Unleashing the Power of Unleashing the Power of Distributed IntelligenceDistributed Intelligence

Beth Rehm, PMP

January 2004

© Copyright 2004, Beth Rehm. All rights reserved.

Beth Rehm, PMPBeth Rehm, PMP

20 years experience in Information Technology20 years experience in Information Technology Project/program management, process Project/program management, process

improvement, software quality assurance, and improvement, software quality assurance, and leadershipleadership

Currently developing a project management Currently developing a project management improvement program for SBC Communicationsimprovement program for SBC Communications

Founder and leader of a project management Founder and leader of a project management Community of Practice at SBCCommunity of Practice at SBC

E-mail: E-mail: erehm@sbcglobal.neterehm@sbcglobal.net Phone: 847-458-0401Phone: 847-458-0401

Part OnePart OneCommunities of PracticeCommunities of Practice

What are they and what is their history?What are they and what is their history?Different types of CoPs and why/how they form?Different types of CoPs and why/how they form?What value do they add?What value do they add?

Part TwoPart TwoCase Study: SBC Project Management NetworkCase Study: SBC Project Management Network

The evolution of the PMNThe evolution of the PMNManagement, volunteering and technologyManagement, volunteering and technologyPMN achievementsPMN achievements

Part OnePart One

Communities of PracticeCommunities of Practice

““Groups of people informally bound together Groups of people informally bound together by shared expertise and passion for a joint by shared expertise and passion for a joint enterprise.”enterprise.”

Etienne C. Wenger & William M. SnyderEtienne C. Wenger & William M. Snyder

As far back as ancient Greece “corporations” of As far back as ancient Greece “corporations” of craftsmen such as metalworkers, potters, andcraftsmen such as metalworkers, potters, and

In the Middle ages In the Middle ages

artisans in Europe artisans in Europe

formed “guilds.”formed “guilds.” Primarily self-employed tradesmen Primarily self-employed tradesmen

masons were masons were common. Members common. Members trained apprentices trained apprentices and spread and spread innovations. innovations.

Company A

Company BCompany C

Group A

Group BGroup C

Within a Single Organization

Individuals From Multiple Organizations

CEO

CIO CFO COO

SoftwareDevelopment

Operations Sales MarketingProcurement

Typical Organization Structure

Geographical DistributionGeographical Distribution

Types of CoPsTypes of CoPs

2. Sponsored2. Sponsoredinitiated, chartered and supported by managementinitiated, chartered and supported by managementexpected to produce measurable resultsexpected to produce measurable resultsmore formal roles and responsibilitiesmore formal roles and responsibilities

1. Independent1. Independentself-organizingself-organizingself-governingself-governingvoluntaryvoluntary

Characteristics of COPsCharacteristics of COPs

Complex, adaptive social systemsComplex, adaptive social systemsBoundary-spanning Boundary-spanning Informal, self organizingInformal, self organizingMembership is self-selected Membership is self-selected Establish their own leadership Establish their own leadership Set their own agendasSet their own agendas

How CoPs add valueHow CoPs add value

Share knowledgeShare knowledgeProvide a forum to solve problemsProvide a forum to solve problemsDevelop and disseminate best practicesDevelop and disseminate best practicesDevelop people’s professional skillsDevelop people’s professional skills

Critical Success FactorsCritical Success Factors

Meet a specific need of individualsMeet a specific need of individualsAdd value to the businessAdd value to the businessOperational support Operational support Freedom from management interferenceFreedom from management interferenceAccess to enabling technologiesAccess to enabling technologiesSkilled leadershipSkilled leadership

““Communities of Practice are the next step Communities of Practice are the next step in the evolution of the modern, knowledge-in the evolution of the modern, knowledge-based organization.”based organization.”

American Productivity and Quality Center ReportAmerican Productivity and Quality Center Report

IBM Global ServicesIBM Global ServicesHewlett PackardHewlett PackardRaytheonRaytheonSiemens AGSiemens AGThe World Bank CorporationThe World Bank CorporationXerox CorporationXerox CorporationDaimlerChrysler CorporationDaimlerChrysler CorporationAmerican Management SystemsAmerican Management SystemsBuckman LabsBuckman LabsAT&TAT&TFord Motor CompanyFord Motor CompanyCap Gemini Ernst & YoungCap Gemini Ernst & YoungSBC CommunicationsSBC Communications

Part TwoPart Two

Case Study: SBC Project Case Study: SBC Project Management NetworkManagement Network

Company-wide project management CoPCompany-wide project management CoP Primary goal is to improve the value of project Primary goal is to improve the value of project

managementmanagement PMN provides opportunities for networking, PMN provides opportunities for networking,

knowledge sharing and professional growthknowledge sharing and professional growth No cost to members or the companyNo cost to members or the company

Evolution of the PMNEvolution of the PMN

1.1. Purpose Purpose

2.2. Membership growthMembership growth

3.3. Management style and structureManagement style and structure

4.4. VolunteeringVolunteering

5.5. StatusStatus

6.6. TechnologyTechnology

PurposePurpose

Initial purpose - to share ideas on how to obtain Initial purpose - to share ideas on how to obtain free/low cost continuing education free/low cost continuing education

Important output from the first meeting - to create Important output from the first meeting - to create our own education opportunities and to share our own education opportunities and to share training created in one organization with project training created in one organization with project managers in other organizationsmanagers in other organizations

Key decision - to expand the purpose of the group Key decision - to expand the purpose of the group to include educating non-certified project managersto include educating non-certified project managers

Purpose (cont.)Purpose (cont.)

