Confluence Adoption: Techniques for Growing Your Wiki

Conﬂuence Adoption:
Techniques for Growing
Your Wiki
Michael Mielke of Deutsche Bahn
Bill Arconati of Atlassian

Knowledge Management System MARVIN
Implementing Confluence and Web 2.0
Deutsche Bahn AG
DB Mobility Logistics AG
DB Training – Learning & Consulting
Business Unit Consulting (TQM-Team)
Michael Mielke

DB Training | GE Beratung (TQM-Team), 12.05.2009 1
Frankfurt, January 2009

Demand for the future –
changing paradigmas towards „Wikinomics“ by new mind-sets

„WEB 2.0 is an attitude, not a technology„

„Enterprise 2.0: The Dawn of Emergent Collaboration“

(Andrew McAffee, Harvard Business School)


Example (1) for change through WEB 2.0
– The voter as active designer of a campaign


Example (2) for change through Marketing 2.0 –
„Customer driven innovation“ at the new Fiat 500

WEB 2.0 concept and implementation at Fiat:

5 Million users with about 250.000 designs =>
roughly 500.000 product-variations
Marketing-Innovation through a collective development
of advertises, radio-ringles, TV-spots online-encyclopedia
such as Wikipedia („500 wants youRAD“)


Wiki-development-principles and their effects

OPEN
– Every user is a potential deliverer of competence
– Knowledge is available for free
Incermental
– Gaps in knowledge are invisible
– Developement of structures depend on the users need
Oragnic
– Knowledge and its context are dynamic
– Simply managed access-control
Easy
– Minor barriers in the use of knowledge
Precise
– Context of knowlegde is administrated
– Objectivity is guaranteed by self-adjusting mechanisms
Comprehensive
– Evolution of knowledge is reconstructable
Convergent
– Redundant knowledge is pooled [Vgl. u. a. Müller 2006 / Paquet 2006 / Back et al. 2008]


Effects of WEB 2.0 are the improvement of communication, networking and
knowledge-acuisition

BITKOM 2008:9/19
Components of use Effects of Enterprise 2.0
Change in broadcast of information – Improved communication between
from request to subscribe business partners

Shift from software-issues to web- Improved internal communication
based services
Improved cooperation with customers
Users have the possibility to rate
contents and add tags to it Improved customer satisfication
through improved quality of services
Simplified integration of services and
contents Consolidation of IT-infrastructure

information procurement with
Social-networking by the users minimal effort
More efficient use of explicit
Deployment of information by the and implicit knowledge
users
Fast reaction on changing
markets
Structuring of informations by its user
Improved basis of
decisionmaking for executives
N=386 (gemittelt)
Amount of interviewed persons N=384 (gemittelt)
Amount of interviewed persons
Relevancy
Intensity of effect
very high
strong
high
average average

small low
no relevancy
no effect


Beyond that, WEB 2.0 technologies have a positive effect on
the cooperation of employees and their motivation.

BITKOM 2008:21

Influence on corporate culture

Simplified corporate
hierarchy

Cooperation of
departments

Integration of
employees

Motivation of
employees

Amount of interviewed persons

N=330 (averaged)

Evaluation of the influence of Enterprise 2.0 on corporate culture


In case WEB 2.0 technologies are in action, often employee-support by the
management is missing

DGFP 2008 b, S. 18

Which methods do you use to train your employees in the use of Web
2.0 applikations?
We increase acceptance by clarifiing
the advantages
We developed guidelindes for the use
of Web 2.0
We offer trainins

We offer technical support

We set up policies regulating the
creation of Wiki and blogs
Other measures

We don‘t train our employees in Web
2.0 applikations

Multiple answers, n=16


…but, you probably can imagine the use of WEB 2.0 in HR

DGFP 2008 b, S. 9
Does your company use Web 2.0?

yes no, but we‘re thinking about it no

For corporate Information-management

To call attention for potential applicants

For corporate employee-training

For project-management?

