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Social Media: Delivering for
  Project Management?
         Trevor Roberts
          Ryton Projects Ltd
Social Media vs Project
     Management
Blogs

        
         One to Many
        
         Low barrier to entry
        
         Based around
        interest areas or
        issues
Commenting



 Brings in the
readers

 Allows everyone to
contribute

 Builds community
Social Networking

               
                Facebook et al
               
                Many to Many
               
                Broad appeal
               
                Target
               audience can
               be wide or
               narrow
Web of connections




Based around individuals, not interests
Twitter / Yammer


 Many to Many

 Follow lists

 Non-reciprocal

 Can be open or
closed
                              1000 Words / Shutterstock.com
Conversations
          
            @replies allow
          people who don't
          follow you to be
          informed you are
          talking to them
          
            Hashtags allow
          people interested
          in a certain topic to
          know what others
          are saying
Social Media: Organic, non-
             hierarchical





 Flat structure

 Open to all

 Self-organising through follow lists / connections
“Traditional” Project Management:
        Defined, hierarchical




       
        Non-flat structure
       
        Open to selected people
       
        Externally organised
Making use of the tools



  
      External to the project
  
      Internal to the project
External Communication



  Progress reporting

  Keeping stakeholders
informed

  Gathering information
from target audience
Two way communication flow
                 
                   Social media
                 means everyone
                 is invited
                 
                   Don't just send
                 out information
                 
                   Take advantage
                 of the new
                 communication
                 channel to
                 improve your
                 project
Internal communication
Different types of projects:

    Projects to deliver significant physical objects –
    buildings, ships, etc.

    Projects to deliver virtual objects – software
    applications, business processes, etc.

    Projects to deliver hybrid solutions – upgraded
    IT infrastructure and systems, consumer
    electronics devices, etc.
Physical Projects





 Well understood problem

 Limited changes possible after design phase

 Little autonomy of individual teams
Virtual Projects





  Less well understood problem – but improving

  Changes within components possible until delivery

  Great deal of autonomy for individual teams
“Black box” delivery

                
                  What goes in
                is important
                
                  What comes
                out is important
                
                  What happens
                inside is not –
                so long as it
                does the job
Team communications
                          
                           Simple, clear, quick
                          communication
                          
                           Conversational
                          
                           Second best to face to
                          face


 Brings geographically
dispersed teams
together

 Multiple team members
involved

 All able to contribute
Hybrid Projects





  Mixture of the two previous types

  Different areas can cope with different amounts of
change

  Different teams will have different levels of
autonomy
Disruptive effects
            
             Incremental
            improvement
            versus dramatic
            change
            
             Evolution versus
            revolution
            
             New ways of
            working
Online PM tools

    Trello (trello.com)

    Wrike (wrike.com)

    Basecamp (basecamp.com)

    AgileZen (agilezen.com)

    5pm (5pmweb.com)

    Huddle (huddle.com)

    … and many more
Example: Virtual Kanban

    Kanban – effective way of managing workflow

    Successfully used in many software projects

    Central concept requires a physical board
    whole team can see – impossible with co-
    located teams

    Photographs of board are not interactive

    Trello allows online, virtual Kanban boards

    Available online to everyone in the project
New ways of delivering projects?

    Completely outsourced team

    Recruitment through online tools

    Communication via social media


    All of this is already possible with the tools we
    have
Free Software Project

    Global, ad-hoc project to develop free and open
    operating system and software tools

    Originally using proto-social media – mailing
    lists, newsgroups, IRC, etc.

    Organic management structure developed

    Continues to this day
Example: Local Government IT

    Hybrid project – physical IT infrastructure and
    virtual software platforms

    Microsoft Sharepoint technology

    Project and team blogs

    Document repository

    Collaborative working

    Wikis
Outside of projects...
Social Media: Delivering for Project
         Management?

    Blog tools can be used for every project

    Virtual and hybrid projects can benefit from
    Twitter-like tools also

    Online collaboration tools extend the consumer
    social media technologies – useful for all
    projects

    Disruptive effects can be expected...

