Effective Project Management Support Using Social Software

4,013 views
3,937 views

Published on

Effective Project Management Support Using Social Software (27 October 2009 version)

Published in: Technology, Business
0 Comments
4 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
4,013
On SlideShare
0
From Embeds
0
Number of Embeds
5
Actions
Shares
0
Downloads
173
Comments
0
Likes
4
Embeds 0
No embeds

No notes for slide
  • http://www.flickr.com/photos/hjvanderklis/3941458119/
  • http://www.flickr.com/photos/childofwar/3097124543/sizes/l/
  • Source: http://blog.softwareprojects.org/top-down-and-bottom-up-1936.html
  • http://en.wikipedia.org/wiki/Web_2.0
  • Business Impact: Enterprise social software adds persistence, and reflects and reveals structure in otherwise transient informal interactions between workers in an organization. Valuable business information is created, shared and refined through self-selection, social incentives and decentralized control, rather than by top-down resource allocation and mandates. We expect that social software will be relevant in connecting individuals to communities of interest and practice, or in stimulating multidisciplinary collaboration that involves exploration, innovation, creativity, discovery, knowledge capture and training. However, evidence of successful social software deployments is still limited. The risk of organizational culture clashes, privacy concerns and questions about worker productivity and content quality highlight the need for caution.http://en.wikipedia.org/wiki/Social_media. Note:This article or section has multiple issues.Niall Cook in Enterprise 2.0: unhappywith ‘media’ part in social media!
  • Attributed to Myspace, Facebook and othersocialnetworks. Source: http://nms.sagepub.com/cgi/content/abstract/11/5/855 (Wikinomics and its discontents: a critical analysis of Web 2.0 business manifestosVan Dijck and NieborgNew Media Society.2009; 11: 855-874 ) in PDF: http://www.gamespace.nl/content/Wikinomics_and_its_discontents_2009.pdfNote: Dutch writers like Pascal Savalle state that social networks in itself contain no life: they’re born out of profile sites, not adding business value, knowledge sharing or other good causes.
  • http://www.gartner.com/DisplayDocument?id=1092912
  • Houding managers bepaalt succes Web 2.0 binnen bedrijfDe houding van topmanagers is bepalend voor het succes van Web 2.0 binnen bedrijven. Dat stelt McKinsey Quarterly, het tijdschrift van het gelijknamige consultancybureau. McKinsey weet dat bedrijven aan het gebruik van Web 2.0-instrumenten als weblogs en sociale netwerken ongeveer 1 miljard dollar uitgeven. De komende vijf jaar zal het gebruik met 15% toenemen. Het succes van de toepassingen is volgens McKinsey afhankelijk van zes factoren. Allereerst moet de top van een bedrijf achter het gebruik van Web 2.0 staan. Wanneer managers Web 2.0 toejuichen, zullen hun medewerkers volgens de redenering van McKinsey vanzelf volgen. Daarnaast moeten bedrijven bij de ontwikkeling van Web 2.0-tools zich openstellen voor wensen en ideeën van toekomstige gebruikers. McKinsey adviseert bedrijven bovendien alleen toepassingen te ontwikkelen die passen binnen de dagelijkse werkzaamheden van werknemers. Verder ontdekte het adviesbureau dat een financiële beloning voor deelname aan Web 2.0 niet bevorderlijk is voor de kwaliteit, en dat een zorgvuldige selectie van de doelgroep wenselijk is. Een laatste succesfactor is een goede balans tussen controle van informatie en totale vrijheid voor de gebruiker.Bron(nen):McKinsey Quarterly (20-2-2009; p. 1; 1 p.)
  • http://www.flickr.com/photos/rephotography3/2334838805/sizes/o/
  • Yammerstats as per October 16th, 2009
  • Stats as per October 2009
  • Contact management: LinkedIn profileorganizer: http://www.linkedin.com/organizer orPlaxo’sadressbookCV check: trybeforeyoubuyAddressbooksynchronization via PlaxoSocialnetworkintegration: Gist
  • Effective Project Management Support Using Social Software