For image-care

For corporate job-training

To gain information on an applicant

To gain information on how formers
employees report on their emploer


Four Competence Centres represent the focus of
DB Training – Learning & Consulting | business unit consulting

Competence Centre
DB Training
Learning & Consulting
Business Controlling & Information-Management

Embedded Consulting
Business Excellence

Qualification & Corporate Development & Psychological Services
Consulting
Training

Process-Management

Management-
Qualification & Process-
Consulting Consulting Monitoring
Training Attendance

Process- Independent
Monitoring Capture of internal
Attendance support & pooling of activities
situation & the level
controlling
Coaching of of motivation
professional support
employees
effective &
target oriented
efficient optimizing results
Embedded Consulting realization
implementation


Overview: Enviroment at
DB Training

Prototyping
Value-Management
development

Value-Forum
creation/

Competence-Management „KnowledgeScan“
Podcasts
organizational Blogs
Competence-Maturity-Level Best Practice Day

Change-Management /
Corporate knowledge

Approach of consulting
Improvement-Management Leraning-Management-System
Best-Practice-Navigator / Further Development
Learning-Plattform systemic Management /
distribution

CB- / WB-Trainings OU
usage/

„Mikro-Change“
DB employee-portal conception/ consulting
complementary,
„TaskOrganizer“ Development-Systems
reflexive consulting
Project- / Measure-Controlling Plattform of topics Author-/Editor-
News / information Management-Systems
Training-offers Virtual classroom
„Navigator“ Karrieremöglichkeiten Inspection-database Wiki-System
File-Processing-System (Online-) forms „Marvin“
Quality-Management HR-management system Employee-Profile
EFQM-Process-Visualization Order-sales-management „EASY“ organizational matters
SSP Entwicklung / Migration News for customers
Digital personnel-file modulare IT-Systeme Topic-/ Project-
Safe

Group-folders DB Training Backgrounds
Experiences in
„Know-how Transfer“ consulting and training
Management-Hanbook „ProSell“
Setup-Proceeding- Pipeline-Management-Process
Organziation

„static“ System-Logic „dynamic“ WEB 2.0 System-Logic

Focus of a new Knowledge-Managament-System should be knowledge that is
critical to the success of an organization: ...what is critical to success?

Critical to success is Knowledge, that…

is needed to create or improve products and internal
and external services that have influence on our
market share
high

is only available for some individuals or small a
Knowledge
group of employees
Wichtigkeit

critical to
medium

success
on short notice, can not be found on the external
market with an appropriate amount of personnel an
financial resources
low

low medium high

Availability


The meaning of Knowledge-Management for an organization and its
serious benefit...

defined and evolutionary
processes regarding
creation and editing of a file

Increasing
quality

fast access to information, Saved seek time,
easy file distribution, error corrections
simplified cooperation Nutzen-
Potenziale
Increasing Lowering
efficiency costs


...the advantage should be visible for the user

Factors critical to success (from the view of the user)

user friendliness

confident corporate culture

voluntariness

emotional pressure

support-strategies

simplification of work

profiling-possibilities through presentation of an expertise


TOM-Model as basis for a successful implementation of a
corporate Knowledge-Management

Creation of a corporate
culture that is providing a
continous know-how
transfer and a climate for
knowledge
Human
An organizational structure
considering the central
knowledge-processes Technologies supporting
a continous and flexible
transfer of knowledge
Wissens-
management

Organi-
Technique
zation


Aim of project „Marvin“

Focus is the improvement of Knowledge within TQM-Team

Specific aims:

1. More transparency & re-use of existing knowledge
Templates for everdy-day work
Useable presentations for short-time meetings

2. Optimal cast & usage of experience
„Whom can is ask needing information X?“
„Who has contact to customer Y?“

3. Improving the availability for our customers
Preparation of offers by Knowledge-Management

4. Improved sheduling by an active developement of topics
Active creation of new topics
Overview on topics developement-level


