a bit more robust. I will not go through this step by step – instead I will paste the screenshots and summarise what I have done. Feel free to use these ideas and add your own good practices in the comments…

First up, I added a new stage at the start of the workflow for anything relation to initialisation activities. Right now, all it does is check out the current item (recall in part 3 we covered issues related to check in/out), and then set a Boolean workflow variable called EndWorkflow to No. You will see how I use this soon enough. I also added a new stage at the end of the workflow to tidy things up. I called it Clean up Workflow and it’s only operation is to check the current item back in.

image   image

In the Get Organisation Name stage, I changed it so that any error condition logs to the history list, and then set the EndWorkflow variable to Yes. Then in the Transition to stage section, I use the EndWorkflow variable to decide whether to move to the next stage or end the workflow by calling the Clean up workflow stage that I created earlier. My logic here is that there can be any number of error conditions that we might check for, and its easier to use a single variable to signify when to abort the workflow.


In the Get X-RequestDigest stage, I have added additional error checking. I check that the HTTP response code from the contextinfo web service call is indeed 200 (OK), and then if it is, I also check that we successfully extracted the X-RequestDigest from the response. Once again I use the EndWorkflow variable to flag which stage to move to in the transition section.


In the Prepare and execute process owners web service call stage, I also added more error checking – specifically with the AssignedToID variable. This variable is an integer and its default value is set to zero (0). If the value is still 0, it means that there was no process owner entry for the Organisation specified. If this happens, we need to handle for this…


Finally, we come to the Obtain Userid stage. Here we are checking both the HTTP code from the GetUserInfo web service call, as well as the userID that comes back via the AssignedToName variable. We assign the task to the user and then set the workflow status to “Completed workflow”. (Remember that we checked out the current item in the Workflow Initialisation stage, so we can now update the workflow status without all that check out crap that we hit in part 3).



So there we have it. Twelve posts in and we have met the requirements for Megacorp. While there is still a heap of work to do in terms of customising the behaviour of the task itself, I am going to leave that to you!

Additionally, there are a lot of additional things we can do to make these workflows much more robust and easier to manage. To that end, I strongly urge you to check out Fabian Williams blog and his brilliant set of articles on this topic that take it much (much) further than I do here. He has written a ton of stuff and it was his work in particular inspired me to write this series. He also provided me with counsel and feedback on this series and I can’t thank him enough.

Now that we have gotten to where I wanted to, I’ll write one more article to conclude the series – reflecting on what we have covered, and its implications for organisations wanting to leverage out of the box SharePoint workflow, as well as implications for all of you citizen developers out there.

Until then, thanks for reading…

Paul Culmsee


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