    1. 1. Effective project management supportusing social software<br />Henk-Jan van der Klis<br />Rick Mans<br />
    2. 2. Introducingourselves<br />M/39/NL<br />@hjvanderklis<br />www.henkjanvanderklis.nl<br />Effective project management support using web 2.0 tools<br />© 2009 Capgemini - All rights reserved<br />1<br />
    3. 3. © 2009 Capgemini - All rights reserved<br />Effective project management support using web 2.0 tools<br />2<br />Recapitulation<br /><ul><li>Projects
    4. 4. Project management
    5. 5. Web 2.0
    6. 6. Social software</li></ul>Evolutionarypoints of view<br />Social software supportsproject management<br /><ul><li>Contact management
    7. 7. Communications
    8. 8. Collaboration
    9. 9. Track & trace</li></li></ul><li>Keyelements of project work<br />© 2009 Capgemini - All rights reserved<br />3<br />Effective project management support using social software<br />
    10. 10. Project management approaches<br />Top-downapproach<br />Bottom-upapproach<br />Inflexibility<br />Bureaucracy<br />Overall control<br />Imposedprocesses<br />Externalmotivation<br />Flexibility<br />Agility<br />Collaboration<br />Team-drivenprocess<br />Internalmotivation<br />© 2009 Capgemini - All rights reserved<br />4<br />Project management 2.0<br /><ul><li>Control and Collaboration
    11. 11. Clarity of project goals
    12. 12. Visibility of internalorganizationalprocesses
    13. 13. Coordination and collectiveintelligence</li></ul>Effective project management support using social software<br />
    14. 14. Recapitulating Web 2.0 – Wikipedia ‘definition’<br />Commonly associated with web development and web design that facilitates interactive information sharing, interoperability, user-centered design and collaboration on the World Wide Web.<br />Examples include web-based communities, hosted services, web applications, social-networking sites, video-sharing sites, wikis, blogs, mashups and folksonomies.<br />Allows its users to interact with other users or to change website content, in contrast to non-interactive websites where users are limited to the passive viewing of information that is provided to them.<br />© 2009 Capgemini - All rightsreserved<br />5<br />Effective project management support using social software<br />
    15. 15. Web 2.0 &gt;Social media &gt;Social software<br />Social media are media designed to bedisseminated through social interaction,created using highly accessible and scalablepublishing techniques.<br />Wikipedia<br />Social software are ways to supportand capture communications,conversations or collaborative work asa by-product of free-form interactionand open participation, especially<br />where large numbers of looselyconnected individuals are involved.<br />Gartner, Hype CycleforSocial Software, July 2009<br />Effective project management support using social software<br />© 2009 Capgemini - All rightsreserved<br />6<br />
    16. 16. Co-creation, peer production: wishful thinking?<br />© 2009 Capgemini - All rightsreserved<br />7<br />Effective project management support using social software<br />52% inactives, 33% passive spectators,only 13% actual creators.<br />“For the majority of users, theiractivity is anythingbut a communal effort towardsa shared cause; they may participate simplyto satisfy their individual curiosities or becausethey are interested in the same product, brand, band or topic.”<br />“most people who visit user generated content sitesare ‘driven’ there by (viral) forms of social media(‘friends’ networks) or by plain marketing mechanisms…hype fromnetworkingactivity.”<br />“The logic of culture (collaboration, collectivism,user participation) undercutsthe logic of economics(shareholders’ value, company profits).”<br />Wikinomics and its discontents<br />Woulditbe different usingin-company services?<br />
    17. 17. Forrester’s breakdown of US online user activity<br />Effective project management support using social software<br />© 2009 Capgemini - All rightsreserved<br />8<br />
    18. 18. 90-9-1 rule: participation inequality<br />Woulditbe different usingin-company services?<br />Effective project management support using social software<br />© 2009 Capgemini - All rightsreserved<br />9<br />
    19. 19. Gartner’s Hype CycleforSocial SoftwareJuly 2009<br />
    20. 20. High Performance WorkplaceHype CycleJuly 2009<br />On the Rise <br />Social Mining and Social Intelligence <br />Ubiquitous Collaboration <br /> At the Peak<br />Enterprise Mashups<br />Federated Search<br />Web-Based Office Productivity Suites<br />Expertise Location and Management<br />Social Software Suites<br />Unified Communications and Collaboration<br /> Climbing the Slope<br />Wikis<br />© 2009 Capgemini - All rights reserved<br />Effective project management support using social software<br />11<br />
    21. 21. High performance workplace?<br />Dailyinsightfulcartoon byCapgeminiGermany’sOliver Widdera.k.a. @GeekandPoke, geekandpoke.com<br />© 2009 Capgemini - All rights reserved<br />Effective project management support using web 2.0 tools<br />12<br />
