Social Networking Analysis


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How Business Anaslysts can use social networking analsysis to understand their stakeholders and the relationships between and close to them.

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  • Social Networking Analysis

    1. 1. Maria Horrigan Account Director Health and Human Services Regional lead for Business Analysis ABAA Christmas Drinks, 11 Dec 2008 Social Networking Analysis, Communication & the “Oracle of Bacon”
    2. 2. Slideshare and blogs <ul><li> </li></ul><ul><li> </li></ul>
    3. 3. Clichés or Truisms?
    4. 4. “We’re living in a networked world”
    5. 5. We do live in a networked world <ul><li>“ The Relationship Economy is now, not when, being built by individuals who learn how to maximize the value of relationships by optimizing technology”. </li></ul><ul><li>“ Technology provides the means, relationships provide the value” Jay Deragon . </li></ul><ul><li>Relationships are important to do business and do business well </li></ul><ul><li>Web is moving from information to connectedness </li></ul><ul><li>Its about relationships </li></ul>
    6. 6. Leveraging relationships <ul><li>1 billion using the web </li></ul><ul><li>½ billion engaged in use of social computing tools because it connects them </li></ul><ul><li>Barack Obama most successful campaign – part of success was the relationships he built using social media </li></ul>Mmmm…. President…
    7. 7. The many faces of Obama
    8. 8. Relationships in projects <ul><li>Part of the success of projects is to understand: </li></ul><ul><li>Stakeholder relationships </li></ul><ul><li>How people are connected </li></ul><ul><li>How they communicate </li></ul><ul><li>Why they are connected </li></ul>
    9. 9. Relevance to BAs <ul><li>Need to identify stakeholders and entities </li></ul><ul><li>Identifying stakeholders in the project and my relationship with them </li></ul><ul><li>Once I’ve identified who I can then understand when I need to involve them in what activities during the project </li></ul><ul><li>Projects happen within organisations </li></ul><ul><ul><ul><li>Politics, Leadership & Power , Organisational Culture & Climate </li></ul></ul></ul><ul><li>What governance models to involve the right people </li></ul>
    10. 10. How do we do analyse the ‘social’?
    11. 11. Social Networking Analysis <ul><ul><li>Mathematical, graphical, theoretical understanding of the social world </li></ul></ul><ul><ul><li>Model: </li></ul></ul><ul><ul><li>Networks and their structures </li></ul></ul><ul><ul><li>Map and measure: </li></ul></ul><ul><ul><li>Relationships between people, groups, organisations, computers, and websites </li></ul></ul><ul><ul><li>Flows of information and knowledge (focus on people not systems) </li></ul></ul><ul><ul><li>In order to: </li></ul></ul><ul><ul><li>Know what the relationships are to better communicate, elicit requirements </li></ul></ul>
    12. 12. Understanding Social Networks <ul><li>To understand networks and their participants, we evaluate: </li></ul><ul><li>the location of actors in the network </li></ul><ul><li>the various roles and groupings in a network </li></ul><ul><li>Gives insight into: </li></ul><ul><li>who are the connectors, experts, leaders, bridges, isolates? </li></ul><ul><li>where are the clusters and who is in them? </li></ul><ul><li>who is in the core or hub? </li></ul><ul><li>who is on the periphery? </li></ul>
    13. 13. Social Networks – Key Terms Centralisation Density or Concentration Size Network properties Types (eg friend, advice) Direction (directed vs undirected) Strength (binary vs weighted ) Relationship properties Name and value Attribute Show relationships or flows between the nodes Links People and groups Nodes
    14. 14. Centrality - revealing the structure in the network <ul><li>Very centralized network </li></ul><ul><ul><li>Dominated by one or a few very central nodes </li></ul></ul><ul><ul><li>If these are removed or damaged, the network quickly fragments & can become a single point of failure </li></ul></ul><ul><li>Less centralized network </li></ul><ul><ul><li>Resilient in the face of many attacks or random failures </li></ul></ul><ul><ul><li>Many nodes or links can fail while allowing the remaining nodes to still reach each other. </li></ul></ul><ul><li>Boundary Spanners </li></ul><ul><ul><li>Connect their group to others </li></ul></ul><ul><ul><li>More central in the overall network than immediate neighbours </li></ul></ul><ul><ul><li>Well-positioned to be innovators and have access to ideas and information flowing in other clusters. </li></ul></ul><ul><li>Periphery of a network </li></ul><ul><ul><li>May connect to networks that are not currently mapped </li></ul></ul><ul><ul><li>Very important resources for fresh information not otherwise available </li></ul></ul>
