This presentation was given by Steve Dale at a recent APM Knowledge SIG event. Further details can be found here http://www.apm.org.uk/news/what-knowledge-management-different-levels-project-environment
KM + Social Business - Adrian Malone - APM KSIG Conference 12 March 2013AdrianMalone
This document discusses the evolution of knowledge management and social business at Faithful+Gould from static content to digital discussions and content connecting people both internally and externally. It describes how social technology allows connections beyond immediate peer groups through weak and latent ties. The implications are that organizations must recognize the productivity of social connections and support employees in confidently expressing themselves externally while maintaining a good social media policy.
Using social media to develop a professional online presenceSue Beckingham
Invited Speaker at University of East Anglia
The exponential growth of social media and ubiquitous use of mobile technology has changed the way we communicate both socially and for many also professionally. It is important to consider the implications and the impact of the digital footprint our online interactions leave behind. This workshop will help you to reflect on what your online presence looks like when viewed by others, consider who your audiences are and how you can develop your digital profile in a positive way.
The document discusses building a learning organization and personal knowledge management (PKM). It argues that in today's interconnected workplace, knowledge increasingly resides in social networks rather than institutional structures. Effective PKM requires cultivating collaborative relationships and tapping into other people as important sources of information, expertise and validation. Building a learning organization necessitates aligning personal and organizational goals to foster deeper communication, collaboration and fulfillment.
The document discusses how social software can be used to turn workplaces into smart spaces that facilitate knowledge sharing and collaboration. It notes that organizations waste brainpower and time due to lack of communication and knowledge sharing. Social tools like wikis, blogs and bookmarks can help by allowing people to more easily find information, ask questions, share expertise and learn from each other. Examples are provided of how different organizations have implemented social software to enhance information sharing, team collaboration, innovation and internal communication. Challenges to adoption like resistance to change and information literacy are also addressed.
Communities of Practice: a strategy for more effective collaborationCollabor8now Ltd
Steve Dale presented on using communities of practice (CoPs) as a strategy for more effective collaboration in local government. Local government in England and Wales employs over 2 million people across 367 authorities to deliver 700 services with an annual budget of over £106 billion. A 3-year knowledge management strategy started in 2005 to utilize CoPs to bring new knowledge into organizations and grow existing knowledge. The strategy involved various planning and piloting phases from 2005-2007 and has led to over 85,000 people registered across 1,500 CoPs. Lessons learned emphasize that technology should enable rather than dictate collaboration and communities need facilitation to succeed.
This document discusses the website projecthonduras.com and its claim to represent an alternative model of development in Honduras using human capital (HC) and information and communication technologies (ICT). It finds that while the website provides space for introductions, encouragement, coordination and sharing among development organizations, actual online activity and forum participation is low. Reasons for this include lack of internet access, skills and time. The document examines whether projecthonduras.com truly represents an alternative development model or is just a networking space, and looks at tensions between the political nature of development work and the website's goal of being apolitical. It identifies themes for ongoing analysis around what constitutes HC, issues of power and priorities, and
This presentation discusses the concept of microsharing in the enterprise as a way to connect humans, cultivate relationships, and share knowledge. It proposes building a microsharing platform that focuses on cohesion, authenticity, and connections to support use cases like sales teams, event planning, and project status updates. The platform would aggregate content from multiple sources and be accessible through browsers, phones, and other devices to help overcome obstacles to social networking adoption in businesses.
KM + Social Business - Adrian Malone - APM KSIG Conference 12 March 2013AdrianMalone
This document discusses the evolution of knowledge management and social business at Faithful+Gould from static content to digital discussions and content connecting people both internally and externally. It describes how social technology allows connections beyond immediate peer groups through weak and latent ties. The implications are that organizations must recognize the productivity of social connections and support employees in confidently expressing themselves externally while maintaining a good social media policy.
Using social media to develop a professional online presenceSue Beckingham
Invited Speaker at University of East Anglia
The exponential growth of social media and ubiquitous use of mobile technology has changed the way we communicate both socially and for many also professionally. It is important to consider the implications and the impact of the digital footprint our online interactions leave behind. This workshop will help you to reflect on what your online presence looks like when viewed by others, consider who your audiences are and how you can develop your digital profile in a positive way.
The document discusses building a learning organization and personal knowledge management (PKM). It argues that in today's interconnected workplace, knowledge increasingly resides in social networks rather than institutional structures. Effective PKM requires cultivating collaborative relationships and tapping into other people as important sources of information, expertise and validation. Building a learning organization necessitates aligning personal and organizational goals to foster deeper communication, collaboration and fulfillment.
The document discusses how social software can be used to turn workplaces into smart spaces that facilitate knowledge sharing and collaboration. It notes that organizations waste brainpower and time due to lack of communication and knowledge sharing. Social tools like wikis, blogs and bookmarks can help by allowing people to more easily find information, ask questions, share expertise and learn from each other. Examples are provided of how different organizations have implemented social software to enhance information sharing, team collaboration, innovation and internal communication. Challenges to adoption like resistance to change and information literacy are also addressed.
Communities of Practice: a strategy for more effective collaborationCollabor8now Ltd
Steve Dale presented on using communities of practice (CoPs) as a strategy for more effective collaboration in local government. Local government in England and Wales employs over 2 million people across 367 authorities to deliver 700 services with an annual budget of over £106 billion. A 3-year knowledge management strategy started in 2005 to utilize CoPs to bring new knowledge into organizations and grow existing knowledge. The strategy involved various planning and piloting phases from 2005-2007 and has led to over 85,000 people registered across 1,500 CoPs. Lessons learned emphasize that technology should enable rather than dictate collaboration and communities need facilitation to succeed.
This document discusses the website projecthonduras.com and its claim to represent an alternative model of development in Honduras using human capital (HC) and information and communication technologies (ICT). It finds that while the website provides space for introductions, encouragement, coordination and sharing among development organizations, actual online activity and forum participation is low. Reasons for this include lack of internet access, skills and time. The document examines whether projecthonduras.com truly represents an alternative development model or is just a networking space, and looks at tensions between the political nature of development work and the website's goal of being apolitical. It identifies themes for ongoing analysis around what constitutes HC, issues of power and priorities, and
This presentation discusses the concept of microsharing in the enterprise as a way to connect humans, cultivate relationships, and share knowledge. It proposes building a microsharing platform that focuses on cohesion, authenticity, and connections to support use cases like sales teams, event planning, and project status updates. The platform would aggregate content from multiple sources and be accessible through browsers, phones, and other devices to help overcome obstacles to social networking adoption in businesses.
