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E R O M New modes for organizational management

Share, edit, save; not... meet, talk, forget:


Kevin O'Brien
(https://confluence.umassonline.net/display/~kobrien/Home)

Patrick Masson

(https://confluence.umassonline.net/display/~pmasson/Home)

NERCOMP 2013
Share, edit, save; not... meet, talk, forget by Masson, P. & Kevin O'Brien (University of Massachusetts) is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License.

What we hope...
This is an area we all struggle with, and compensate for by knowing who knows what, which is really insufficient, frustrating to new employees, and potentially disastrous when staff leave. Essentially knowledge management, everyone claims they don't have time for it, so an easy, organic way to collect what people know is exciting.
- NERCOMP 2012 Session Comments

Win a t-shirt...

The House that Jack Built


(Win a t-shirt)
How many of you are on a committee? How many of you, who are on a committee, are able to meet at least once every two weeks? How many of you, who are on a committee that meets at least once every two weeks, distributes an agenda before each meeting? How many of you, who are on a committee that meets at least once every two weeks and distributes an agenda, feel your colleagues are prepared for the meeting? How many of you, who are on a committee that meets at least once every two weeks, distributes an agenda and feels your colleagues are prepared, document the meeting? How many of you, who are on a committee that meets at least once every two weeks, distributes an agenda, feels your colleagues are prepared, and documents your meetings, distributes and archives that documentation? How many of you, who are on a committee that meets at least once every two weeks, distributes an agenda, feels your colleagues are prepared, documents your meetings, distributes and archives that documentation, and also collects feedback and redistributes the updated documentation? How many of you, who are on a committee that meets at least once every two weeks, distributes an agenda, feels your colleagues are prepared, documents the meeting, distributes and archives that documentation, collects feedback on the documentation and redistributes it, references that documentation in your final decisions?

Listening to all that, why would anyone bother?


(and remember UMassOnline serves multiple campuses)

Remember:
...who knows what... ...really insufficient & frustrating... ...potentially disastrous... ...don't have time for it! ...an easy, organic way to collect what people know is exciting.

Problems: internal to external


(Where we started)

Poor, inconsistent communication; Poor knowledge collection, sharing and validation; Challenges in planning and decision-making; Ambiguity in status (projects, roles responsibilities).

Preference: internal to external


(Where we want to get to)

Increase pace and relevance of communication Align knowledge-capture with daily operations Validate practices Provide authority and autonomy

an easy, organic way to collect what people know

Planning
(Typical: Organizing & Meeting)

Planning
(Typical: Decision-making)

Driven through...

Top-down (directives) Influence (clout) Buy-in/consensus Committees Perceived experts Experienced heroes
http://en.workflow-sample.net/2012/01/organization-and-role-important-to.html

Communication
(Typical: awareness)

261 sent emails 21.75 hrs/month

258 sent emails 21.5 hrs/month

Communication
(Typical: involvement)

Weekly: w/CEO, Senior Leadership, One on ones (5), Tech Team, SIG's Bi-Weekly: IT service providers (2), Campus check-in (5-15) Monthly: All-hands, Committees: AASIR, CE Council, eLAC, LPR, UMOL Review, SOCS Ad hoc vendor meetings, one-offs 51 - 75 hours/month 0.46875% of the month

Communication
(Typical: involvement)

Weekly: one on ones, Tech Team, IT Servicing, Event planning, vendor (4) Bi-weekly: campus meetings Monthly: All-hands Committees: LPR, SOCs, Help Desk Ad hoc: one-offs 48 - 55 hours/month 0.34375% of the month

Documentation
(Typical: Distribution & Archiving)

Documentation
(Typical: Distribution & Archiving)

Documentation
(Typical: Distribution & Archiving)

Some rights reserved by Saynine http://www.flickr.com/photos/saynine/2087896030/sizes/l/in/photostream/

Previous(?) Practice
Operationally:

Communications with stakeholders one to one Institutional knowledge was personal & personalized Documentation was siloed Document (knowledge) management did not exist Redundant activities by different groups Knowledge transfer was ad hoc and anecdotal

Previous(?) Performance
Operationally:

More work (redundant and replicated) to manage multiple relationships Information was biased based on personal experience or agenda Information was not readily available or was controlled by a few individuals Lack of awareness across teams of relevant issues Different groups were engaged in very similar, or even the same, projects Difficult to measure effectiveness and success

Previous(?) Practice
Organizationally:

