Effective Project Management Support Using Social Software
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Effective Project Management Support Using Social Software (27 October 2009 version)
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Effective Project Management Support Using Social Software
- 1. Effective project management supportusing social software Henk-Jan van der Klis Rick Mans
- 2. Introducingourselves M/39/NL @hjvanderklis www.henkjanvanderklis.nl Effective project management support using web 2.0 tools © 2009 Capgemini - All rights reserved 1
- 5. Web 2.0
- 11. Clarity of project goals
- 13. Coordination and collectiveintelligenceEffective project management support using social software
- 14. Recapitulating Web 2.0 – Wikipedia ‘definition’ Commonly associated with web development and web design that facilitates interactive information sharing, interoperability, user-centered design and collaboration on the World Wide Web. Examples include web-based communities, hosted services, web applications, social-networking sites, video-sharing sites, wikis, blogs, mashups and folksonomies. Allows its users to interact with other users or to change website content, in contrast to non-interactive websites where users are limited to the passive viewing of information that is provided to them. © 2009 Capgemini - All rightsreserved 5 Effective project management support using social software
- 15. Web 2.0 >Social media >Social software Social media are media designed to bedisseminated through social interaction,created using highly accessible and scalablepublishing techniques. Wikipedia Social software are ways to supportand capture communications,conversations or collaborative work asa by-product of free-form interactionand open participation, especially where large numbers of looselyconnected individuals are involved. Gartner, Hype CycleforSocial Software, July 2009 Effective project management support using social software © 2009 Capgemini - All rightsreserved 6
- 16. Co-creation, peer production: wishful thinking? © 2009 Capgemini - All rightsreserved 7 Effective project management support using social software 52% inactives, 33% passive spectators,only 13% actual creators. “For the majority of users, theiractivity is anythingbut a communal effort towardsa shared cause; they may participate simplyto satisfy their individual curiosities or becausethey are interested in the same product, brand, band or topic.” “most people who visit user generated content sitesare ‘driven’ there by (viral) forms of social media(‘friends’ networks) or by plain marketing mechanisms…hype fromnetworkingactivity.” “The logic of culture (collaboration, collectivism,user participation) undercutsthe logic of economics(shareholders’ value, company profits).” Wikinomics and its discontents Woulditbe different usingin-company services?
- 17. Forrester’s breakdown of US online user activity Effective project management support using social software © 2009 Capgemini - All rightsreserved 8
- 18. 90-9-1 rule: participation inequality Woulditbe different usingin-company services? Effective project management support using social software © 2009 Capgemini - All rightsreserved 9
- 19. Gartner’s Hype CycleforSocial SoftwareJuly 2009
- 20. High Performance WorkplaceHype CycleJuly 2009 On the Rise Social Mining and Social Intelligence Ubiquitous Collaboration At the Peak Enterprise Mashups Federated Search Web-Based Office Productivity Suites Expertise Location and Management Social Software Suites Unified Communications and Collaboration Climbing the Slope Wikis © 2009 Capgemini - All rights reserved Effective project management support using social software 11
- 21. High performance workplace? Dailyinsightfulcartoon byCapgeminiGermany’sOliver Widdera.k.a. @GeekandPoke, geekandpoke.com © 2009 Capgemini - All rights reserved Effective project management support using web 2.0 tools 12
- 22. Traditional project management tooling drawbacks Controlfocused Complex Hard to adoptcompany-wide Overpriced © 2009 Capgemini - All rights reserved 13 Effective project management support using social software
- 23. Challenges to ‘project management 2.0’ tooling Communicationfocused Simple Easy to adoptcompany-wide Free orlow-priced © 2009 Capgemini - All rights reserved 14 Effective project management support using social software
- 24. Yammer – intra-companymicroblogging October 2009: 4,315 users 286 groups Large user groups in the Netherlands, Nordic countries, India, UK A proven stepping stone for: Updates to Cwiki Q&A Worldwide relationships Assignments Reference searches © 2009 Capgemini - All rights reserved 15 Effective project management support using social software
- 25. Cwiki – intra-companywiki 13,339 content pages 13,874 files uploaded. 38,934,813 page views 240,383 page edits. 6.77 average edits per page 161.97 views per edit. 30,928registeredusers © 2009 Capgemini - All rights reserved 16 Effective project management support using social software
- 26. Social software supports project management Contact management Communications Collaboration Track & trace © 2009 Capgemini - All rightsreserved 17 Effective project management support using social software
- 27. Contact management: MS Outlook more social Effective project management support using social software © 2009 Capgemini - All rightsreserved 18
- 28. © 2009 Capgemini - All rights reserved 19 Social software integrated into Microsoft Outlook 2007 Effective project management support using social software
- 29. Contact management: social in the cloud Effective project management support using social software
- 30. Communications facilitating team collaboration GIMS+ (Group Instant Messaging Service) Microsoft Office Communicator 2007 Microsoft Office Live Meeting © 2009 Capgemini - All rights reserved 21 Effective project management support using social software