Online collaboration and Building Online CommunityMark Kithcart
The document discusses online collaboration and social networks. It describes how social networks have evolved from simple connections to deeper engagement. It also discusses how online collaboration tools can provide benefits like idea sharing, knowledge creation, and customer feedback. However, adoption of these tools requires overcoming resistance through cultural shifts, identifying influencers, and making the tools frictionless and rewarding to use. The key is to focus on what drives outcomes and value for members of the community.
Developing Business Oriented Communities Using Social MediaDaniel Tartaro
Everyone is talking about Social Media, but how it applies to the B2B environment? This document shows some basic steps to develop digital business oriented communities.
Put the power of the internet towards making it easier for OEF, business, civil society, and government groups to:
Find, share, and distribute crucial information,network and collaborate with other key stakeholders.
This document discusses communities of practice and how they evolve through different lifecycles. It begins by providing background on communities of practice and how they were first observed among groups of technicians sharing expertise. The document then discusses the emerging paradigm of communities having lifecycles that include planning, initiating, launching, driving toward self-sufficiency. Barriers to their evolution like lost momentum are also examined, along with tips for reversing trends like providing resources and recognizing contributions. The document presents two case studies, one of a community in an Italian bank and another of a virtual online community, to illustrate successful communities. Mantras for structuring and sustaining communities through variety and breaking monotony are also shared.
Technology in general -- and the internet and social media specifically -- have changed the way we work. And not just by shifting the mediums through which we communicate, but by changing the very nature of what we communicate. Technology is blurring the line between our personal and professional selves and changing our expectations of each other and our organizations.
Each nonprofit’s story is more than a mission statement, a website or an annual report. The story also includes the people inside and those on the front lines. It's how individuals represent the mission statement and organizational values that bring the vision to life online and out in the world. Blending individual and organizational stories is crucial to success in the digital age.
So, how can organizations and individuals work together to do this?
Nancy Lyons and Meghan Wilker of the Geek Girls Guide will speak about the intersection of technology and humanity, and the role of individuals in representing an organization.
Enterprise 2.0 - Efficient Collaboration and Knowledge ExchangeAcando Consulting
How to enable dispersed teams to coordinate their actions to achieve their goals and how to enable an organization to harness its collective intelligence - with the use of social software and principles of social media.
This document introduces social business and collaborative business intelligence. It discusses how IBM Connections allows sharing of information, insights, and engagement to align business execution. Connections provides profiles, communities, files and activities to connect people and expertise. It also demonstrates how collaborative BI through Connections can help address business problems by establishing common perspectives, capturing stakeholder input, engaging teams, and aligning actions to plans and strategies. The presentation aims to show how social collaboration extends discussions and refines ideas, data, and information.
Understanding Social Networking Getting Started - Km SummitDvir Reznik
This document discusses social networking and how businesses can use social software tools. It provides an overview of Lotus Connections, a social software platform from IBM. Finally, it outlines three steps to get started with enterprise social software: 1) identify business goals and a pilot audience, 2) locate advocates and sponsors, 3) assess usage and value over time.
A new(ish) perspective on knowledge management in small organisations, with a little bit of Frank Zappa and Superman 3 thrown in. Originally delivered at the NCVO Information Management Conference, London, Nov 2008.
An ability to work with AI assistants to augment our own
capabilities and help us focus on what really matters.
Lifelong learning: A mindset of continuous learning and development
throughout our careers and lives.
Businesses often overlook the value of using social media tools and practices inside an organization. Learn how to use social media within organizations to drive collaboration, build community, foster knowledge sharing, streamline work processes, and empower decision making.
Discovering The Value Of Social Networks and Communities of PracticeCollabor8now Ltd
There has been much written about measuring the value of online communities such as Social Networks or Communities of Practice. However, most pundits tend to think of measuring value from a purely financial perspective, i.e. the Return on Investment (ROI). Clearly this is an important factor, but it’s not the only factor that should be considered
The document discusses various knowledge management approaches including communities of practice, social bookmarking using tags and rankings, and using boundary objects. Communities of practice bring together practitioners in a domain to develop shared knowledge over time. Social bookmarking allows independent tagging and ranking of information. Boundary objects can be shared artifacts that translate knowledge across different communities while maintaining a common identity. The conclusion is that a knowledge management system acts as a boundary between individual and shared knowing processes.
Slacktivism describes online activism that requires little effort and CAN, without marshalling the right strategies, fail to create real social change. Examples of slacktivism include “liking” a cause on Facebook or retweeting an online petition. While these actions are simple and require little involvement, in the hands of a good organizer they do have the potential to make a difference. In this session, we’ll explore how to move your online community from the slactivism to activism.
Takeaways
- Learn why slacktivism is an important step in engaging people more deeply in a cause
- Gain insight on how to amplify the impact of your campaigns by bringing newfound slacktivists to the next level of engagement
- 11 organizing principles to inspire your online community
Foster personal learning networks (PLNs) in your organization to break down knowledge silos, motivate employees, and access outside resources. PLNs allow individuals to ask questions, learn, and get advice from their network of contacts. Encourage employees to build and utilize their PLNs by allowing them to connect with others inside and outside the company. While there are risks like exposure of intellectual property or loss of employees, embracing PLNs and recognizing employees' network contributions can make your company a vibrant place of learning and innovation.
Presentation detailing the requirements for a collaborative organisation, how to become one, what technologies will help, and how to deliver these using Lotus software.
Presented to UK Corporate IT forum at IBM Bedfont, 10 Feb 2009
This document discusses personal knowledge management (PKM) in the context of a changing work environment. It notes that learning is now a lifelong process done through social and personalized means rather than only in structured classrooms. People must adapt quickly and share knowledge through communities to remain relevant. Effective PKM involves aggregating and filtering information from trusted sources, reflecting on learning, and improving skills through collaboration.
The document discusses personal knowledge management (PKM). It defines PKM as a process for individuals to gather, classify, store, search and retrieve knowledge. It discusses the need for PKM due to information overload. It also outlines Harold Jarche's model for PKM, which involves both internal processes like sense-making and external processes like connecting with others. Finally, it provides some examples of Web 2.0 tools that can be used to support PKM.
The document discusses personal knowledge management (PKM) as an alternative approach to traditional knowledge management. It argues that PKM focuses on facilitating connections between individuals, harvesting knowledge from personal repositories, and improving personal productivity, rather than centralized content management and top-down dissemination of knowledge. The key aspects of PKM involve finding and connecting with people who have relevant knowledge, automatically harvesting knowledge from individual workspaces, managing personal content, and coaching individuals on improving their own knowledge practices. Adopting PKM represents a shift away from the traditional focus on cost savings and towards tapping collective expertise and enhancing collaboration, decision making and innovation.
