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Fujitsu - Shared Knowledge is Power - Building a Project Management Community - FuturePMO 2018

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Fujitsu - Shared Knowledge is Power - Building a Project Management Community - FuturePMO 2018

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Presented by Paul Jones P&PM Process Champion, Fujitsu
Presentation Synopsis: Understanding your customers’ changing organisation is difficult enough, but combined with your own ever changing organisation and the faster pace of project delivery we need to leverage more than just our own knowledge and experience. A strong project management community driven by knowledge sharing may be the answer you need.

Fujitsu’s vision is about providing the ability for project managers to share and interact with other members of the community, sharing knowledge and experience, but just as important is taking that knowledge back into the organisation. All of this needs to support the individual in developing their professional career and the organisation improving its project delivery. The size of your organisation is irrelevant, every organisation can benefit from a knowledge based community, it is how you shape the community to meet your needs that will deliver the benefits.

As Project Managers we do not deliver, we do not cut code or build bridges, we work with teams and stakeholders to ensure that delivery is done. The job is about working with people, breaking down barriers, reducing risk, managing change. To do this well it’s not about “know what” it’s about “know how”. Better access to knowledge and the support to use it wisely means faster, cheaper and higher quality projects.

Our community framework is underpinned by the knowledge cycle which takes the know how from individuals to continually improve corporate knowledge. In turn corporate knowledge sets the standards for your project managers and raises project management capability. It is the flow of what you know and what you need to know.

Presented by Paul Jones P&PM Process Champion, Fujitsu
Presentation Synopsis: Understanding your customers’ changing organisation is difficult enough, but combined with your own ever changing organisation and the faster pace of project delivery we need to leverage more than just our own knowledge and experience. A strong project management community driven by knowledge sharing may be the answer you need.

Fujitsu’s vision is about providing the ability for project managers to share and interact with other members of the community, sharing knowledge and experience, but just as important is taking that knowledge back into the organisation. All of this needs to support the individual in developing their professional career and the organisation improving its project delivery. The size of your organisation is irrelevant, every organisation can benefit from a knowledge based community, it is how you shape the community to meet your needs that will deliver the benefits.

As Project Managers we do not deliver, we do not cut code or build bridges, we work with teams and stakeholders to ensure that delivery is done. The job is about working with people, breaking down barriers, reducing risk, managing change. To do this well it’s not about “know what” it’s about “know how”. Better access to knowledge and the support to use it wisely means faster, cheaper and higher quality projects.

Our community framework is underpinned by the knowledge cycle which takes the know how from individuals to continually improve corporate knowledge. In turn corporate knowledge sets the standards for your project managers and raises project management capability. It is the flow of what you know and what you need to know.

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Fujitsu - Shared Knowledge is Power - Building a Project Management Community - FuturePMO 2018