- 31. Communications facilitating team collaboration Microsoft Office Communicator 2007 Instant messaging pc2pc calls (CommunicatorCall) Send e-mail to contact Schedule meeting with contact File sharing Microsoft Office Live meeting Status visible in Outlook, SharePoint Out-of-office alerts visible © 2009 Capgemini - All rights reserved 22 Effective project management support using social software
- 32. Communications facilitating team collaboration Microsoft Office Live Meeting Webinar, webcast orvirtualpresentation to share content Audio and video Content sharing e.g. presentations White board Sharenotes Polls ParticipantscanbefrombothCapgemini and non-Capgemini Participantsneed freeOffice Live Meeting Client Both scheduled and instant meetings Lotus Notesadd-inavailable © 2009 Capgemini - All rights reserved 23 Effective project management support using social software
- 33. © 2009 Capgemini - All rights reserved 24 Examples of collaboration software platforms Effective project management support using social software
- 34. GartnerMagic Quadrant for Social Software Effective project management support using social software
- 35. Social software to track & trace project ‘stuff’ Task management Time management Project file Standards & templates © 2009 Capgemini - All rights reserved 26 Effective project management support using social software
- 36. Implementingsocial software Rick Mans (Capgemini): Building a community Patrick Savalle (Sogeti): TeamPark – building Intelligent Organization Erwin Blom (The Crowds): Handboek Communities © 2009 Capgemini - All rights reserved Effective project management support using web 2.0 tools 27
- 37. E-mail isn’tdead, but has been abusedtoo long Traditional inbox overflow Tasks Status updates Partialconversations CC and BCC Changerequests Newsletters More effectiveways Inbox zero Gettingthingsdoneworkflow Email-integratedsolutions E-mail as intended © 2009 Capgemini - All rights reserved 28 Effective project management support using social software
- 38. © 2009 Capgemini - All rights reserved 29 Addedvalue of social softwareto project management Don’tunderestimatedegreeof non-participation Takeimplementa-tionserious Eliminatewaste Effective project management support using social software
Notas do Editor
- http://www.flickr.com/photos/hjvanderklis/3941458119/
- http://www.flickr.com/photos/childofwar/3097124543/sizes/l/
- Source: http://blog.softwareprojects.org/top-down-and-bottom-up-1936.html
- http://en.wikipedia.org/wiki/Web_2.0
- Business Impact: Enterprise social software adds persistence, and reflects and reveals structure in otherwise transient informal interactions between workers in an organization. Valuable business information is created, shared and refined through self-selection, social incentives and decentralized control, rather than by top-down resource allocation and mandates. We expect that social software will be relevant in connecting individuals to communities of interest and practice, or in stimulating multidisciplinary collaboration that involves exploration, innovation, creativity, discovery, knowledge capture and training. However, evidence of successful social software deployments is still limited. The risk of organizational culture clashes, privacy concerns and questions about worker productivity and content quality highlight the need for caution.http://en.wikipedia.org/wiki/Social_media. Note:This article or section has multiple issues.Niall Cook in Enterprise 2.0: unhappywith ‘media’ part in social media!
- Attributed to Myspace, Facebook and othersocialnetworks. Source: http://nms.sagepub.com/cgi/content/abstract/11/5/855 (Wikinomics and its discontents: a critical analysis of Web 2.0 business manifestosVan Dijck and NieborgNew Media Society.2009; 11: 855-874 ) in PDF: http://www.gamespace.nl/content/Wikinomics_and_its_discontents_2009.pdfNote: Dutch writers like Pascal Savalle state that social networks in itself contain no life: they’re born out of profile sites, not adding business value, knowledge sharing or other good causes.
- http://www.gartner.com/DisplayDocument?id=1092912
- Houding managers bepaalt succes Web 2.0 binnen bedrijfDe houding van topmanagers is bepalend voor het succes van Web 2.0 binnen bedrijven. Dat stelt McKinsey Quarterly, het tijdschrift van het gelijknamige consultancybureau. McKinsey weet dat bedrijven aan het gebruik van Web 2.0-instrumenten als weblogs en sociale netwerken ongeveer 1 miljard dollar uitgeven. De komende vijf jaar zal het gebruik met 15% toenemen. Het succes van de toepassingen is volgens McKinsey afhankelijk van zes factoren. Allereerst moet de top van een bedrijf achter het gebruik van Web 2.0 staan. Wanneer managers Web 2.0 toejuichen, zullen hun medewerkers volgens de redenering van McKinsey vanzelf volgen. Daarnaast moeten bedrijven bij de ontwikkeling van Web 2.0-tools zich openstellen voor wensen en ideeën van toekomstige gebruikers. McKinsey adviseert bedrijven bovendien alleen toepassingen te ontwikkelen die passen binnen de dagelijkse werkzaamheden van werknemers. Verder ontdekte het adviesbureau dat een financiële beloning voor deelname aan Web 2.0 niet bevorderlijk is voor de kwaliteit, en dat een zorgvuldige selectie van de doelgroep wenselijk is. Een laatste succesfactor is een goede balans tussen controle van informatie en totale vrijheid voor de gebruiker.Bron(nen):McKinsey Quarterly (20-2-2009; p. 1; 1 p.)
- http://www.flickr.com/photos/rephotography3/2334838805/sizes/o/
- Yammerstats as per October 16th, 2009
- Stats as per October 2009
- Contact management: LinkedIn profileorganizer: http://www.linkedin.com/organizer orPlaxo’sadressbookCV check: trybeforeyoubuyAddressbooksynchronization via PlaxoSocialnetworkintegration: Gist