The document discusses a client briefing for a project team consulting engagement. The team had 30 multi-cultural members experiencing cultural issues, no clear leadership, siloed work, poor communication, and low morale. Through a team development process using personality assessments and team audits, the consulting helped the team break down barriers, establish clear leadership, improve communication, clarify goals, and boost morale. A follow up found the cultural issues resolved and the project back on track.
This document summarizes a presentation given by Viren Lall, Secretary of the APM Benefits SIG and Head of Business Transformation at BT, on keeping business management (BM) simple, workable and alive during business transformation (BT) efforts. Some key challenges discussed include BM being seen as a separate task by consultants, analysts and architects rather than an integrated process. The presentation outlines efforts by BT to address these challenges, such as simplifying BM training, providing clear direction on mapping benefits, and motivating transformation professionals to find more benefits. Keeping BM ownership clear and ensuring maps are 80% correct but fully owned is emphasized as more important than striving for 100% accuracy.
Online collaboration and Building Online CommunityMark Kithcart
The document discusses online collaboration and social networks. It describes how social networks have evolved from simple connections to deeper engagement. It also discusses how online collaboration tools can provide benefits like idea sharing, knowledge creation, and customer feedback. However, adoption of these tools requires overcoming resistance through cultural shifts, identifying influencers, and making the tools frictionless and rewarding to use. The key is to focus on what drives outcomes and value for members of the community.
Developing Business Oriented Communities Using Social MediaDaniel Tartaro
Everyone is talking about Social Media, but how it applies to the B2B environment? This document shows some basic steps to develop digital business oriented communities.
Put the power of the internet towards making it easier for OEF, business, civil society, and government groups to:
Find, share, and distribute crucial information,network and collaborate with other key stakeholders.
This document discusses communities of practice and how they evolve through different lifecycles. It begins by providing background on communities of practice and how they were first observed among groups of technicians sharing expertise. The document then discusses the emerging paradigm of communities having lifecycles that include planning, initiating, launching, driving toward self-sufficiency. Barriers to their evolution like lost momentum are also examined, along with tips for reversing trends like providing resources and recognizing contributions. The document presents two case studies, one of a community in an Italian bank and another of a virtual online community, to illustrate successful communities. Mantras for structuring and sustaining communities through variety and breaking monotony are also shared.
Technology in general -- and the internet and social media specifically -- have changed the way we work. And not just by shifting the mediums through which we communicate, but by changing the very nature of what we communicate. Technology is blurring the line between our personal and professional selves and changing our expectations of each other and our organizations.
Each nonprofit’s story is more than a mission statement, a website or an annual report. The story also includes the people inside and those on the front lines. It's how individuals represent the mission statement and organizational values that bring the vision to life online and out in the world. Blending individual and organizational stories is crucial to success in the digital age.
So, how can organizations and individuals work together to do this?
Nancy Lyons and Meghan Wilker of the Geek Girls Guide will speak about the intersection of technology and humanity, and the role of individuals in representing an organization.
Enterprise 2.0 - Efficient Collaboration and Knowledge ExchangeAcando Consulting
How to enable dispersed teams to coordinate their actions to achieve their goals and how to enable an organization to harness its collective intelligence - with the use of social software and principles of social media.
This document introduces social business and collaborative business intelligence. It discusses how IBM Connections allows sharing of information, insights, and engagement to align business execution. Connections provides profiles, communities, files and activities to connect people and expertise. It also demonstrates how collaborative BI through Connections can help address business problems by establishing common perspectives, capturing stakeholder input, engaging teams, and aligning actions to plans and strategies. The presentation aims to show how social collaboration extends discussions and refines ideas, data, and information.
Understanding Social Networking Getting Started - Km SummitDvir Reznik
This document discusses social networking and how businesses can use social software tools. It provides an overview of Lotus Connections, a social software platform from IBM. Finally, it outlines three steps to get started with enterprise social software: 1) identify business goals and a pilot audience, 2) locate advocates and sponsors, 3) assess usage and value over time.
A new(ish) perspective on knowledge management in small organisations, with a little bit of Frank Zappa and Superman 3 thrown in. Originally delivered at the NCVO Information Management Conference, London, Nov 2008.
An ability to work with AI assistants to augment our own
capabilities and help us focus on what really matters.
Lifelong learning: A mindset of continuous learning and development
throughout our careers and lives.
Businesses often overlook the value of using social media tools and practices inside an organization. Learn how to use social media within organizations to drive collaboration, build community, foster knowledge sharing, streamline work processes, and empower decision making.
Discovering The Value Of Social Networks and Communities of PracticeCollabor8now Ltd
There has been much written about measuring the value of online communities such as Social Networks or Communities of Practice. However, most pundits tend to think of measuring value from a purely financial perspective, i.e. the Return on Investment (ROI). Clearly this is an important factor, but it’s not the only factor that should be considered
The document discusses various knowledge management approaches including communities of practice, social bookmarking using tags and rankings, and using boundary objects. Communities of practice bring together practitioners in a domain to develop shared knowledge over time. Social bookmarking allows independent tagging and ranking of information. Boundary objects can be shared artifacts that translate knowledge across different communities while maintaining a common identity. The conclusion is that a knowledge management system acts as a boundary between individual and shared knowing processes.
Slacktivism describes online activism that requires little effort and CAN, without marshalling the right strategies, fail to create real social change. Examples of slacktivism include “liking” a cause on Facebook or retweeting an online petition. While these actions are simple and require little involvement, in the hands of a good organizer they do have the potential to make a difference. In this session, we’ll explore how to move your online community from the slactivism to activism.
Takeaways
- Learn why slacktivism is an important step in engaging people more deeply in a cause
- Gain insight on how to amplify the impact of your campaigns by bringing newfound slacktivists to the next level of engagement
- 11 organizing principles to inspire your online community
Foster personal learning networks (PLNs) in your organization to break down knowledge silos, motivate employees, and access outside resources. PLNs allow individuals to ask questions, learn, and get advice from their network of contacts. Encourage employees to build and utilize their PLNs by allowing them to connect with others inside and outside the company. While there are risks like exposure of intellectual property or loss of employees, embracing PLNs and recognizing employees' network contributions can make your company a vibrant place of learning and innovation.
Presentation detailing the requirements for a collaborative organisation, how to become one, what technologies will help, and how to deliver these using Lotus software.
