Hidden Web

Presentation to PMI, Central Massachusetts Chapter
5/11/2010

The Hidden Web
Inside the Informal Networks that Drive Project
Performance
Project Management Institute
Central Massachusetts Chapter
May 11, 2010

Maya Townsend, Founder
Partnering Resources

The Point

Project
P j t managers can
improve projects
success rates and
personal performance
if they attend to informal
networks

2

www.partneringresources.com | 617.395.8396 1

5/11/2010

Project Success Rates are Not Where
They Need to Be…
Changes Completed On Time and With Minimal
Disruption
5%
Gartner, 2001

Percentage of Originally
Average Project Cost
Defined Features
Overrun
Delivered
43% 54%*
Standish Group * Of which 45% are never used Standish Group

3

Stronger Networks – Project Success
Successful Projects Less Successful Projects

Very Strong
Strong 27%
36%

Strong
57%

• 93% of successful change initiatives were led by people with very
strong / strong personal networks

• 73% of less successful change initiatives were led by people with
moderate / weak networks

4
Data: NEHRA / Partnering Resources study (2009).


5/11/2010

Today’s Talk

1.
1 What are networks?

2. How can PMs use
them to improve
project success
rates?

5
Image: Partnering Resources

WHAT IS A NETWORK?

6


5/11/2010

What is a Network?

Public transportation networks
help people travel in cities

Computer networks move data from
location to location

The circulatory system
Networks are about movement carries oxygen and carbon
dioxide to and from our cells

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The Simplest Work Network
Human networks are also all about movement:
The movement of information

Sam knows how
to answer the
question so Mary
connects you to
Sam
You have a You ask Mary at She doesn’t know
question the next desk the answer and calls
Sam for advice

Problem solved!
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5/11/2010

People Form Networks within Teams

9

More People, More Complexity

10


5/11/2010

It’s Not Just the Grapevine

Social Decision-Making Innovation

Expertise Improvement
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PMs Work Through Informal Networks

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Image: Rebecca St. James


5/11/2010

When They’re Good, They’re Very,
Very Good…
Healthy networks can…
• Adapt q
p quickly to change.
y g
• Withstand stress.
• Reorganize without significantly
affecting productivity.
• Diffuse information easily.
• Grow quickly.

13
Case studies: Plastrik & Taylor (2006) and Evans & Wolf (2005).

…When They’re Bad, They’re Disaster
• Nearly 80% of senior
executives surveyed believe
that effective coordination
across boundaries is crucial
for growth…

• …yet only 25% say their
organizations are effective
at sharing knowledge across
boundaries
b d i

14
Graphic: NetForm. Used with permission.


5/11/2010

PMs Need Information

“Our organization effectively shares
20%
knowledge across boundaries.”

“Coordination across
80% organizational lines is crucial for
growth.”

Percentage of executives in McKinsey poll responding positively to question.

15
Data: Cross, Martin, & Weiss, McKinsey Quarterly, 2006.

Networked Leaders are More Successful

Successful Projects Less Successful Projects
Moderate
7%
Weak
Very 18% Strong
Strong 27%
36%
Strong
57% Moderate
55%

• 93% of completely successful change initiatives were led by people
with very strong / strong personal networks

• 73% of less successful change initiatives were led by people with
moderate / weak networks

16


5/11/2010

HOW CAN PROJECT MANAGERS
USE NETWORKS TO IMPROVE
PROJECT SUCCESS RATES?

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Four Techniques
1. Know your networks
2.
2 Build t
B ild strong networks
t k
3. Understand the project network
4. Build your project network

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5/11/2010

1. Know Your networks

19
Image: Partnering Resources.

A Popular Network Myth

I already know
what’s going
on in my
network

20
Image: Stephenson, “Trafficking in Trust” in Coughlin, Wingard, & Hollihan, 2005


5/11/2010

Map Your Network and Identify Gaps

21
Image: Credit unknown.

2. Build Strong Networks

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Image: Barry Wellman, “The Network Community: An Introduction to Networks in the Global Village.