  1. 1. Shared Knowledge is Power - Building a Project Management Community Paul Jones Fujitsu EMEIA P&PM Community Lead and Process Champion
  2. 2. 2 Project Managers love change, it’s what we do And the rate of change is accelerating: ― AI ― Blockchain ― Big Data ― Automation ― IoT Good news! Project Delivery is All About Change
  3. 3. 3 Dr Joseph Reger – Fujitsu EMEIA CTO
  4. 4. 4 The Rate of Change – We see it every day https://www.statista.com/chart/10311/netflix-subscriptions-usa-international/
  5. 5. 5 Within three years, 76% of organisations expect to work more agile than traditional in their project management Approx. 30% of the respondents were already at this point KPMG 2017 survey on project and programme management What About Projects? - Agile Delivery
  6. 6. 7 1. 6 sigma 2. Agile Modelling 3. Behaviour Driven Development 4. Beyond Budget 5. Crystal 6. Cynefin 7. Design Thinking 8. DevOps 9. DAD 10. DSDM 11. Extreme Programming 12. Feature Driven Development 13. Human Centred Design 14. Kaizen The Agile Landscape 15. Kanban 16. LESS 17. Lean 18. Management 3.0 19. Mikado Method 20. Prince 2 Agile 21. FLOW 22. RUP 23. Rightshifting 24. SAFe 25. Scrum 26. Test Driven Development 27. Theory of Constraints
  7. 7. 8  Rapidly changing technology and organisational needs  Keeping up with customer expectations  Changing delivery approaches – fail fast  The days of the know everything guru are gone The Challenge
  8. 8. 9  Empower your people to drive the direction of your project management capability  Utilise the combined knowledge and experience of your people  Put in place a supportive environment to foster knowledge transfer  Make knowledge sharing part of the culture Meeting The Challenge
  9. 9. 10 The Fujitsu Community Vision Our community is driven by its members, is self- supporting, supportive and professional. At its heart is our ability to improve both personal and organisational knowledge, offering opportunities to develop new skills and build on those we have
  10. 10. 11 Knowledge is a fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information. It originates and is applied in the minds of knowers. In organizations, it often becomes embedded not only in documents or repositories but also in organizational routines, processes, practices, and norms. Working Knowledge: How Organizations Manage What They Know By Thomas H. Davenport and Lawrence Prusak Knowledge and information are not the same thing. It is the difference between know what and know how. Know how you can't reduce to information You don't need information for knowledge, you need people The Expert View
  11. 11. 12 The Fujitsu Community Process Tools Best Practice Networking Training & Development SMEs Coaching & Mentoring Personal Learning Delivery Experience Sharing Lessons Project Artefacts Ideas Communities Of Practice I n dividu al K n owledge Cor por ate K n owledge Lessons Delivery Experience Professional Memberships
  12. 12. 13 How We Continually Improve Networking Communities Of Practice Ideas Project Artefacts Sharing Lessons
  13. 13. 14 How We Continually Improve Networking Coaching & Mentoring SMEs Communities Of Practice Ideas Training & Development Project Artefacts Sharing Lessons Best Practice Lessons
  14. 14. 15 How We Continually Improve Networking Coaching & Mentoring SMEs Communities Of Practice Ideas Training & Development Process Tools Project Artefacts Sharing Lessons Best Practice Lessons
  15. 15. 16 Process Process Tools Best Practice Networking Training & Development SMEs Coaching & Mentoring Personal Learning Delivery Experience Sharing Lessons Project Artefacts Ideas Communities Of Practice I n dividu al K n owledge Cor por ate K n owledge Lessons Delivery Experience Professional Memberships
  16. 16. 17 Our Community Engagement Events Program & Project Management Community Local Community Leads Webcasts Newsletters Forums Surveys Continual Improvement Local CommunityLocal CommunityLocal CommunityLocal Community Webcasts Newsletters Forums Surveys Continual Improvement Events Webcasts Newsletters Forums SurveysEvents Local communities based on the business function or country allow smaller groups to share and support each other Local community leads can engage across all communities and share best practice and ways of working The community can engage across all P&PM professionals and support the local communities, bringing new ways of working across the organisation
  17. 17. 18 A community provides an organisation with the structure to share knowledge and experiences Putting knowledge sharing as the key purpose of the community starts to change the culture A strong knowledge transfer culture enables change to happen faster, driven by the community, not imposed on the community It’s already happening in the organisation, the community gives it shape and context It values those who share It opens the organisation to new ideas and ways of working Sharing knowledge and using the know-how of others means faster, cheaper and a competitive edge The Value of a Community

Editor's Notes

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  • [Module]
  • In Fujitsu we have a number of these which cover technical areas of expertise or delivery like Devops or scrum

    Being a member of these can bring in new ideas, lessons and project artefacts, to support delivery. They also provide an opportunity to network with others in the organisation, which, in an organisation the size of Fujitsu is extremely important
  • These in turn feed our corporate knowledge, as long as we provide the support to capture them. It also will reveal who are the SMEs and who can provide the support to others
  • This will also lead to changes in our processes and tools. There’s a clear route for everyone to improve how we operate.

    You’ll notice I’ve not really spoken about process, so we’ll look at how that fits into the picture now.
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