Presented to UK Corporate IT forum at IBM Bedfont, 10 Feb 2009
This document discusses personal knowledge management (PKM) in the context of a changing work environment. It notes that learning is now a lifelong process done through social and personalized means rather than only in structured classrooms. People must adapt quickly and share knowledge through communities to remain relevant. Effective PKM involves aggregating and filtering information from trusted sources, reflecting on learning, and improving skills through collaboration.
The document discusses personal knowledge management (PKM). It defines PKM as a process for individuals to gather, classify, store, search and retrieve knowledge. It discusses the need for PKM due to information overload. It also outlines Harold Jarche's model for PKM, which involves both internal processes like sense-making and external processes like connecting with others. Finally, it provides some examples of Web 2.0 tools that can be used to support PKM.
The document discusses personal knowledge management (PKM) as an alternative approach to traditional knowledge management. It argues that PKM focuses on facilitating connections between individuals, harvesting knowledge from personal repositories, and improving personal productivity, rather than centralized content management and top-down dissemination of knowledge. The key aspects of PKM involve finding and connecting with people who have relevant knowledge, automatically harvesting knowledge from individual workspaces, managing personal content, and coaching individuals on improving their own knowledge practices. Adopting PKM represents a shift away from the traditional focus on cost savings and towards tapping collective expertise and enhancing collaboration, decision making and innovation.
The document discusses a client briefing for a project team consulting engagement. The team had 30 multi-cultural members experiencing cultural issues, no clear leadership, siloed work, poor communication, and low morale. Through a team development process using personality assessments and team audits, the consulting helped the team break down barriers, establish clear leadership, improve communication, clarify goals, and boost morale. A follow up found the cultural issues resolved and the project back on track.
This document summarizes a presentation given by Viren Lall, Secretary of the APM Benefits SIG and Head of Business Transformation at BT, on keeping business management (BM) simple, workable and alive during business transformation (BT) efforts. Some key challenges discussed include BM being seen as a separate task by consultants, analysts and architects rather than an integrated process. The presentation outlines efforts by BT to address these challenges, such as simplifying BM training, providing clear direction on mapping benefits, and motivating transformation professionals to find more benefits. Keeping BM ownership clear and ensuring maps are 80% correct but fully owned is emphasized as more important than striving for 100% accuracy.
This presentation was given at the APM South Wales and West of England branch AGM on 21st May 2014, in Bristol.
The chairman introduced Ben Hardy of the Bristol International Balloon Fiesta. Ben explained that he has been involved with the fiesta since 2000, and the full time event director since 2010.
The Bristol International Balloon Fiesta was started in 1979 by Don Cameron. It is run as a not for profit company with a board of 8 trustees, Don being the Chairman. Its constitution requires it to be a credit to Bristol, promote employment in the area and be free from admission charges. It is known worldwide and attracts some 500,000 visitors each year.
Ben outlined the organisational structure and his team’s role in project managing the event each year. The fiesta costs £596K per year, with an income of £600K which is weather dependent, and so represents a considerable financial risk. The fiesta is good for the local economy, for every £1 in costs, it is estimated that £15 is spent in the local economy by visitors from outside the local area. The fiesta has huge media impact, with 1.891 billion circulation figures worth nearly £2M in marketing value.
Before the recession, the event was supported by key sponsors who underpinned the financial risk, but this is no longer the case. Some sponsorship is gained via the ‘100 Club’ of local Bristol firms, but the financial risk is clear and the event has needed ever tighter planning and management.
Ben explained some of the challenges he has had to deal with, including improving crowd safety, establishing a value for money focussed procurement strategy, getting the ballooning community re-engaged, and attracting visitors for the whole day to help increase foot-fall for the traders. Ben described his role as multidisciplinary.
A lot of time is spent on managing the stakeholders, the local councils and residents. The fiesta is seen as Bristol’s event, but Ashton Court is actually in North Somerset, and so the stakeholders have not always been easy to align. There is now an operations planning group with key stakeholders to coordinate and direct the planning.
For the future, a strategic risk register has been developed, which includes plans for alternative venues. This, and the creation of a financial reserve, will help manage the financial risk.
Ben has found the Podio collaborative tool ideal for project managing the fiesta.
Communication is defined by the response you receive from others, according to the document. The document outlines several factors that communicate messages, including body language factors like posture, gestures, and facial expressions, as well as vocal factors like pitch, tone, speed and volume of speech. It also lists linguistic factors involved in communication, such as key words, metaphors, and common experiences shared between the communicator and audience. Overall the document stresses that the meaning of any communication is determined by the response it elicits from others.
The document provides guidance on selecting the right provider for a contract through the EU procurement process. It outlines a two-stage restricted procedure approach including defining requirements, issuing a Prior Information Notice and Pre-Qualification Questionnaire to shortlist tenderers, and issuing an Invitation to Tender. Key aspects covered include classifying the contract, identifying stakeholders, defining value for money, and designing evaluation criteria. Lessons emphasized consulting widely, having clear expectations, applying a market test, and ensuring contract notices are exact to avoid challenges.
The document discusses factors that influence successful project delivery. It identifies five key factors: initiating projects strategically; understanding stakeholders and their influence; managing expectations and risks appropriately; having strong working relationships across the delivery chain; and defining success in terms of outcomes and benefits, not just outputs. It also provides examples of both successful (London 2012 Olympics) and challenged (UK mobile policing) projects to illustrate lessons learned.
This document provides an overview of nuclear decommissioning in the UK and discusses the use of Earned Value Management Systems (EVMS) to manage related projects. It describes the Nuclear Decommissioning Authority's responsibility for cleaning up civil nuclear sites in the UK. It then discusses key aspects of applying EVMS, including developing a work breakdown structure, performance measurement baseline, and metrics to forecast cost and schedule performance. The document emphasizes that EVMS provides integrated performance measurement and transparency around project status and challenges.
APM Programme Management SIG.
Equipping Programme Managers for Global Success - International Construction Measurement Standards: what are they and why have them?, Amanda Clack and Alan Muse, 10 March 2016
The document is from The Colour Works, a company that provides leadership coaching and development. It outlines their services which include facilitating coaching conversations, developing high performance teams, improving team effectiveness, and leading change effectively. The company uses psychometric testing tools like Insights Discovery to help clients understand team and individual strengths and weaknesses. The document provides examples of Colour Works' team assessments and diagnostics to measure areas like objectives, accountability, communication and innovation.