Communications with stakeholders managed Ambiguity in roles and responsibilities Lack of understanding and alignment in service and systems Multiple sources of authority and rationale

Previous(?) Performance
Organizationally:

Little authenticity and thus lack of trust/confidence in direction Conflicts with staff, campuses and administration No service level definitions, expectations or development direction Inconsistent decision-making and value

Preferred Practices
an easy, organic way to collect what people know
Operationally & Organizationally:

Increase pace and relevance of communications;


Community-wide dialogue and collaboration Continuous access to information and discussions Rapid feedback Remove barriers (e.g. email, meetings) to impromptu knowledge creation and distribution Empower all stakeholders to participate and contribute The enemy of good is perfect or Develop at the same pace... Foster better practices (e.g. roll-up commenting)

Align knowledge-capture with daily operations;

Preferred Practices
an easy, organic way to collect what people know
Operationally & Organizationally:

Validate practice

Identify common issues and common solutions through examples/references Remove bias, agendas, personalities from decision making Design through discovery Increase pace of development Reduce time between activities (meetings, decisions) Increase feedback (levels and frequency)

Provide authority and autonomy


Principles
Operationally & Organizationally:

Transparency into operations Self-organization of like-minded individuals Collaboration between affinity groups Emergence of needs, issues, solutions, options, etc. Openness in strategic direction Evidence-based decision-making

Plan
Operationally & Organizationally:
Enterprise-wide Wiki (Atlassian Confluence)

Listen for: Transparency; Collaboration; Self-organization; Openness; Evidence-based decision-making

Perceptions
(Reactions to Implementation)
Operationally & Organizationally:

Too hard to use. Unfamiliar with tools techniques. 'Who is going to manage it?' CYA (might expose personal failings) Public viewing and editing removes our authority. Just another executive solution. It doesn't look good/hard to navigate. Why would we show incomplete work? Bad PR (expose the negatives)
Unfrozen Caveman Lawyer Explow, 2011 http://explow.com/unfrozen_caveman_lawyer

Presentation
(Raising Awareness and Adoption)

Operationally & Organizationally


Bottom-up Self-organizing & self-organized Emergent On demand, reflecting current knowledge No timeline

Participation
(Reactions to reactions)
Focus on techniques not technology...

You're soaking in it.

Initiative driven (e.g. Support Knowledgebase, meeting notes, LPR, integrated ticketing) Wiki comments/conversations create communication and documentation

It's in Confluence.

Redirect emails/IM's/conversations to wiki Sole source Align branding/look & feel/navigation

Is there a page in Confluence?

Meetings/Committees Prosumership
Madge the Manicurist, 1966 Ted Bates Ad Agency Colgate-Palmolive http://expolounge.blogspot.com/2006/07/madge-manicurist.html

Status updates, sharing, watchers daily paper, notifications, comments, etc.

Outcomes (Internal)

Increases communication and awareness (e.g. CF Dashboard, Bb Learn Page)

Imagine replicating the volume and pace of work through emails, meetings and hallway conversations. Notifications, alerts, activity stream, status updates Jira integration Project's value and direction emerge and evolve as stakeholders interact. (see: transaction monitoring) Jira here too!
Open participation, transparent documentation, edit directly. Work flows Jira again... Number of contributors

Align knowledge-capture with daily operations (e.g. Transaction Monitoring)

Validate formalize practice (e.g. User/Account Data)


Provide authority and autonomy (e.g. User stats)

Adoption and Use

Thanks

Pat's emails

Kevin's emails

From 287 to 85/month From 21.75 hrs/mo. to 7hrs/mo.

From 258 to 43 From 21.5hrs/mo. To 4.5hrs/mo. 48 - 55 hrs/mo. To 0 hrs/mo.

Pat's meetings

Kevin meetings

51-75 hrs/mo. to 0 hrs/mo.

Thanks
New Services

New Systems

System/Service Catalog; Knowledgebase; Product/Portfolio Management; Issue tracking; Web development; Transaction monitoring; Financial forecasting and reporting; User reporting; Service Level Agreements; Licensing and contract management; Business workflows...

Confluence; Jira; Drupal; AlertSite; Wufoo; MailChimp; Auto Signon; Basic LTI; Bb Mobile; Bb Stats; Cengage; iClicker; McGraw Hill; My Messages; Pearson MyLab; Turning Point; TurnItIn; VTBE; Wiley Plus; LucidChart; Amazon Web Services...