Beyond functional silos with communities of practice

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Explore the concept of communities of practice and how they are a vital component for agile organizations. From providing tactical support in issue resolution, to being stewards of knowledge across vast enterprises, and even helping create support for the larger organizational change, communities of practice are a vital component in improving organizational agility.

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  • Put in some sort of brief bio that brought us to learning about Agile communities of practice
  • Xerox Adoption(As of 2000) - Although most technicians were initially skeptical of the system, the peer pressure now weighs on the side of using Eureka. Xerox service technicians contribute approximately 600 tips per month, and less than 10 percent are rejected. To date, approximately 36,000 solutions have been validated.
  • Beyond functional silos with communities of practice

    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 Communityof Practice?
    4. 4. Two Early ExamplesChrysler Xerox 1988, Chrysler re- Initially started as organized from a informal gatherings functional hierarchy to among field one structured around technicians product lines Eventually grew to an “Tech clubs” were online database and originally informal forum of experiences, groups of engineers knowledge, and around a given domain problem resolutions (i.e. brakes)
    5. 5. Definition of a Community of PracticeDomain Practice Community• A common purpose • People actively • A social network of and experience working in the domain people looking to share and get support
    6. 6. Comparing Organizational StructuresFunctional Center of Community Silo Excellence of Practice Structured Informal Peer Formal 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-select on 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 & Brown bag lunches Email Off site meetings Wikis & Activity Feeds 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 CommunitiesUnrecognized – tacit community, members noteven awareBootlegged – small community operatingunbeknownst to most in the organizationLegitimized – officially recognized by theorganizationSupported – supported materially by theorganizationInstitutionalized – built into the processes of theorganization
    10. 10. The Uses of Communitiesof PracticeSome Case Studies
    11. 11. Project Management Institute “Deliver Value Now”Domain: Helping projectmanagers thrive using agiletechniquesCommunity: 16,000 PMImembers who have joinedthe community 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 ScrumMasters figure out their roleand how to be effectiveCommunity: ScrumMastersand other interested membersof Agile teamsPractice: • Joint problem solving • Research projects • Experience sharing • Peer coaching • Traveling facilitation
    13. 13. Transformation Teams “Be Open to Evolution Over Time”Domain: Management learningtheir role as facilitators of changeand mentorsCommunity: FunctionalManagers, Subject Matter Experts,and interested members fromteamsPractice: • 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 CommunityEngage potential membersEstablish a shared visionRecruit a core group of active members andestablish the supporting infrastructureFind a fast path to deliver valueDesign the community to adapt to emergingneeds
    16. 16. Community Canvas ExampleKey Key Activities: Value Prop.: Relationships MemberPartnerships: • How will the • WIFM? (May : Segments:• What people or community vary by • How are people • PMI Members groups are interact? member) related? looking to learn external to the • What will they • What can this • Formal / more about community but do? offer, that other Informal? Agile of paramount avenues can’t? • Boss, Peer, value? Other? Key Channels: Resources: • How will people • What resources interact? are available to be brought to bear?Cost Structure: Revenue (Value) Streams:• What is the cost of this community both financial • What value are people getting out of being part of and non-financial? this community?• How much does a community member pay (in • What value does the organization get by time, frustration, distraction, etc.) in order to be a supporting this community? part of this community?
    17. 17. Community Canvas ExampleKey Key Activities: Value Prop.: Relationships MemberPartnerships: • How will the • WIFM? (May : Segments:• What people or community vary by • How are people • PMI Members groups are interact? member) related? looking to learn external to the • What will they • What can this • Formal / more about community but do? offer, that other Informal? Agile of paramount avenues can’t? • Boss, Peer, value? Other? Key Domain Channels: Resources: • How will people • What resources interact? are available to be brought to bear?Cost Structure: Revenue (Value) Streams:• What is the cost of this community both financial • What value are people getting out of being part of and non-financial? this community?• How much does a community member pay (in • What value does the organization get by time, frustration, distraction, etc.) in order to be a supporting this community? part of this community?
    18. 18. Community Canvas ExampleKey Key Activities: Value Prop.: Relationships MemberPartnerships: • How will the • WIFM? (May : Segments:• What people or community vary by • How are people • PMI Members groups are interact? member) related? looking to learn external to the • What will they • What can this • Formal / more about community but do? offer, that other Informal? Agile of paramount avenues can’t? • Boss, Peer, value? Other? Practice Key Channels: Resources: • How will people • What resources interact? are available to be brought to bear?Cost Structure: Revenue (Value) Streams:• What is the cost of this community both financial • What value are people getting out of being part of and non-financial? this community?• How much does a community member pay (in • What value does the organization get by time, frustration, distraction, etc.) in order to be a supporting this community? part of this community?
    19. 19. Community Canvas ExampleKey Key Activities: Value Prop.: Relationships MemberPartnerships: • How will the • WIFM? (May : Segments:• What people or community vary by • How are people • PMI Members groups are interact? member) related? looking to learn external to the • What will they • What can this • Formal / more about community but do? offer, that other Informal? Agile of paramount avenues can’t? • Boss, Peer, value? Other? Key Channels: Community Resources: • How will people • What resources interact? are available to be brought to bear?Cost Structure: Revenue (Value) Streams:• What is the cost of this community both financial • What value are people getting out of being part of and non-financial? this community?• How much does a community member pay (in • What value does the organization get by time, frustration, distraction, etc.) in order to be a supporting this community? part of this community?
    20. 20. Community Canvas Example -Key PMI Key Activities: Value Prop.: Relationships MemberPartnerships: • Regular • Experts – : Segments:• Agile Alliance webinars opportunity to • Group of Domain – PMI• Scrum Alliance • Manage PMI show their skills committed members looking to• Sponsors relationship & get business volunteers apply Agile practice• PMI-ACP Group • Volunteer teams • Practitioners – • Most members in their work pursuing new build network, don’t have • Experts initiatives get experience established • Practitioners • New to Agile – relationships • New to Agile get support and Key trusted Channels: Resources: information • Webinars • New volunteers • Online Site (burn out) • Emails • Web Platform • Conferences • Webinar PlatformCost 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 toJumpstart 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.comdennis@leadingagile.cBigVisible om Leading AgileAdditional Resources http://www.ewenger.com http://wenger-trayner.com

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