    … but we don't know what they'll be!
Thanks



Trevor Roberts:

 @trev_roberts
 www.projectmanagementguide.org
 www.rytonprojects.co.uk

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Social Media: Delivering for Project Management?

  • 1. Social Media: Delivering for Project Management? Trevor Roberts Ryton Projects Ltd
  • 2. Social Media vs Project Management
  • 3. Blogs  One to Many  Low barrier to entry  Based around interest areas or issues
  • 4. Commenting  Brings in the readers  Allows everyone to contribute  Builds community
  • 5. Social Networking  Facebook et al  Many to Many  Broad appeal  Target audience can be wide or narrow
  • 6. Web of connections Based around individuals, not interests
  • 7. Twitter / Yammer  Many to Many  Follow lists  Non-reciprocal  Can be open or closed 1000 Words / Shutterstock.com
  • 8. Conversations  @replies allow people who don't follow you to be informed you are talking to them  Hashtags allow people interested in a certain topic to know what others are saying
  • 9. Social Media: Organic, non- hierarchical  Flat structure  Open to all  Self-organising through follow lists / connections
  • 10. “Traditional” Project Management: Defined, hierarchical  Non-flat structure  Open to selected people  Externally organised
  • 11. Making use of the tools  External to the project  Internal to the project
  • 12. External Communication  Progress reporting  Keeping stakeholders informed  Gathering information from target audience
  • 13. Two way communication flow  Social media means everyone is invited  Don't just send out information  Take advantage of the new communication channel to improve your project
  • 14. Internal communication Different types of projects:  Projects to deliver significant physical objects – buildings, ships, etc.  Projects to deliver virtual objects – software applications, business processes, etc.  Projects to deliver hybrid solutions – upgraded IT infrastructure and systems, consumer electronics devices, etc.
  • 15. Physical Projects  Well understood problem  Limited changes possible after design phase  Little autonomy of individual teams
  • 16. Virtual Projects  Less well understood problem – but improving  Changes within components possible until delivery  Great deal of autonomy for individual teams
  • 17. “Black box” delivery  What goes in is important  What comes out is important  What happens inside is not – so long as it does the job
  • 18. Team communications  Simple, clear, quick communication  Conversational  Second best to face to face  Brings geographically dispersed teams together  Multiple team members involved  All able to contribute
  • 19. Hybrid Projects  Mixture of the two previous types  Different areas can cope with different amounts of change  Different teams will have different levels of autonomy
  • 20. Disruptive effects  Incremental improvement versus dramatic change  Evolution versus revolution  New ways of working
  • 21. Online PM tools  Trello (trello.com)  Wrike (wrike.com)  Basecamp (basecamp.com)  AgileZen (agilezen.com)  5pm (5pmweb.com)  Huddle (huddle.com)  … and many more
  • 22. Example: Virtual Kanban  Kanban – effective way of managing workflow  Successfully used in many software projects  Central concept requires a physical board whole team can see – impossible with co- located teams  Photographs of board are not interactive  Trello allows online, virtual Kanban boards  Available online to everyone in the project
  • 23. New ways of delivering projects?  Completely outsourced team  Recruitment through online tools  Communication via social media  All of this is already possible with the tools we have
  • 24. Free Software Project  Global, ad-hoc project to develop free and open operating system and software tools  Originally using proto-social media – mailing lists, newsgroups, IRC, etc.  Organic management structure developed  Continues to this day
  • 25. Example: Local Government IT  Hybrid project – physical IT infrastructure and virtual software platforms  Microsoft Sharepoint technology  Project and team blogs  Document repository  Collaborative working  Wikis
  • 27. Social Media: Delivering for Project Management?  Blog tools can be used for every project  Virtual and hybrid projects can benefit from Twitter-like tools also  Online collaboration tools extend the consumer social media technologies – useful for all projects  Disruptive effects can be expected...  … but we don't know what they'll be!
  • 28. Thanks Trevor Roberts: @trev_roberts www.projectmanagementguide.org www.rytonprojects.co.uk