This document discusses leadership in difficult times using the Battle of Britain as an example. It describes the strategic approaches taken by Hugh Dowding and Keith Park in leading the Royal Air Force's Fighter Command against the German Luftwaffe. Park was able to focus resources effectively and implement an agile defense strategy through clear communication and empowering pilots. This allowed the outnumbered British forces to defeat the Luftwaffe and turn the tide of the battle, demonstrating the importance of having a clear vision, focusing resources, communicating integrated plans, empowering teams, and embracing complexity when leading during a crisis.
The APM Women in Project Management SIG (http://www.apm.org.uk/group/apm-women-project-management-specific-interest-group) held their AGM for 2014 on Wednedsay 11th June.
The document summarizes the Bloodhound SSC land speed record car project. It discusses the history of the world land speed record and how previous teams like Thrust have held the record. It then describes the ongoing Bloodhound project, which aims to break the sound barrier on land and reach over 1000 mph. The summary outlines some of the engineering challenges involved and how the project has progressed through designing the car, engines, and track in a series of sub-projects to work towards attempting the land speed record runs in South Africa.
The document discusses project planning as a career path. It outlines the need for competent project planners given that most projects fail without proper planning. It describes the project environment, qualifications, and roles of project planners. Project planners are responsible for establishing schedules, managing risk, communication, and ensuring projects are delivered on time. The document also discusses training, competence assessments, and career prospects for project planners, such as advancing from scheduler to planning manager or specialist roles.
The document summarizes the use of Lean techniques by Natural Resources Wales to improve the management of flood defence projects. Key issues causing delays were identified through root cause analysis including long approval times. Metrics were collected and analyzed, finding that changes in 2013 increased delays from -0.4 to 10.2 weeks on average. Improvements to approvals processes and supplier management reduced delays. Further work is still needed as approvals remain the top cause of delay. Lean techniques like risk forecasting and justifying programs can continue improving project timelines.
Wave Hub is a world-leading test site for wave energy technology located off the coast of Cornwall. It includes an onshore substation and underwater cables capable of hosting devices with a total capacity of 48MW. Several wave and tidal device developers have deployed technologies at Wave Hub to test performance and grid integration. The site operator aims to support the growth of the marine renewable energy industry and help realize the significant economic potential for jobs and investment in the UK. Lessons learned from developing Wave Hub demonstrate the importance of strong governance, allowing sufficient time, managing risks, working with partners, and maintaining an integrated long-term vision.
Digital Connectedness: Taking Ownership of Your Professional Online Presence Sue Beckingham
Developing pathways to connectedness essentially commences with family and friends, but over time new connections outside of these circles begin to form ever increasing and interlinking circles. These informal and formal networks have the potential to help you unlock new doors to new opportunities. Social media can without doubt provide excellent communication channels and a space to develop your network of connections. Nonetheless as your online presence expands it leaves behind both digital footprints and digital shadows; and this needs to be given due consideration. This keynote will look at the value of developing a professional online presence and why as future graduates you need to take ownership of this.
http://www.yorksj.ac.uk/ltd/ltd/student-engagement/undergraduate-research-confere.aspx
Ibm connections - communication is the business of everybodyStefano Pogliani
Communication is important for every business. A Web2.0 approach may transform internal communication by empowering employees and leveraging social networks. This allows companies to boost internal communication, share ideas more effectively, and discover talents within the organization.
Using social media to develop your own personal learning networkSue Beckingham
This document discusses using social media to develop a personal learning network (PLN). It defines social media as technologies that enable communication, collaboration, participation and sharing. A PLN is described as an ecology or habitat for fostering connections within a particular environment. The document outlines different levels of involvement in social media, from creators to spectators. It also maps various social media tools and activities to Bloom's revised digital taxonomy of cognitive skills. Developing a PLN is presented as a personal process of fitting together the right tools, information and people to support one's learning and professional development. Benefits discussed include increased access to learning and support through connections despite geographical distances.
The document discusses trends that will impact the future workplace and attractiveness of employers, including shifting demographics, a knowledge economy, globalization, and increased use of digital and mobile technologies. It notes that future workforces will be multigenerational, and identifies challenges that come with that, such as different expectations around work-life balance, career development, and technology use. The document also discusses how social media is used more in personal versus professional contexts, and characteristics that will make employers more attractive, such as strong values, skills development, and corporate social responsibility.
The document discusses trends in the future workplace and their implications for human resources (HR) and talent management. Some of the key trends discussed include shifting demographics, an emphasis on skills like collaboration and social learning, the importance of corporate social responsibility and employer brand, and changing expectations around work-life balance. The document also provides predictions for what the workplace may look like in 2020 and initiatives HR can take to help organizations adapt, such as emphasizing learning agility, diversity, and an inclusive culture.
Social Media and Digital Skills in Higher EducationSue Beckingham
This document discusses how higher education faculty are using social media. It notes that social media allows for personal, teaching, professional, research, and student development uses. Some key benefits mentioned include recruitment, peer support, guidance for students, teaching, and university communications. The document also discusses developing digital literacy and a professional online presence through a personal learning network and connective intelligence. It raises questions around social media policies and the value of networking and sharing ideas.
Academics' online presence: Assessing and shaping your online visibility_26oc...SarahG_SS
In our digital world, if you use the web, you have an online presence. And academics are no exception. Universities have webpages profiling their staff. Academic networks, like LinkedIn, Academia.edu and more, are used by researchers around the globe to keep in contact with colleagues and collaborators. And social media are everywhere you turn.
As an academic, you want your research outputs to be found and read. Making a difference and having an influence is almost a job requirement. Nowadays, the expectation is that you can be found online. So, what can you do to be aware of how you appear online? And, what can you do to increase your visibility? This presentation was part of a session for academics wanting to find out how they can review their existing digital footprints and shadows, make decisions about what kind of online presence they would like and plan how they can achieve it.
Several different possible ways of increasing their visibility as well as the visibility of their research and their outputs are discussed.
Soccnx III - A social revolution... "Can I control that?"LetsConnect
Speakers: Femke Goedhart
Company regulation versus personal individuality, how do you get your employees to be responsible partners in a Social Business and how do you weigh freedom versus restriction? The whole Social Business idea is based on the idea of each individual having an intrinsic value to the organization that isn't necessarily linked to its role within the organization alone. This begs the question of how to tap this resource without losing control and how to implement and regulate the changes that are going to be needed. How much of this can you regulate (top-down) and how much do you allow to evolve (bottom-up)? Do you set up predefined structures and communities (pushing) or allow users to instigate the community building, opening up the floor to free input and self-empowerment? This session will highlight the difficulties and choices a company will face while making the transition into a Social Business and offer ideas and guidelines on how to do so.