    15. 15. Tools to describe centrality &quot;Kite Network&quot; developed by David Krackhardt -
    16. 16. Interpreting Degree of Centrality in the Network
    17. 17. Centrality and Betweenness
    18. 18. Centrality and Closeness
    19. 19. Leveraging Centrality <ul><li>By knowing social network position & relationships I can: </li></ul><ul><li>Leverage champions </li></ul><ul><li>Understand who might be “blockers” or “gatekeepers” (tertiary segmentation) </li></ul><ul><li>Find people to go to in order to elicit information – more efficient requirements gathering! (find the ‘nodes’ in the network) </li></ul><ul><li>(So I don’t reinvent the wheel) this allows me to: </li></ul><ul><li>Quickly identify who might know the answer, communicate with them, understand their lessons learned, improve likely success of the project </li></ul><ul><li>Know who to communicate key messages to in order for them to disseminate throughout the network (project communications) </li></ul>
    20. 20. Putting Actors into Governance <ul><li>The right people making decisions – risk, financial impacts of scope change </li></ul><ul><li>The right people influencing </li></ul><ul><li>The right people contributing to requirements </li></ul>
    21. 21. Segmenting the Actors in the network <ul><li>Segmentation – primary, secondary, tertiary </li></ul><ul><li>Allows me to know what to do tailor discussions for each segment to elicit the right requirements at the right level </li></ul><ul><li>Once we identify who, we can create archetypes and entities that represent networks within the networks </li></ul><ul><li>Then create user-requirements based on the archetypal users </li></ul><ul><li>Then leverage for context diagrams and system interfaces, requirements and design </li></ul><ul><li>Help to build the picture of the process from end to end </li></ul><ul><li>Then leverage for process-maps for business requirements (BPMN and/or Use cases) </li></ul>
    22. 22. BAs in Web 2.0 strategy <ul><li>Lindsay Tanner’s talk at AGIMO last week </li></ul><ul><li>In order to be able to successfully deliver web 2.0 projects, connecting to existing communities, knowing who to invite to a new community, knowing how to build a new community by identifying existing ‘thought leaders’ </li></ul><ul><li>Understanding the key relationships and roles in networks is critical </li></ul><ul><li>BAs have an important role to play in analysing potential online communities, leveraging existing ones and building new ones for public consultation in policy development in a new ‘open government’/ government 2.0 world </li></ul>
    23. 23. Stakeholder engagement strategy- Web 2.0 tools <ul><li>Aims: </li></ul><ul><li>Engage people in their own communities </li></ul><ul><li>Engender trust in what you’re doing and that it is of value to them </li></ul><ul><li>Build relationships </li></ul><ul><li>Share and be open about what you’re doing and how </li></ul>7 Building Blocks Of The Social Web
    24. 24. We’re all connected <ul><li>Important for project </li></ul><ul><li>Mapping these connections is easy, useful </li></ul><ul><li>Tools are available quantify relationships and properties </li></ul><ul><li>Good for user, business and systems requirements </li></ul><ul><li>Good to take over the PMs role of establishing governance </li></ul><ul><li>Make them more robust, accurate, relevant to the end product (systems FOR people not AT them) </li></ul>help ^
    25. 25. Take home messages <ul><li>Projects can be more successful if: </li></ul><ul><li>You take the time to analyse the people, relationships, connections between them </li></ul><ul><li>You’re not alone on your project: </li></ul><ul><li>You’re probably only 4-6 degrees of separation away from someone who knows the answer </li></ul><ul><li>Use social media: </li></ul><ul><li>Blogs, linkedin, even Twitter </li></ul><ul><li>To help you reach out to other BAs </li></ul><ul><li>To connect and build new relationships </li></ul><ul><li>To help others in the BA Community </li></ul>
    26. 26. Fin Maria Horrigan Account Director Health & Human Services Regional Lead Business Analysis Email: Blog: Slideshare: Twitter: @miahorri