unleashing the power of distributed intelligence beth rehm, pmp january 2004 © copyright 2004, beth...
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Unleashing the Power of Unleashing the Power of Distributed IntelligenceDistributed Intelligence
Beth Rehm, PMP
January 2004
© Copyright 2004, Beth Rehm. All rights reserved.
Beth Rehm, PMPBeth Rehm, PMP
20 years experience in Information Technology20 years experience in Information Technology Project/program management, process Project/program management, process
improvement, software quality assurance, and improvement, software quality assurance, and leadershipleadership
Currently developing a project management Currently developing a project management improvement program for SBC Communicationsimprovement program for SBC Communications
Founder and leader of a project management Founder and leader of a project management Community of Practice at SBCCommunity of Practice at SBC
E-mail: E-mail: [email protected]@sbcglobal.net Phone: 847-458-0401Phone: 847-458-0401
Part OnePart OneCommunities of PracticeCommunities of Practice
What are they and what is their history?What are they and what is their history?Different types of CoPs and why/how they form?Different types of CoPs and why/how they form?What value do they add?What value do they add?
Part TwoPart TwoCase Study: SBC Project Management NetworkCase Study: SBC Project Management Network
The evolution of the PMNThe evolution of the PMNManagement, volunteering and technologyManagement, volunteering and technologyPMN achievementsPMN achievements
““Groups of people informally bound together Groups of people informally bound together by shared expertise and passion for a joint by shared expertise and passion for a joint enterprise.”enterprise.”
Etienne C. Wenger & William M. SnyderEtienne C. Wenger & William M. Snyder
As far back as ancient Greece “corporations” of As far back as ancient Greece “corporations” of craftsmen such as metalworkers, potters, andcraftsmen such as metalworkers, potters, and
In the Middle ages In the Middle ages
artisans in Europe artisans in Europe
formed “guilds.”formed “guilds.” Primarily self-employed tradesmen Primarily self-employed tradesmen
masons were masons were common. Members common. Members trained apprentices trained apprentices and spread and spread innovations. innovations.
Company A
Company BCompany C
Group A
Group BGroup C
Within a Single Organization
Individuals From Multiple Organizations
CEO
CIO CFO COO
SoftwareDevelopment
Operations Sales MarketingProcurement
Typical Organization Structure
Types of CoPsTypes of CoPs
2. Sponsored2. Sponsoredinitiated, chartered and supported by managementinitiated, chartered and supported by managementexpected to produce measurable resultsexpected to produce measurable resultsmore formal roles and responsibilitiesmore formal roles and responsibilities
1. Independent1. Independentself-organizingself-organizingself-governingself-governingvoluntaryvoluntary
Characteristics of COPsCharacteristics of COPs
Complex, adaptive social systemsComplex, adaptive social systemsBoundary-spanning Boundary-spanning Informal, self organizingInformal, self organizingMembership is self-selected Membership is self-selected Establish their own leadership Establish their own leadership Set their own agendasSet their own agendas
How CoPs add valueHow CoPs add value
Share knowledgeShare knowledgeProvide a forum to solve problemsProvide a forum to solve problemsDevelop and disseminate best practicesDevelop and disseminate best practicesDevelop people’s professional skillsDevelop people’s professional skills
Critical Success FactorsCritical Success Factors
Meet a specific need of individualsMeet a specific need of individualsAdd value to the businessAdd value to the businessOperational support Operational support Freedom from management interferenceFreedom from management interferenceAccess to enabling technologiesAccess to enabling technologiesSkilled leadershipSkilled leadership
““Communities of Practice are the next step Communities of Practice are the next step in the evolution of the modern, knowledge-in the evolution of the modern, knowledge-based organization.”based organization.”
American Productivity and Quality Center ReportAmerican Productivity and Quality Center Report
IBM Global ServicesIBM Global ServicesHewlett PackardHewlett PackardRaytheonRaytheonSiemens AGSiemens AGThe World Bank CorporationThe World Bank CorporationXerox CorporationXerox CorporationDaimlerChrysler CorporationDaimlerChrysler CorporationAmerican Management SystemsAmerican Management SystemsBuckman LabsBuckman LabsAT&TAT&TFord Motor CompanyFord Motor CompanyCap Gemini Ernst & YoungCap Gemini Ernst & YoungSBC CommunicationsSBC Communications
Part TwoPart Two
Case Study: SBC Project Case Study: SBC Project Management NetworkManagement Network
Company-wide project management CoPCompany-wide project management CoP Primary goal is to improve the value of project Primary goal is to improve the value of project
managementmanagement PMN provides opportunities for networking, PMN provides opportunities for networking,
knowledge sharing and professional growthknowledge sharing and professional growth No cost to members or the companyNo cost to members or the company
Evolution of the PMNEvolution of the PMN
1.1. Purpose Purpose
2.2. Membership growthMembership growth
3.3. Management style and structureManagement style and structure
4.4. VolunteeringVolunteering
5.5. StatusStatus
6.6. TechnologyTechnology
PurposePurpose
Initial purpose - to share ideas on how to obtain Initial purpose - to share ideas on how to obtain free/low cost continuing education free/low cost continuing education
Important output from the first meeting - to create Important output from the first meeting - to create our own education opportunities and to share our own education opportunities and to share training created in one organization with project training created in one organization with project managers in other organizationsmanagers in other organizations
Key decision - to expand the purpose of the group Key decision - to expand the purpose of the group to include educating non-certified project managersto include educating non-certified project managers
Purpose (cont.)Purpose (cont.)
