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

New modes for organizational management

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 byMasson, P. & Kevin O'Brien (University of Massachusetts) is licensed under aCreative Commons Attribution-ShareAlike 3.0 Unported License.

  M  O  R   E

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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 claimsthey don't have time for it , so an easy, organic way to

collect what people know is exciting.

- NERCOMP 2012 Session Comments

What we hope...

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Win a t-shirt...

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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 anagenda 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 anagenda 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 anagenda, 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 anagenda, 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 anagenda, feels your colleagues are prepared, documents the meeting, distributes and archives that

documentation, collects feedback on the documentation and redistributes it, references that documentationin your final decisions?

The House that Jack Built(Win a t-shirt)

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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.

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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).

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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”

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Planning(Typical: Organizing & Meeting)

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Planning(Typical: Decision-making)

Driven through...

● Top-down (directives)

● Influence (clout)

● Buy-in/consensus

● Committees

● Perceived experts

● Experienced heroeshttp://en.workflow-sample.net/2012/01/organization-and-role-important-to.html

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Communication(Typical: awareness)

● 258 sent emails

● 21.5 hrs/month

● 261 sent emails

● 21.75 hrs/month

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Communication(Typical: involvement)

● Weekly: w/CEO, “SeniorLeadership,” “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

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Documentation(Typical: Distribution & Archiving)

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Documentation(Typical: Distribution & Archiving)

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Documentation(Typical: Distribution & Archiving)

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

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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

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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 fewindividuals

● 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

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Previous(?) Practice

Organizationally:

● Communications with stakeholders “managed”

● Ambiguity in roles and responsibilities

● Lack of understanding and alignment in service andsystems

● Multiple sources of “authority” and rationale

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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 developmentdirection

● Inconsistent decision-making and value

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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● Align knowledge-capture with daily operations;

● Remove barriers (e.g. email, meetings) to impromptu knowledgecreation 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)

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Preferred Practices“an easy, organic way to collect what people know”

Operationally & Organizationally:

● Validate practice

● Identify common issues and common solutions throughexamples/references

●

Remove bias, agendas, personalities from decision making● Design through discovery

● Provide authority and autonomy

● Increase pace of development

● Reduce time between activities (meetings, decisions)

● Increase feedback (levels and frequency)

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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

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Plan

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

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

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Perceptions(Reactions to Implementation)

Operationally &Organizationally:

● “Too hard to use.” Unfamiliar with toolstechniques.

● 'Who is going to manage it?'

● CYA (might expose personal failings)

● Public viewing and editing removes ourauthority.

● 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 LawyerExplow, 2011

http://explow.com/unfrozen_caveman_lawyer

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Presentation(Raising Awareness and Adoption)

Operationally & Organizationally

● Bottom-up

● Self-organizing & self-organized

● Emergent

● On demand, reflecting current knowledge

● No timeline

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Participation(Reactions to reactions)

Focus on techniques nottechnology...● “You're soaking in it.”

● Initiative driven (e.g. Support Knowledge-base, 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

●

Status updates, sharing, watchers dailypaper, notifications, comments, etc.

Madge the Manicurist, 1966Ted Bates Ad Agency

Colgate-Palmolivehttp://expolounge.blogspot.com/2006/07/madge-manicurist.html

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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 hallwayconversations.

● Notifications, alerts, activity stream, status updates

● Jira integration

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

● Project's value and direction emerge and evolve as stakeholders interact. (see:

transaction monitoring)

● Jira here too!

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

● Open participation, transparent documentation, edit directly.

● Work flows

●

Jira again...● Provide authority and autonomy (e.g. User stats)

● Number of contributors

Adoption and Use

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Adoption and Use

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Thanks

● Pat's emails● From 287 to 85/month

● From 21.75 hrs/mo.

to 7hrs/mo.● Pat's meetings

● 51-75 hrs/mo.to 0 hrs/mo.

● Kevin's emails● From 258 to 43

● From 21.5hrs/mo. To

4.5hrs/mo.● Kevin meetings

● 48 - 55 hrs/mo.To 0 hrs/mo.

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Thanks

New Services● System/Service Catalog;

Knowledgebase;Product/PortfolioManagement; Issue tracking;

Web development; Transactionmonitoring; Financialforecasting and reporting; Userreporting; Service LevelAgreements; Licensing and

contract management;Business workflows...

New Systems● Confluence; Jira; Drupal;

AlertSite; Wufoo; MailChimp;Auto Signon; Basic LTI; BbMobile; Bb Stats; Cengage;iClicker; McGraw Hill; MyMessages; Pearson MyLab;Turning Point; TurnItIn;VTBE; Wiley Plus;LucidChart; Amazon WebServices...