SOCCNX III: A social revolution can i control thatFemke Goedhart
This document discusses social business and how organizations can systematically engage employees, customers, partners, and suppliers to maximize co-created value through strategies, technologies, and processes. It contrasts traditional hierarchical business structures with more open and collaborative social approaches. The benefits of social business for attracting talent, improving morale, reducing risk, fostering innovation, and driving performance are outlined. The document also discusses different types of social media users, considerations for governance, etiquette, and how to support and positively guide user behavior through training and leadership rather than strict rules.
Nurturing Lifelong Learning with Personal Learning NetworksBuffy Hamilton
A personal learning network (PLN) allows individuals to continually learn through an organic collection of online and offline resources. A PLN helps construct knowledge in a collaborative way through participation in social networks, professional organizations, and online communication tools. Building a PLN requires exploring diverse perspectives, engaging with others, and sharing ideas. Participation in a PLN supports lifelong learning through foundational frameworks like participatory and connected learning.
Using social media to develop employabilitySue Beckingham
Using Social Media to Enhance Employability discusses how social media can be used as a tool to maintain and develop connections, promote expertise, and develop a professional online presence. It notes that an increasing number of employers are using social media for recruitment purposes. The document provides frameworks for classifying social media technologies and levels of user engagement. It advises developing an online portfolio through platforms like LinkedIn and Facebook but cautions that an unprofessional online profile can be damaging. The key takeaway is that a thoughtful digital footprint and online brand can benefit one's career and employability.
This document discusses different types of virtual communities in public administrations and how they can be improved. It describes how communities can form around conversation and how their goals may be individual, such as social learning and relationships, or organizational, such as knowledge management and digital reputation. It outlines principles for community design, including balancing openness and focus areas. Different communities are oriented towards content, expertise sharing, or relationships. Openness, natural network evolution, and boundaries are discussed as keys to community success.
Social Business met IBM Connections door Femke GoedhartRoland Driesen
Social business refers to organizations that systematically engage all individuals (employees, customers, partners, suppliers) through strategies, technologies and processes to maximize co-created value. IBM Connections is a social software platform that allows people to connect through profiles, communities, files, wikis and other tools. It supports finding expertise, sharing knowledge, collaborating on projects and flexibly working together both internally and externally. The future includes Connections "Next" with improved group calendars, status updates, file handling, analytics and activity streams on any device from the cloud.
This document discusses social business and IBM Connections. It describes social business as "an organization that has put in place the strategies, technologies and processes to systematically engage all the individuals of its ecosystem (employees, customers, partners, suppliers) to maximize the co-created value." It then provides an overview of the key capabilities of IBM Connections for enabling social business, such as profiles, communities, files, wikis, and activities. Finally, it briefly discusses the future of Connections, including new features like group calendars for communities and social mail integration.
Social Business - The Business Value in Social NetworksBilal Jaffery
Social networks are everywhere. In fact you are probably reading this message on one right now.
As these systems continue to reach into the very fabric of our existence, businesses are increasingly realizing the value in social collaboration. Join Bilal Jaffery,
(Worldwide Social Media & Competitive Marketing Leader, IBM ISV & Developer Relations) and Daryl Pereira (Web and Social Media Manager, IBM ISV & Developer Relations) on an exploration into how businesses are finding real value in social media. You'll see how social networks within the workplace can make us more efficient and knowledgeable, and how a social business breaks down barriers between prospects, customers and its extended ecosystem.
This document discusses social software and IBM solutions for social collaboration. It begins with an introduction and overview of social software, noting how it has enabled interaction and information sharing through sites like Facebook and YouTube. It then discusses IBM solutions for social collaboration, including Lotus Connections for on-premise deployment and LotusLive as a software-as-a-service offering. Both provide features like profiles, blogs, files sharing, and activities. The document concludes by highlighting benefits experienced by IBM through increased productivity, knowledge sharing, and skills development using social software.
APM webinar hosted by the Scotland Network on 14 May 2024.
Speakers: Chris Drysdale and Peter Huggett
An interactive session discussing how Project Managers can identify mental health symptoms, provide tools to help themselves and others, plus also increase the capabilities of the Project Management function. This webinar was held on 14 May 2024.
The covid-19 pandemic led to concerns about a worsening of mental health & wellbeing across the world and increased awareness in both society and the workplace. This webinar looks to advise the benefits of having a Mental Health First Aid function in the workplace whilst also providing tools and techniques that can be readily used and applied to yourself and colleagues. Additionally, there are wider benefits to Project Management which will be proposed and discussed.
Making communications land - Are they received and understood as intended? webinar
Thursday 2 May 2024
A joint webinar created by the APM Enabling Change and APM People Interest Networks, this is the third of our three part series on Making Communications Land.
presented by
Ian Cribbes, Director, IMC&T Ltd
@cribbesheet
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-communications-land-are-they-received-and-understood-as-intended-webinar/
Content description:
How do we ensure that what we have communicated was received and understood as we intended and how do we course correct if it has not.
APM Welcome
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Professor Adam Boddison OBE, Chief Executive Officer, APM
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM welcome from CEO
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Projecting for the Future: Harmonising Energy and Environment
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Graham Winch, Professor of Project Management, Alliance Manchester Business School
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM launched Projecting the Future in June 2019 to debate the challenges and opportunities for the profession, building on the 2017 Future of Project Management exercise conducted by Arup and University College London. This presentation provides the initial results from this third phase of reflection on the future of our profession.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
New to Nuclear - Transition into nuclear from other sectors
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Elaine Falconer, Head of Profession for Project Management, Jacobs
and
Karen Williams, Project Manager, Jacobs
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
In this session, Jacobs shared insights and learning from its ‘New to Nuclear’ programme designed to support mid-career and lateral entrants whose existing skills and expertise can be utilised in the nuclear sector.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Tell us what to do, not how to do it
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Alan Livingstone, Project Delivery Lead, UK&I Water Sector, Stantec
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
How the Stantec Project Management Framework provides our PMs with the flexibility to deliver projects of varying complexity, across a variety of different sectors, within a Global Organisation.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
The Future is Fractional
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Karen Frith, Founder & Managing Partner, Greenlight Partners
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
Discovering the transformational impact of working with fractional experts. Learning how businesses and professionals are embracing fractional roles and how they’re redefining work structures for optimal agility and efficiency.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Lessons learned across projects
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Barney Harle, Head of Major Projects, Manchester City Council
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
What are my key takeaways from working on a vast array of projects including the recent 30+ low carbon and decarbonisation schemes at Manchester City Council?
