Beyond Functional SilosWith Communities ofPractice         Brian Bozzuto               &         Dennis Stevens
Our Journey
What We’re Going to Talk          About…!   What is a Community of Practice?!   Why Would You Use A Community of Practice?...
Two Early ExamplesChrysler                           Xerox!   1988, Chrysler re-           !   Initially started as    org...
Definition of a Community of PracticeDomain               Practice                    Community• A common purpose   • Peop...
Comparing Organizational        StructuresFunctional            Center of               Community   Silo               Exc...
Differing Levels of Participation                         Coordinator                         Core Group                  ...
Community InfrastructureVirtual                            Face to Face!   Discussion boards & Email      !   Brown bag lu...
Formality of Communities!   Unrecognized – tacit community, members not even    aware!   Bootlegged – small community oper...
The Uses of Communities ofPracticeSome Case Studies
Project Management Institute                         “Deliver Value Now”Domain: Helping projectmanagers thrive using agile...
Various Organizations Implementing Agile          “Establish a Shared Vision & Make Meaning” Domain: Helping Scrum Masters...
Transformation Teams                “Be Open to Evolution Over Time”Domain: Management learning theirrole as facilitators ...
Starting a Community ofPracticeSome Case Studies
Path to Convening a Community !   Engage potential members !   Establish a shared vision !   Recruit a core group of activ...
Community Canvas ExampleKey Partnerships: Key Activities:                      Value Prop.:               Relationships:  ...
Community Canvas ExampleKey Partnerships: Key Activities:                      Value Prop.:               Relationships:  ...
Community Canvas ExampleKey Partnerships: Key Activities:                      Value Prop.:               Relationships:  ...
Community Canvas ExampleKey Partnerships: Key Activities:                      Value Prop.:               Relationships:  ...
Community Canvas Example - PMIKey Partnerships: Key Activities:                Value Prop.:              Relationships:   ...
Key Questions to Jumpstart       Your Community!   What makes this a clear community?!   How can the community deliver val...
Thank You!Brian Bozzuto             Dennis Stevensbbozzuto@bigvisible.com   dennis@leadingagile.comBigVisible             ...
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Agile2012 cop.pptx (read only)

  1. 1. Beyond Functional SilosWith Communities ofPractice Brian Bozzuto & Dennis Stevens
  2. 2. Our Journey
  3. 3. What We’re Going to Talk About…!   What is a Community of Practice?!   Why Would You Use A Community of Practice?!   How Would you Go About Starting a Community of Practice?
  4. 4. Two Early ExamplesChrysler Xerox!   1988, Chrysler re- !   Initially started as organized from a informal gatherings functional hierarchy to among field technicians one structured around product lines !   Eventually grew to an online database and!   “Tech clubs” were forum of experiences, originally informal groups knowledge, and problem of engineers around a resolutions given domain (i.e. brakes)
  5. 5. Definition of a Community of PracticeDomain Practice Community• A common purpose • People actively working • A social network of and experience in the domain looking people to share and get support
  6. 6. Comparing Organizational StructuresFunctional Center of Community Silo Excellence of Practice Structured Informal PeerFormal Hierarchy Department GroupsPeople working in Abstract knowledge People working in Domain on topic Domain Goal is Business Goal is technical Goal is knowledge Outcomes mastery acquisitionPeople join based People join based Members self-selecton title / position on a job or expertise
  7. 7. Differing Levels of Participation Coordinator Core Group Active Peripheral
  8. 8. Community InfrastructureVirtual Face to Face!   Discussion boards & Email !   Brown bag lunches!   Wikis & Activity Feeds !   Off site meetings !   Regularly scheduled forums!   Webinars !   Community Vision and!   Coordination Meetings Planning You most likely want a blend of different mediums to compliment the diversity of people in your community
  9. 9. Formality of Communities! Unrecognized – tacit community, members not even aware! Bootlegged – small community operating unbeknownst to most in the organization! Legitimized – officially recognized by the organization! Supported – supported materially by the organization! Institutionalized – built into the processes of the organization
  10. 10. The Uses of Communities ofPracticeSome Case Studies
  11. 11. Project Management Institute “Deliver Value Now”Domain: Helping projectmanagers thrive using agiletechniquesCommunity: 16,000 PMImembers who have joined thecommunity world widePractice: •  Experience reports •  Internal agile projects •  Online content •  Presence at conferences
  12. 12. Various Organizations Implementing Agile “Establish a Shared Vision & Make Meaning” Domain: Helping Scrum Masters figure out their role and how to be effective Community: ScrumMasters and other interested members of Agile teams Practice: •  Joint problem solving •  Research projects •  Experience sharing •  Peer coaching •  Traveling facilitation
  13. 13. Transformation Teams “Be Open to Evolution Over Time”Domain: Management learning theirrole as facilitators of change andmentorsCommunity: Functional Managers,Subject Matter Experts, and interestedmembers from teamsPractice: •  Assess impediments •  Provide coordinated coaching and support •  Share change strategies, success and failures •  Explore interdependencies between functional silos
  14. 14. Starting a Community ofPracticeSome Case Studies
  15. 15. Path to Convening a Community !   Engage potential members !   Establish a shared vision !   Recruit a core group of active members and establish the supporting infrastructure !   Find a fast path to deliver value !   Design the community to adapt to emerging needs
  16. 16. Community Canvas ExampleKey Partnerships: Key Activities: Value Prop.: Relationships: Member•  What people or •  How will the •  WIFM? (May vary •  How are people Segments: groups are community by member) related? •  PMI Members external to the interact? •  What can this •  Formal / looking to learn community but of •  What will they offer, that other Informal? more about Agile paramount value? do? avenues can’t? •  Boss, Peer, Other? Key Resources: Channels: •  What resources •  How will people are available to be interact? brought to bear?Cost Structure: Revenue (Value) Streams:•  What is the cost of this community both financial and •  What value are people getting out of being part of this non-financial? community?•  How much does a community member pay (in time, •  What value does the organization get by supporting this frustration, distraction, etc.) in order to be a part of this community? community?