Additional purpose – networkingAdditional purpose – networkingAdditional purpose – to promote project Additional purpose – to promote project
management best practices and standardsmanagement best practices and standardsAdditional purpose – to encourage project Additional purpose – to encourage project
managers to become certifiedmanagers to become certifiedAdditional purpose – to promote professional Additional purpose – to promote professional
and ethical behavior by project teamsand ethical behavior by project teams
Membership GrowthMembership Growth
First conference call - First conference call - 100 certified project 100 certified project managers (PMPs)managers (PMPs)
Membership grew to Membership grew to 380 by word of mouth380 by word of mouth
Expanded to over 1000 Expanded to over 1000 members after a members after a successful publicity successful publicity campaigncampaign 0
200
400
600
800
1000
1200
Februay May November January
Management StyleManagement Style
Initially tried making all members responsible Initially tried making all members responsible for decisions by votingfor decisions by voting
Found the group responded better to strong Found the group responded better to strong leadership and direction from a single personleadership and direction from a single person
Formed various committees as a way to Formed various committees as a way to organize the volunteers into manageable organize the volunteers into manageable teamsteams
No bylaws or electionsNo bylaws or elections
President
GovernanceCommittee
TrainingCommittee
ProfessionalPractices
CommitteeWeb Committee
Management StructureManagement Structure
March 2003
President
GovernanceCommittee
CommunicationsCommittee
EthicsCommittee
Web Site
Message Board
Newsletter
CommunicationStandards
ProfessionalPractices Committee
Training Committee
Study Groups
Seminars
Workshops
Panel Discussions
Management Structure (cont.)Management Structure (cont.)
Jan 2004
VolunteeringVolunteering
Many people volunteer in order to learn a new Many people volunteer in order to learn a new skill but we require skilled people with skill but we require skilled people with relevant experiencerelevant experience
Approximately 20% of the members volunteer, Approximately 20% of the members volunteer, but only half of those actively and consistently but only half of those actively and consistently contributecontribute
Set firm expectations for volunteersSet firm expectations for volunteers Increased flexibility to join and leave Increased flexibility to join and leave
committeescommittees
StatusStatus
Initially invisible to managementInitially invisible to managementRecognition and support from executivesRecognition and support from executivesSome business units started to rely on the Some business units started to rely on the
PMN to provide needed training and PMN to provide needed training and mentoringmentoring
PMN leaders invited to provide expert advice PMN leaders invited to provide expert advice on various business unit project management on various business unit project management initiatives initiatives
2004 plan to transition from independent to 2004 plan to transition from independent to sponsored – initiated by the PMNsponsored – initiated by the PMN
TechnologyTechnology
Conference call facilitiesConference call facilitiesMass e-mail capabilityMass e-mail capabilityWeb SiteWeb SiteMicrosoft NetMeetingMicrosoft NetMeetingWebinar softwareWebinar softwareOnline message boardOnline message board
PMN 2003 AchievementsPMN 2003 Achievements Expanded to over 1000 members and 200 volunteersExpanded to over 1000 members and 200 volunteers Provided 24 training programs and eventsProvided 24 training programs and events Developed and delivered more than 1000 hours of Developed and delivered more than 1000 hours of
project management trainingproject management training 2 project management surveys conducted2 project management surveys conducted
Variations in project management definitions across SBCVariations in project management definitions across SBC Survey of Project Offices at SBCSurvey of Project Offices at SBC
Distributed information about 68 free education events Distributed information about 68 free education events provide by outside vendorsprovide by outside vendors
Inspired management to create several project Inspired management to create several project management training programs and improvement management training programs and improvement initiativesinitiatives
ReferencesReferences
Building and Sustaining Communities of Practice: Continuing Success Building and Sustaining Communities of Practice: Continuing Success in Knowledge Management.in Knowledge Management. American Productivity and Quality Center. American Productivity and Quality Center. 20012001
Communities of Practice: The Organizational Frontier.Communities of Practice: The Organizational Frontier. Etienne C. Etienne C. Wenger and William M. Snyder. Harvard Business Review. Jan-Feb Wenger and William M. Snyder. Harvard Business Review. Jan-Feb 2000.2000.
Communities of Practice and Organizational PerformanceCommunities of Practice and Organizational Performance. E. L. Lesser . E. L. Lesser and J. Stork. IBM Systems Journal. 2001.and J. Stork. IBM Systems Journal. 2001.
Building a Case for Communities of Practice: What Makes Building a Case for Communities of Practice: What Makes Communities of Practice an Economic Imperative?Communities of Practice an Economic Imperative? George P George Pórór. . Community Intelligence Labs.Community Intelligence Labs.