    22. 22. Traditional project management tooling drawbacks<br />Controlfocused<br />Complex<br />Hard to adoptcompany-wide<br />Overpriced<br />© 2009 Capgemini - All rights reserved<br />13<br />Effective project management support using social software<br />
    23. 23. Challenges to ‘project management 2.0’ tooling<br />Communicationfocused<br />Simple<br />Easy to adoptcompany-wide<br />Free orlow-priced<br />© 2009 Capgemini - All rights reserved<br />14<br />Effective project management support using social software<br />
    24. 24. Yammer – intra-companymicroblogging<br />October 2009:<br />4,315 users<br />286 groups<br />Large user groups in the Netherlands, Nordic countries, India, UK<br />A proven stepping stone for:<br />Updates to Cwiki<br />Q&A<br />Worldwide relationships<br />Assignments<br />Reference searches<br />© 2009 Capgemini - All rights reserved<br />15<br />Effective project management support using social software<br />
    25. 25. Cwiki – intra-companywiki<br />13,339 content pages<br />13,874 files uploaded. <br />38,934,813 page views<br />240,383 page edits.<br />6.77 average edits per page<br />161.97 views per edit.<br />30,928registeredusers<br />© 2009 Capgemini - All rights reserved<br />16<br />Effective project management support using social software<br />
    26. 26. Social software supports project management<br />Contact management<br />Communications<br />Collaboration<br />Track & trace<br />© 2009 Capgemini - All rightsreserved<br />17<br />Effective project management support using social software<br />
    27. 27. Contact management: MS Outlook more social<br />Effective project management support using social software<br />© 2009 Capgemini - All rightsreserved<br />18<br />
    28. 28. © 2009 Capgemini - All rights reserved<br />19<br />Social software integrated into Microsoft Outlook 2007<br />Effective project management support using social software<br />
    29. 29. Contact management: social in the cloud<br />Effective project management support using social software<br />
    30. 30. Communications facilitating team collaboration<br />GIMS+ (Group Instant Messaging Service)<br />Microsoft Office Communicator 2007<br />Microsoft Office Live Meeting<br />© 2009 Capgemini - All rights reserved<br />21<br />Effective project management support using social software<br />
    31. 31. Communications facilitating team collaboration<br />Microsoft Office Communicator 2007<br />Instant messaging<br />pc2pc calls (CommunicatorCall)<br />Send e-mail to contact<br />Schedule meeting with contact<br />File sharing<br />Microsoft Office Live meeting<br />Status visible in Outlook, SharePoint<br />Out-of-office alerts visible<br />© 2009 Capgemini - All rights reserved<br />22<br />Effective project management support using social software<br />
    32. 32. Communications facilitating team collaboration<br />Microsoft Office Live Meeting<br />Webinar, webcast orvirtualpresentation to share content<br />Audio and video<br />Content sharing e.g. presentations<br />White board<br />Sharenotes<br />Polls<br />ParticipantscanbefrombothCapgemini and non-Capgemini<br />Participantsneed freeOffice Live Meeting Client<br />Both scheduled and instant meetings<br />Lotus Notesadd-inavailable<br />© 2009 Capgemini - All rights reserved<br />23<br />Effective project management support using social software<br />
    33. 33. © 2009 Capgemini - All rights reserved<br />24<br />Examples of collaboration software platforms<br />Effective project management support using social software<br />
    34. 34. GartnerMagic Quadrant for Social Software<br />Effective project management support using social software<br />
    35. 35. Social software to track & trace project ‘stuff’<br />Task management<br />Time management<br />Project file<br />Standards & templates<br />© 2009 Capgemini - All rights reserved<br />26<br />Effective project management support using social software<br />
    36. 36. Implementingsocial software<br />Rick Mans (Capgemini): Building a community<br />Patrick Savalle (Sogeti): TeamPark – building Intelligent Organization<br />Erwin Blom (The Crowds): Handboek Communities<br />© 2009 Capgemini - All rights reserved<br />Effective project management support using web 2.0 tools<br />27<br />
    37. 37. E-mail isn’tdead, but has been abusedtoo long<br />Traditional inbox overflow<br />Tasks<br />Status updates<br />Partialconversations<br />CC and BCC<br />Changerequests<br />Newsletters<br />More effectiveways<br />Inbox zero<br />Gettingthingsdoneworkflow<br />Email-integratedsolutions<br />E-mail as intended<br />© 2009 Capgemini - All rights reserved<br />28<br />Effective project management support using social software<br />
    38. 38. © 2009 Capgemini - All rights reserved<br />29<br />Addedvalue of social softwareto project management<br />Don’tunderestimatedegreeof non-participation<br />Takeimplementa-tionserious<br />Eliminatewaste<br />Effective project management support using social software<br />
    39. 39. www.capgemini.com<br />

    ×