An innovative Knowledge-Management-System has to meet the
needs of its users

requirements most important

helpful seek incomplex access stimulation of
functionality networks

Intuitiv handling „easy and simple“ „makes fun“

Quality and relevant Systematic and
completeness of information right active share
information on place and time


Control loop for a successful Knowledge-Plattform

Concept of motivation Concept of communication

Creating & maintaining initiating, sponsoring,
commitment defining tasks
analysis of systems

Integrating other
plattforms & Structuring systems
systems Defining access
Wiki
Regelkreis
Monitoring and Gathering & structuring
evaluating processes the collection of
and contents knowledge,
Qualification
Continous endorsement
of content Optmizing systems Distributing & connecting
knowledge

Concept of integration Concept of architecture

People, Playgrounds, Prospects, Projects

People
Who are we? What are our talents?
What is faszinating us?

Playground
Creation of topics
Creation of new consulting-products

Prospects
Customers & contact to customers
Knowledge on customers problems and current issues

Projects
Information on Projects: Who was involved?
What experiences have been made in an project?


4P: Find the connections between thefour dimensions
Ich finde...
+ Contexts, Stam
md People Playgrounds Prospects Projects
Standards, ate
n
Templates

People Phonebook, This Employees is This employee has The employee
Employee-Profile, working on which made experiences worked in which
Org Chart topics? whit which projects ?
customers?

Playgrounds Who is dealing Overview on Among which Which projects to
with a specific topics, Framework customers this a specific issue
Ich problem? Navigator, topic is a current have been
komme Product-Navigator issue? accomplished?
von...
Prospects Who are the From the Customer What are the
contact perspective of this database, Org customers
persons?Who customer, what Charts of projects we
knows this are the current customers, worked on?
customer? issues? Customer-
management,
Pipeline
Projects Who was involved What are the references, Project database,
in this project? topics handeled in contact persons to project-
this project? a project, controlling,
customers project-portfolio-
DB Training | GE Beratung (TQM-Team), 12.05.2009 20 feedback management

Marvin-Change- &Promotion-Conzept:
Content-creation through „Research against Knowledge“ plus Support

Further measures:

Creation of a handook for users
In the beginning: content-quality prior to quality
Establishment of a Support-Hotline
Supervision of employees by a Wiki-Trainer on site
in their running projects
„media-days“ IT-Tools
Developement of Plug-ins / forms
IT-translation (English German)
Rules: „Netiquette“ &Charter
„no alternatives“ / target agreement
„processing time“
„Marvin-Award“ =>


Realization of “Marvin-Awards” as a measure of change management

Best consultant homepage Categories of assesment

Best presentation of a topic

Best presentation of methods

Best representation of a CC

Best customer-reference

Best workshop concept

Beste project homepage

Best information page (generic)


…und wie ging es in 2007 weiter….


Screenshots der aktuellen Wiki-Version –
Bsp. Einstiegsmaske (1/4)


Bsp. Beraterprofile (2/4)


Bsp. Themen (3/4)


Bsp. Kundenprofile (4/4)


Possible parts of a concept dealing with the implementation of a
broad social software systems

Best Practise media- Floorwalking
Kick-off meeting Newsletter Podcast and Project-
communication Day workshop support
min. 1 per month Storytelling homepage in the office
(3 per year) (min 1 per month)

extension of support of operativ
knowledge mapping Structures-workshop basic structures
structures processes
integration
analog Plug-ins
access local Space 1

infrastructure / digital access
Global Space using the systems
basic sysytems local Space 2
plattform Wiki

group- integration
local Space 3
folders
Plug-ins

open
concept of- competition actions like laudation & agreement on
access,
motivation motivation awards Treasure-hunt objectives
less rules
appreciation

communities of identification of
regeln & benefits rooms & moderators
practise experts

deployment of

communication
Integration of:
Management of report on topics scheduling &

plattform
Circles of innovation competition

Award &
improvements & rules communication
innovations

KVP, proposals wanted analysis of systems integration in
concept of implementation
overall concept