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Agile Adaptability: Navigating Project Management in a Dynamic World
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Nathan Lumb, Partners Project Manager, GEIC
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This presentation delved into the vital role adaptability plays in modern project management.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Inclusive Practices in Project Management: Leveraging Digital Frameworks for Diverse Minds
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Caroline Keep, PhD researcher Digitization in Education Organisation, University of Central Lancaster
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This talk aimed to provide actionable insights and strategies for embedding inclusivity into the fabric of project management, thereby unlocking the new dimensions of productivity and innovation in the digital sphere.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Leadership - the project professionals secret weapon
Wednesday 24 April 2024
APM East of England Network
Presented by:
Chris MacLeod
Keep up to date with the APM East of England Network:
https://www.apm.org.uk/community/east-of-england-network/
Content description:
“I’m a Project Manager”.
That’s often what we tell family, friends and peers when asked what we do. But is it really a fair description? It may well be our role title, but it probably doesn’t convey a lot of what we actually do.
This presentation and discussion is about going beyond the frameworks, processes and stereotypes associated with project management and exploring the leadership roles we all in fact perform.
“I provide leadership focused on delivering projects and change for organisations”
APM Project Management Awards - Hints and tips for a winning award entry webinar
Thursday 18 April 2024
The APM Awards overview and the resources of this webinar:
https://www.apm.org.uk/apm-awards/
Content description:
Ahead of the APM Awards 2024, find out from our expert panel what elements make a winning APM Award entry.
Learn how to choose the category best suited to you or your company.
Answers provided to those all-important questions:
-What importance does the criteria hold?
-What are the judging panel looking for?
-How should I structure my entry?
-What additional evidence is acceptable?
-What will give my entry an edge?
X hashtag: #APMawards
The Vyrnwy Aqueduct Modernisation Programme webinar
Wednesday 17 April 2024
APM North West Network
Presented by:
Katie Rowlands
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/the-vyrnwy-aqueduct-modernisation-programme-webinar/
Content description:
Spotlight on the Vyrnwy Aqueduct Modernisation Programme and the challenges facing a large project within Cheshire.
The Vyrnwy Aqueduct Modernisation Programme is one of United Utilities largest projects focused on the modernisation of three 42” aqueducts that carry clean drinking water across the North West.
This webinar covered the Vyrnwy project and an insight into the project challenges that face a live project within the Cheshire area.
APM event hosted by the London Network on 10 April 2024.
Speaker: Nick Fewings, MD of Ngagementworks
In March 2022, Nick Fewings, Ngagementworks, MD of Ngagementworks, published Team Lead Succeed, based on his 30+years of both leading operational and project teams, and subsequently facilitating team development around the world.
It has become a best seller, with a 96% 5-star review rating, and has been read on 5 of the 7 continents.
In this interactive session, Nick will share learning from Team Lead Succeed that can be applied immediately and make a positive difference to your teamwork.
Nick will share the importance of knowing both WHO is in your team and also HOW effective your teamwork is.
Only 10% of teams achieve high-performance, with 50% being average and 40% dysfunctional.
In this session, delivered by award-winning conference speaker Nick Fewings, and author of best-seller Team Lead Succeed, Nick will share his 30+ years of leading teams and facilitating team development.
Nick has profiled 1,000 of individuals and worked with 100s of teams.
Those attending will benefit from understanding;
Why many projects fail to achieve their goals.
Not relying on just measuring KPIs.
The importance of knowing WHO is in your team, both from a behavioural and technical skills aspect.
The 16 areas of high-performance teamwork, and their importance.
https://www.apm.org.uk/news/team-lead-succeed-helping-you-and-your-team-achieve-high-performance-teamwork-2/
Currently Knowledge Transfer Subject Matter Expert (Commercial) in the UKDT PMO on the Peru Reconstruction Plan. Stuart has more than 25 years’ track record of commercial and contract management experience working across both public and private sector projects, as well as more than 20 years’ experience in the development and delivery of professional training. As well as working for Gleeds in the UK and Peru, Stuart has also worked in China for Gleeds and has supported people development in Gleeds’ offices in Egypt and Poland. Stuart has been well placed to support the adoption of the NEC and UK Cost Management best practice in Peru – he was Chair of the RICS New Rules of Measurement (NRM) initiative and was heavily involved in the creation of the RICS Black Book Guidance (best practice in cost management).
APM event hosted by the Midlands Network on 11 April 2024.
Speaker: Carole Osterweil
Data is power. AI changes everything.
If the claims about both are true, how can we ensure we use data and AI well? And what does it mean for the very things which make us human - our feelings?
In this workshop Carole will draw on material from her ground-breaking book, Neuroscience for Project Success: why people behave as they do to answer both questions.
“We like to think our decision making is completely rational. However, once there's an element of uncertainty, conscious assessments are only part of the story. Two other inputs, both subconscious and driven by our innate need to survive, have a big impact.
One, automatic reactions driven by cognitive biases, gets plenty of airtime.
The other input, our raw visceral emotions might be scary to talk about and less understood - but that’s not a reason to pretend they don’t exist!”
This interactive workshop will draw on material from Carole’s book, Neuroscience for Project Success: why people behave as they do, published by APM in 2022.
You’ll come away with:
a clear understanding of how the human brain works.
a framework that:
explains ‘why people behave as they do’.
makes it easier to talk about feelings in a matter-of-fact way (so that they become part of your conscious data set)
new insights into yourself and your projects in a world that’s often characterised by stress and disorder.
Act on these insights and you’ll see the impact - on your teams and stakeholders, your decisions about how to use data and AI, and ultimately your project outcomes.
AI in the project profession: examples of current use and roadmaps to adoption webinar
Wednesday 27 March 2024
Association for Project Management
Speaker panel:
Andy Murray, James White, James Garner, Karina Singh and Alex Robertson
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/ai-in-the-project-profession-examples-of-current-use-and-roadmaps-to-adoption-webinar/
Content description:
Disruptive technology and accelerating change is the now the norm within business. Advancements that feel relatively recent are already becoming embedded into business-as-usual activity. AI is one such advancement; it is already being used and having real-world impacts across the project profession.
To help P3M professionals understand the implications of this change, APM invited representatives from organisations that have introduced or are preparing to introduce AI into their project workstreams, to explain their approach and share their insight with fellow professionals.
This webinar on explored how AI is currently being used in project and programme management, and how organisations are gearing up for its adoption.