Additional purpose – networkingAdditional purpose – networkingAdditional purpose – to promote project Additional purpose – to promote project

management best practices and standardsmanagement best practices and standardsAdditional purpose – to encourage project Additional purpose – to encourage project

managers to become certifiedmanagers to become certifiedAdditional purpose – to promote professional Additional purpose – to promote professional

and ethical behavior by project teamsand ethical behavior by project teams

Membership GrowthMembership Growth

First conference call - First conference call - 100 certified project 100 certified project managers (PMPs)managers (PMPs)

Membership grew to Membership grew to 380 by word of mouth380 by word of mouth

Expanded to over 1000 Expanded to over 1000 members after a members after a successful publicity successful publicity campaigncampaign 0

200

400

600

800

1000

1200

Februay May November January

Management StyleManagement Style

Initially tried making all members responsible Initially tried making all members responsible for decisions by votingfor decisions by voting

Found the group responded better to strong Found the group responded better to strong leadership and direction from a single personleadership and direction from a single person

Formed various committees as a way to Formed various committees as a way to organize the volunteers into manageable organize the volunteers into manageable teamsteams

No bylaws or electionsNo bylaws or elections

President

GovernanceCommittee

TrainingCommittee

ProfessionalPractices

CommitteeWeb Committee

Management StructureManagement Structure

March 2003

President

GovernanceCommittee

CommunicationsCommittee

EthicsCommittee

Web Site

Message Board

Newsletter

CommunicationStandards

ProfessionalPractices Committee

Training Committee

Study Groups

Seminars

Workshops

Panel Discussions

Management Structure (cont.)Management Structure (cont.)

Jan 2004

VolunteeringVolunteering

Many people volunteer in order to learn a new Many people volunteer in order to learn a new skill but we require skilled people with skill but we require skilled people with relevant experiencerelevant experience

Approximately 20% of the members volunteer, Approximately 20% of the members volunteer, but only half of those actively and consistently but only half of those actively and consistently contributecontribute

Set firm expectations for volunteersSet firm expectations for volunteers Increased flexibility to join and leave Increased flexibility to join and leave

committeescommittees

StatusStatus

Initially invisible to managementInitially invisible to managementRecognition and support from executivesRecognition and support from executivesSome business units started to rely on the Some business units started to rely on the

PMN to provide needed training and PMN to provide needed training and mentoringmentoring

PMN leaders invited to provide expert advice PMN leaders invited to provide expert advice on various business unit project management on various business unit project management initiatives initiatives

2004 plan to transition from independent to 2004 plan to transition from independent to sponsored – initiated by the PMNsponsored – initiated by the PMN

TechnologyTechnology

Conference call facilitiesConference call facilitiesMass e-mail capabilityMass e-mail capabilityWeb SiteWeb SiteMicrosoft NetMeetingMicrosoft NetMeetingWebinar softwareWebinar softwareOnline message boardOnline message board

PMN Web SitePMN Web Site

PMN EmailsPMN Emails

PMN Message BoardPMN Message Board

PMN 2003 AchievementsPMN 2003 Achievements Expanded to over 1000 members and 200 volunteersExpanded to over 1000 members and 200 volunteers Provided 24 training programs and eventsProvided 24 training programs and events Developed and delivered more than 1000 hours of Developed and delivered more than 1000 hours of

project management trainingproject management training 2 project management surveys conducted2 project management surveys conducted

Variations in project management definitions across SBCVariations in project management definitions across SBC Survey of Project Offices at SBCSurvey of Project Offices at SBC

Distributed information about 68 free education events Distributed information about 68 free education events provide by outside vendorsprovide by outside vendors

Inspired management to create several project Inspired management to create several project management training programs and improvement management training programs and improvement initiativesinitiatives

Questions and AnswersQuestions and Answers

ReferencesReferences

Building and Sustaining Communities of Practice: Continuing Success Building and Sustaining Communities of Practice: Continuing Success in Knowledge Management.in Knowledge Management. American Productivity and Quality Center. American Productivity and Quality Center. 20012001

Communities of Practice: The Organizational Frontier.Communities of Practice: The Organizational Frontier. Etienne C. Etienne C. Wenger and William M. Snyder. Harvard Business Review. Jan-Feb Wenger and William M. Snyder. Harvard Business Review. Jan-Feb 2000.2000.

Communities of Practice and Organizational PerformanceCommunities of Practice and Organizational Performance. E. L. Lesser . E. L. Lesser and J. Stork. IBM Systems Journal. 2001.and J. Stork. IBM Systems Journal. 2001.

Building a Case for Communities of Practice: What Makes Building a Case for Communities of Practice: What Makes Communities of Practice an Economic Imperative?Communities of Practice an Economic Imperative? George P George Pórór. . Community Intelligence Labs.Community Intelligence Labs.