Project „Marvin“ – factors for success

Was führte zum Erfolg des Projektes:

strategic top-down-approach
sponsoring by the management
aim of project was clearly defined
Active project-team
own roadmap including guidelines/ milestones, but a also hight flexibility
external consulting / project-support
reconditioning of projects hypothesis + visionary work oriented on solution and resources (Future-
History-Prozess, metaphor)
4P-Approach
elaborated Change-Management-Approach
creation of a learning wiki system (principle of self-organization)
long-run change-approach

Sources

(Michael Mielke / Michael Schulte / Andreas Neus 2008): Wissensmanagement mit Social Software in der
Management-Beratung - Das Wiki-Prinzip der Selbstorganisation. In: Back, Andrea / Gronau, Norbert /
Tochtermann, Klaus 2008 (Hrsg.): Web 2.0 in der Unternehmenspraxis - Grundlagen, Fallstudien und Trends
zum Einsatz von Social Software. Oldernbourg 2008. ISBN: 978-3-486-58579-7.
(Bitkom 2008): Enterprise 2.0: Analyse zu Stand und Perspektiven in der Wirtschaft. Berlin 2008.
(Bitkom 2008): Enterprise 2.0 – Auf der Suche nach dem CEO 2.0: Neue Unternehmensphilosophie gewinnt
Konturen. Berlin 2008.
(DGFP 2008 a): Web 2.0 im Personalmanagement: Orientierungshilfe für die Praxis. (Hrsg.) Deutsche Gesellschaft
für Personalführung e. V.. Düsseldorf, Praxispapiere Ausgabe 3/2008.
(DGFP 2008 b): Web 2.0 – Chance oder Risiko für das Personalmanagement. (Hrsg.) Deutsche Gesellschaft für
Personalführung e. V.. Düsseldorf, Praxispapiere Ausgabe 1/2008.
(Kienbaum 2008): Changes and Chances: HR Excellence, Diversity, Compliance. Siebte Kienbaum Jahrestagung,
Ehreshoven 2008.
(Kienbaum 2006): HR-Strategie-Studie 2006: Strategie und Organisation der Human Resource Managements im
deutschsprachigen Raum.
(Pawlowsky, Peter / Wilkens/Uta 2003): Personalarbeit in einer wissensbasierten Wirtschaft 2003. In: Becker, M. /
Rother, G. (Hrsg.) Personalwirtschaft in der Unternehmenstransformation, München 2003.
(Pawlowsky, Peter / Mistele, Peter 2008) (Hrsg.): Hochleistungsmanagement: Leistungspotenziale in
Organisationen gezielt fördern. Gabler-Verlag 2008, ISBN-10: 383490709X, ISBN-13: 978-3834907097.


How Atlassian
Drives Conﬂuence Adoption

Techniques for Growing Your Wiki

#1 - Start on day one
Create personal space
Write or blog about
yourself

Edit the wiki on day
one with a personal
introduction

#2 - Give them a reason
Staff List

Dashboard Browse Bill Arconati search
Real-time
Dashboard Add Page

Recently Updated - Team Spaces
Add News
Dashboards
Re: FishEye Icons II
Quick update! Following the
standup between Paul, JT, and
Craig
Sharkie
about an
hour ago
myself, I've the Release M9
column to hold the final versions...

Popular Content
Text
Same page it is then! Just
remember then that no one can
look at this page which predates
me by the better part of a mo...