Katharine works for WRAP which is a climate action NGO working in more than 40 countries around the globe to tackle the causes of the climate crisis and give the planet a sustainable future. In this session, you will learn about WRAP’s plastics programme and how sustainability has been incorporated as a core value in delivery of the programme, with the aim of inspiring the audience to take action in their own work.
Kai-Fu Lee predicted that AI would change the world more than anything in the history of humanity – even electricity. It would disrupt how we live and work, how we operate our businesses, the core products and services on offer and the way in which we build technology.
However, in 2024 the impact of AI can no longer be discussed in future tense. With Microsoft copilot now publicly available, the change is already upon us. There is no consultation period or ‘unsubscribe’ button.
Project management professionals are likely to be asked to manage AI projects - and we are expected to skilfully use AI in our daily work lives. While overwhelming, this is not the first time we’ve had to adapt.
Sarah helps her audience sharpen their cutting-edge skills by answering:
What do I need to know about AI right now?
If I’m asked to work on an AI project, what techniques do I need to be successful?
Where do I start my own learning journey to upskill and prepare?
Sarah’s expertise in advanced agile and experience in highly regulated Finance environments give her a unique perspective into balancing governance with technical innovation. She uses her own experience building an AI solution in 2023 to share practical, widely applicable concepts in an “AI for project managers” 101 style session.
The silent project disruptor: Building AI solutions
Personal knowledge management
1. Personal
Knowledge
Management
Steve Dale
@stephendale
@collabor8now
Unless otherwise noted, this work is licensed under a Creative Commons
Attribution-NonCommercial-ShareAlike 3.0 Unported License.
1
2. “We always know more than we can say, and we
always say more than we can write”
Dave Snowden
2
4. What is “PKM”?
It’s about taking responsibility for
personal & professional
development in order to remain
‘relevant’ in a sometimes chaotic
and fast-changing environment.
4
18. Personal
Knowledge
Management
Unless otherwise noted, this work is licensed under a Creative Commons
Attribution-NonCommercial-ShareAlike 3.0 Unported License.
18
cc licensed flickr photo by Will Lion: http://flickr.com/photos/will-lion/2595497078/
19. Quality, Relevance and Reputation
Knowledge
Worker Cynefin Model
Adapted from Seek-Sense-Share model by
Harold Jarche
20. Where Work (and learning)
happens
Informal
Social Networks
Diverse ideas & knowledge
Communities of
Practice
Solve problems
Project Teams Test new ideas
Complex Knowledge
Structured
Goal-oriented Opportunity-driven
Source: Harold Jarche www.jarche.com
21. Communities of Interest/Practice
•“Communities of practice
are groups of people who
share a concern or a
passion for something they
do and learn how to do it
better as they interact
regularly.”
Source: Etienne Wenger
25. What needs to change.....
Social learning and personal development requires
a shift from hierarchies to networks, and
empowerment of the workforce to choose the tools
they need to do the job.
26. Finally, how will you improve your
“PKM”?
•Join a CoP?
•Contribute/share content?
•Grow your network?
•Build/enhance reputation?
•Use social media?
You? •Use SM tools to aggregate + filter?
•Question/challenge/test assumptions?
•Add value to content you share?
•Subscribe to people/channels you trust?
•Become a digital curator?
Adapted from Seek-Sense-Share
model by Harold Jarche
27. “It’s not the strongest of the
species that survives, nor
the most intelligent, but the
one most adaptable to
change.” Darwin
Email: steve.dale@collabor8now.com
Twitter: @stephendale, @collabor8now
Profile: http://about.me/stephendale
Unless otherwise noted, this work is licensed under a Creative Commons
Attribution-NonCommercial-ShareAlike 3.0 Unported License.
Editor's Notes
Tacit knowledge, informal chat, knowing where things are or who is doing what are now the key drivers for the ‘ knowledge economy ” . Businesses are generally ok at getting formal explicit knowledge out to people using intranets, eLearning and bulletins, although this is often rather dry and unappealing.
Routine tasks are increasingly being outsourced. Simple repetitive tasks are done my machines and robots, freeing humans to create value, improve processes and innovate. Labour is replaceable. Talent is not (ref Harold Jarche).
More doesn ’ t mean better
Technology is the vehicle for making collaboration happen. It should be easy and transparent for employees to use and integrated into their work processes.
It ’ s overwhelming. With so much information, tools & people out there, how do we start?
Seeking is finding things out and keeping up to date. Building a network of colleagues is helpful in this regard. It not only allows us to “ pull ” information, but also have it “ pushed ” to us by trusted sources. Sensing is how we personalise information and use it. Sensing includes reflection and putting into practice what we have learned. Often it requires experimentation, as we learn best by doing. Sharing includes exchanging resources, ideas, and experiences with our networks as well as collaborating with our colleagues (Source: Harold Jarche)
Tacit knowledge, informal chat, knowing where things are or who is doing what. Businesses are ok at getting formal explicit knowledge out to people using intranets, eLearning and bulletins. although this is often rather dry and unappealing.
We should perhaps differentiate “ Communities of Practice ” from “ Social Networks ” . The former operate from a sense of shared values and objectives. The latter is a far more personalised agenda.
A small selection of the many information aggregation services, including: Bottlenose Twylah News.me Newsle Mashable Netvibes Hootesuite Google Reader/RSS
Digital curation is important because people want to know what ’ s important and they want to discover interesting and relevant content. A great curator: Optimises titles so it is relevant for that audience Edits the content to add further relevance of the message Formats the material so it is easy for the audience to read and apply to their situation Adds good images and other visual material that complements and reinforces the content Excerpts selected text so the reader can quickly and easily grasp the most important elements Adds his or her own voice in an intro to the piece, adding context and relevance for the reader Tags all content with relevant words and phrases so it is easily found by that audience Supplies links to expand the scope of the piece and give access to added resources about the subject Personalizes each piece for the relevant audience when posting to social sites, when appropriate Ensures all curated content is correct and from a reliable source Always gives attribution and links to sources Filters content vigorously and does not publish anything and everything Has a network of experts and curators in their sphere that they can tap into for personal insights Suggests stories and items to other curators Searches for additional material that can add depth and value or context to an item Constantly scouts for interesting new sources Sets up searches, filters and feeds to get a constant flow of relevant information Makes the focus of the curated content perfectly clear and easy to see right upfront Recommends other newsmasters and curators with great content Crowd sources tips and suggestions from readers and always acknowledges their contributions
Hierarchies mean that knowledge has to flow uphill and cascade to lower levels. Networks mean direct knowledge transfer regardless of status or rank.