The document discusses the importance of informal networks in enhancing project success rates for project managers. It highlights that strong personal networks correlate with successful change initiatives while weak networks are linked to less successful outcomes. Key techniques for improving these networks include mapping and understanding existing connections, building new relationships, and leveraging informal leaders for project support.

1. 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

2. The Point
Project managers can
improve projects
j
success rates and
personal performance
if they attend to informal
networks
2

3. Project Success Rates are Not Where
They N d to Be…
Th Need t B
Changes Completed On Time and With Minimal
Disruption
5%
Gartner, 2001
Percentage of Originally
Average Project Cost
Defined Features
Overrun
Delivered
43% 54%
54%*
* Of which 45% are never used
Standish Group Standish Group
3

4. Stronger Networks – Project Success
Successful Projects Less Successful Projects
Very Strong
Strong 27%
36%
Strong
57%
• 93% of successful change initiatives were led by p p with very
g y people y
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. Today s
Today’s Talk
1. What are networks?
2. How can PMs use
them to improve
project success
rates?
5
Image: Partnering Resources

6. WHAT IS A NETWORK?
6

7. 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
i d b
dioxide to and from our cells
7

8. The Simplest Work Network
Human networks are also all about movement:
The movement of information
Sam knows how
S k h
to answer the
question so Mary
connects you to
Sam
S
You have a You ask Mary at She doesn’t know
question the next desk the answer and calls
Sam for advice
Problem solved!
8

9. People Form Networks within Teams
9

10. More People, More Complexity
People
10

11. It s
It’s Not Just the Grapevine
Social Decision-Making Innovation
Expertise Improvement
11

12. When They’re Good, They’re Very,
Very Good…
V G d
Healthy networks can…
• Adapt quickly to change.
• Withstand stress.
• Reorganize without significantly
affecting productivity.
• Diffuse information easily.
• Grow quickly.
quickly
12
Case studies: Plastrik & Taylor (2006) and Evans & Wolf (2005).

13. …When They’re Bad, They’re a Disaster
13
Graphic: NetForm. Used with permission.

14. HOW CAN PROJECT MANAGERS
USE NETWORKS TO IMPROVE
PROJECT SUCCESS RATES?
14

15. PMs Work Through Informal Networks
15
Image: Rebecca St. James

16. Networked Leaders are More Successful
Successful Projects Less Successful Projects
Moderate
7%
Weak Strong
Very 18%
27%
g
Strong
36%
Strong Moderate
55%
57%
• 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
Data: NEHRA / Partnering Resources study (2009).

17. Four Techniques
1. Know your own networks
2. Build strong networks
3.
3 Understand the project network
4. Build your project network
17

18. 1.
1 Know Your Own Networks
I already know
what’s going
on in my
network
18
Image: Stephenson, “Trafficking in Trust” in Coughlin, Wingard, & Hollihan, 2005

19. Map Your Network and Identify Gaps
19
Image: Credit unknown.

20. You Can Do It By Hand
Hand…
20
Image: Partnering Resources.

21. …Or You Can Use Software
Or
TouchGraph.com
21

22. 2.
2 Build Strong Networks
22
Image: Valdis Krebs.

23. 23

24. A Common Tip for Network Building
24

25. Another Way to Network
High Performers…
g
• Invest in relationships with
sources of information and
helpful critics
p
• Build relationships that span
organizational levels
• Position themselves at key
points in the network and
leverage people around them People who serve as bridges are
for implementation
p more likely to be in the organization’s
organization s
top 20% of performers
25
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”

26. Key to Building Your Network
26
Photo: Sizumaru’s Photo Stream, Flickr.

27. The Minimalist Approach
1. Schedule 1 coffee meeting / month
2.
2 Forward 1 email / week
3. Walk around the office and talk
with people 1 time / day
27

28. 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
p
solve problems?
• Who can make things happen?
28
Image: Nancy Margulies (www.nancymargulies.com)

29. An Example
29
Images: Partnering Resources using NetForm™ Connectors software.

30. How to Understand a Project Network
1. Ask 10 people y trust: Who do you trust to get
p p you y g
things done?
2. Map the network by hand
3. Map the network using O
ONA software
f
30
Image: Adapted from Cross, Borgatti, & Parker, “Making Invisible Work Visible: Using Social Network Analysis to Support Strategic Collaboration.”

31. Automating Network Analysis
• Multiple web-based data
web based
collection, analysis, and
visualization tools
► InFlow, UCINET, NetMiner
► NetForm
► Visone for visualization
• Data capture takes 30 minutes
of user time
Process:
1. Choose all of the people with
whom you interact informally
2. Identify the purpose and
frequency of your interactions
31

32. Outputs of Network Analysis
• Analysis using mathematical
algorithms tested over 30+ years
• Instantaneous results on password-
p
protected site
► Graphical network maps
► Critical connectors and hidden resources
32

33. 4.
4 Build Your Project Network
33

34. Use Multiple Techniques
Ask informal leaders Leverage personal Understand what the
to help support the
p pp contacts to help g
p get g p
grapevine has to say
y
change things done about change
Brainstorm or explore
Strategize how to Get feedback on
ideas associated with
overcome planning or documents, approach,
the change with
g
implementation and aspects of the
people outside the
obstacles initiative before rollout
change team
34
Data: NEHRA / Partnering Resources study (2009).

35. Key Takeaways
• Stronger networks : better performance
• Understand your networks and your gaps
• Understand and build the project network
• Nurture relationships with information sources,
helpful critics and boundary spanners
critics,
35

36. Let s
Let’s Leverage Our Networks!
What stands out as most
relevant to your work?
What questions do you
have?
36
Image: Nancy Margulies (www.nancymargulies.com)

37. About the Presenter
• Founder of management consulting firm Partnering Resources.
• Specializes in identifying the hidden web of relationships that 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
magazines and j
g 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
617 395 8396 maya@partneringresources.com www.partneringresources.com
37

38. References
Articles & Research
• C
Cross, R B
R., Borgatti, S P & P k A (Wi
i S.P., Parker, A. (Winter 2002) “M ki I i ibl W k Vi ibl U i S i l N
2002). “Making Invisible Work Visible: Using Social Network A l i to
k Analysis
Support Strategic Collaboration.” California 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.
b siness 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.
• T
Townsend, M. (2008) “The Th
d M (2008). “Th Three M t I
Most Important P iti
t t Positions Y D ’t K
You Don’t Know Ab t Y t ” A il bl at
About Yet.” Available t
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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