FishEye Icons II

Re: Confluence 3.0 Sales
Readiness
Awesome job at putting our best
Bill foot forward with 3.0 features and
Arconati pricing. We look so coordinated
Most Commented Blog Posts in Last 3 Days
about 2 externally :)
Spot the mistake 12
hours ago
Embarassingly popular issues... 7
Come to dinner tonight with Ernie and me 5
Hellooo atlassiansummit 5 Reasons For Not Buying FishEye
Thanks for lunch Marketing — Keynote rocked! 5
Idea - Twitter as a medium for release notes 5
rmk
ICFP Programming Contest 2009 4
about 4
Google Wave and Confluence... An Intern Rambles 4 hours ago
Indonesian Gamelan Music Treat on Saturday the 6th of June 4
Confluence BUGs cleaning - volunteers wanted ! 4
Mark Re: FishEye Icons II
I want a fukn pony dammit...virtualisation FTW 3
...and that I'm watching this
4.5m kite for landboarding or snowkiting 3
page to see which icons I
Getting serious about AppLinks 3 Chaimungkalanont can pinch for Bamboo, so
Confluence 3.0 Sales Readiness 3 about 4 hours ago we should keep this page
Smith Chips Recall 3

(edit me) Re: FishEye Icons II
sharkie, this page has a nice
Spaces: My Team All catchy ring to the title so we
Paul Slade should keep it....
A team label is used to group together a list of spaces relevant to a project team. You can
display a team's spaces by selecting a label from below: about 5
hours ago
View Spaces for Team: sales

Boots Wang Re: FishEye Icons II
Morning All I've added the
Design
remainder of the delivered files to
Atlassian Design Team. the beta2.0 column. As you can
Craig

Dashboard Browse Bill Arconati search

Dashboard Add Page Add News

Recently Updated - Team Spaces

Quick update! Following the
standup between Paul, JT, and
Craig myself, I've the Release M9
Sharkie column to hold the final versions...
about an
hour ago Re: FishEye Icons II
Same page it is then! Just
remember then that no one can
look at this page which predates
me by the better part of a mo...

FishEye Icons II

Re: Confluence 3.0 Sales
Readiness
Awesome job at putting our best
Bill foot forward with 3.0 features and
Arconati pricing. We look so coordinated
Most Commented Blog Posts in Last 3 Days
about 2 externally :)
Spot the mistake 12
hours ago
Embarassingly popular issues... 7
Come to dinner tonight with Ernie and me 5
Hellooo atlassiansummit 5 Reasons For Not Buying FishEye
Thanks for lunch Marketing — Keynote rocked! 5
Idea - Twitter as a medium for release notes 5
rmk
ICFP Programming Contest 2009 4
about 4
Google Wave and Confluence... An Intern Rambles 4 hours ago
Indonesian Gamelan Music Treat on Saturday the 6th of June 4
Confluence BUGs cleaning - volunteers wanted ! 4
Mark Re: FishEye Icons II
I want a fukn pony dammit...virtualisation FTW 3
...and that I'm watching this
4.5m kite for landboarding or snowkiting 3
page to see which icons I
Getting serious about AppLinks 3 Chaimungkalanont can pinch for Bamboo, so
Confluence 3.0 Sales Readiness 3 about 4 hours ago we should keep this page
Smith Chips Recall 3

(edit me) Re: FishEye Icons II
sharkie, this page has a nice
Spaces: My Team All catchy ring to the title so we
Paul Slade should keep it....
A team label is used to group together a list of spaces relevant to a project team. You can
display a team's spaces by selecting a label from below: about 5
hours ago
View Spaces for Team: sales

Boots Wang Re: FishEye Icons II
Morning All I've added the
Design
remainder of the delivered files to
Atlassian Design Team. the beta2.0 column. As you can
Craig

#3 - Create Editing Cycles
Agenda Minutes
Move familiar
activities to the
wiki Meetings

Tasks Status

#4 - Share news and discourse
• Internal Blog
– Reports
– News
– Debates

#5 - Be as open as you can

Lock down only as needed

Trust your employees
Encourage non-work use.

Would you ban
Facebook?

Is adoption is a problem?

“Training is not required....
But itʼs necessaryquot;

Second-User Experience
Experimental Plugin

For secondary users

• What is this wiki
thing?

• How do I use it?

Context sensitive

• Get on the right path

• Get in early

Administrative Control

Set Your Own URL

• Host it yourself or

• Use a remote resource

Use Localized Content

Confluence Adoption: Techniques for Growing Your Wiki

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