5/11/2010

A Common Tip for Network Building

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Another Way to Network
High Performers…
• Invest in relationships with
sources of information and
helpful critics
• Build relationships that span
organizational levels
• Position themselves at key
points in the network and
leverage p p around them
g people People who serve as bridges are
for implementation more likely to be in the organization’s
top 20% of performers

24
From Cross, Thomas, & Light, “How Top Talent Uses Networks and Where Rising Stars Get Trapped”
and Groysberg, Lee, & Abrahams, “What It Takes to Make ‘Star’ Hires Pay Off”


5/11/2010

Key to Building Your Network

25
Photo: Sizumaru’s Photo Stream, Flickr.

The Minimalist Approach

1.
1 Schedule 1 coffee meeting / month

2. Forward 1 email / week

3. Walk around the office and talk
with people 1 time / day

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5/11/2010

Watch Out for Network Traps
The bottleneck
The biased learner

The disconnected
Image: Gijs van Kooten
expert

The surface
networker

Image: Gijs van Kooten

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Cross, Thomas, & Light, “How Top Talent Uses Networks and Where Rising Stars Get Trapped

3. Understand Your Project Network

• How does information flow
within your project team?
Where is it blocked?
• Who are the ad hoc decision-
makers?
• Who has expertise needed to
solve problems?
• Who can make things happen?

28
Image: Nancy Margulies (www.nancymargulies.com)


5/11/2010

An Example

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Images: Partnering Resources using NetForm™ Connectors software.

How to Understand a Project Network

1.Map the network by hand
2.Map the network using ONA software
3.Ask 10 people you trust: Who do you trust to get
things done?
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Image: Adapted from Cross, Borgatti, & Parker, “Making Invisible Work Visible: Using Social Network Analysis to Support Strategic Collaboration.”


5/11/2010

4. Build Your Project Network

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Use Multiple Techniques

Ask informal leaders Leverage personal Understand what the
to help support the contacts to help get grapevine has to say
change things done about change

Brainstorm or explore
Strategize how to Get feedback on
ideas associated with
overcome planning or
l i documents, approach,
d t h
the change with
implementation and aspects of the
people outside the
obstacles initiative before rollout
change team

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5/11/2010

Key Takeaways
• Stronger networks : better performance
• Understand
U d t d your networks and your gaps
t k d
• Understand and build the project network
• Nurture relationships with information sources,
helpful critics, and boundary spanners

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Let’s Leverage Our Networks!

What stands out as most
relevant to your work?

What questions do you
have?

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Image: Nancy Margulies (www.nancymargulies.com)


5/11/2010

About the Presenter

• Founder of management consulting firm Partnering Resources.
• S
Specializes in identifying the hidden web of relationships that d i
i li i id tif i th hidd b f l ti hi th t drive
organization performance and helping leaders reach across the “white
spaces” to develop solutions that stick.
• Client list includes Alcatel-Lucent, eCopy, eTeck, Fidelity, Financial Profiles,
Hanover Insurance Group, Merrimack Pharmaceutical, and Novartis, as well
as public and third sector companies such as Andover / Phillips Academy,
Close to Home, National Air and Space Administration, National Braille
Press, and Project Harmony.
• Teaches leadership, strategy, and alignment at Boston University Corporate
Education Center and Northeastern University.
• Published by CIO Com Chief Learning Officer, Mass High Tech, and other
CIO.Com, Officer Tech
magazines and journals.
• Serves on the Editorial Review Board for OD Practitioner, the premier
organization development practitioner journal in the United States.
• Likes chocolate a lot.

Contact: 617.395.8396 o maya@partneringresources.com o www.partneringresources.com

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References
Articles & Research
• Cross, R., Borgatti, S.P., & Parker, A. (Winter 2002). “Making Invisible Work Visible: Using Social Network Analysis to
Suppo t Strategic Co abo at o California a age e t e e
Support St ateg c Collaboration.” Ca o a Management Review.
• Cross, Martin, & Weiss (2006). “Mapping the Value of Employee Collaboration. McKinsey Quarterly.
• Kleiner, A. (2002). “Karen Stephenson’s Quantum Theory of Trust.” strategy + business. Available at www.strategy-
business.com.
• Stephenson, K. (2005). “Trafficking in Trust.” In Enlightened Power (Coughlin, Wingard, & Hollihan, ed.). Available at
www.drkaren.us/KS_publications01.htm.
• Townsend, M. (2009). “Leveraging Human Networks to Accelerate Learning.” Available at bit.ly/3V0iF4.
• Townsend, M. (2008). “The Three Most Important Positions You Don’t Know About Yet.” Available at
www.partneringresources.com/resources.html.
• Townsend, M. & Yeung, S. (2009). “Informal Networks Linked to Change Success.” Available at bit.ly/17wANX.
• Evans & Wolf (2005). “Collaboration Rules.” Harvard Business Review.

Books
• Anklam, P. (2007). Net Work: A Practical Guide to Creating and Sustaining Networks at Work and in the World.
• Cohen, D. & Prusak, L. (2001). In Good Company: How Social Capital Makes Organizations Work.
• Cross, R., & Parker, A. (2004). The Hidden Power of Social Networks: Understanding How Work Really Gets Done in
Organizations.

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