  17. 17. Community Canvas ExampleKey Partnerships: Key Activities: Value Prop.: Relationships: Member•  What people or •  How will the •  WIFM? (May vary •  How are people Segments: groups are community by member) related? •  PMI Members external to the interact? •  What can this •  Formal / looking to learn community but of •  What will they offer, that other Informal? more about Agile paramount value? do? avenues can’t? •  Boss, Peer, Other? Key Resources: Channels: •  What resources •  How will people are available to be interact? brought to bear? DomainCost Structure: Revenue (Value) Streams:•  What is the cost of this community both financial and •  What value are people getting out of being part of this non-financial? community?•  How much does a community member pay (in time, •  What value does the organization get by supporting this frustration, distraction, etc.) in order to be a part of this community? community?
  18. 18. Community Canvas ExampleKey Partnerships: Key Activities: Value Prop.: Relationships: Member•  What people or •  How will the •  WIFM? (May vary •  How are people Segments: groups are community by member) related? •  PMI Members external to the interact? •  What can this •  Formal / looking to learn community but of •  What will they offer, that other Informal? more about Agile paramount value? do? avenues can’t? •  Boss, Peer, Other? Key Resources: Channels: •  What resources •  How will people are available to be interact? Practice brought to bear?Cost Structure: Revenue (Value) Streams:•  What is the cost of this community both financial and •  What value are people getting out of being part of this non-financial? community?•  How much does a community member pay (in time, •  What value does the organization get by supporting this frustration, distraction, etc.) in order to be a part of this community? community?
  19. 19. Community Canvas ExampleKey Partnerships: Key Activities: Value Prop.: Relationships: Member•  What people or •  How will the •  WIFM? (May vary •  How are people Segments: groups are community by member) related? •  PMI Members external to the interact? •  What can this •  Formal / looking to learn community but of •  What will they offer, that other Informal? more about Agile paramount value? do? avenues can’t? •  Boss, Peer, Other? Key Resources: Channels: •  What resources •  How will people are available to be interact? brought to bear? CommunityCost Structure: Revenue (Value) Streams:•  What is the cost of this community both financial and •  What value are people getting out of being part of this non-financial? community?•  How much does a community member pay (in time, •  What value does the organization get by supporting this frustration, distraction, etc.) in order to be a part of this community? community?
  20. 20. Community Canvas Example - PMIKey Partnerships: Key Activities: Value Prop.: Relationships: Member•  Agile Alliance •  Regular webinars •  Experts – •  Group of Segments:•  Scrum Alliance •  Manage PMI opportunity to committed Domain – PMI•  Sponsors relationship show their skills volunteers members looking to•  PMI-ACP Group •  Volunteer teams & get business •  Most members apply Agile practice in pursuing new •  Practitioners – don’t have their work initiatives build network, get established •  Experts experience relationships •  Practitioners •  New to Agile – get •  New to Agile Key Resources: support and Channels: •  New volunteers trusted •  Webinars (burn out) information •  Online Site •  Web Platform •  Emails •  Webinar Platform •  ConferencesCost Structure: Revenue (Value) Streams:•  Cost of web presence •  Increased retention of PMI Members (difficult to•  Travel to conferences measure) •  Sponsorship revenue
  21. 21. Key Questions to Jumpstart Your Community!   What makes this a clear community?!   How can the community deliver value now?!   Who can help you build and sustain this?
  22. 22. Thank You!Brian Bozzuto Dennis Stevensbbozzuto@bigvisible.com dennis@leadingagile.comBigVisible Leading AgileAdditional Resources! http://www.ewenger.com! http://wenger-trayner.com
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