Catalyst 2010 Presentation - Enterprise 2.0 and Observable Work
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Making Visible and Transparent the Processes of IT Management Enterprise 2.0 and Observable Work Prepared by: Joe Crumpler and Brian Tullis Alcoa Fastening Systems July 29, 2010
description
Presentation from Catalyst 2010 conference in San Diego. Presenters were Joe Crumpler and Brian Tullis. Describes principles of Observable Work and how they are applied in practice on a large virtual team.
Transcript of Catalyst 2010 Presentation - Enterprise 2.0 and Observable Work
Making Visible and Transparent the Processes of IT Management
Enterprise 2.0 and Observable Work
Prepared by: Joe Crumpler and Brian TullisAlcoa Fastening SystemsJuly 29, 2010
DisclaimerThe ideas and opinions expressed in this
presentation are those of the presenters and not necessarily those of Alcoa or Alcoa Fastening Systems, etc, etc, etc…
AgendaIntroductionsHypothesisObservable Work PrinciplesEnabling TechnologiesExamples and Case Study
Introductions and BackgroundBrian Tullis: IS Director, AFSJoe Crumpler: PMO Manager, AFSWe support ERP, Quality, Shopfloor,
Document Mgmt, Sales, Business Intelligence, etc
80 person global IS team1000s of internal customers
AFS At A Glance
Implementing Observable Work principles through enabling technology
creates stronger connections with our customers and colleagues. As a result, the
team and the company will perform better.
Observable Work Principles…Illustrated!
http://www.flickr.com/photos/wiccked/228099027/
Silos Impede the Visibility and Flow of Work
http://www.flickr.com/photos/la_bretagne_a_paris/2732381652/
Alignment is Impossible Without Visibility and Flow
In-Process Culture
Images: iStockPhoto
http://www.flickr.com/photos/jarkkos/250725568/
Collaboration Within Trusted Communities
http://www.flickr.com/photos/joachim_s_mueller/2311069122/
Social is Just a Means ofGetting Work Done
Image: iStockPhoto
Seek Simplicity
Emergence
Webs
Interdependence
http://www.flickr.com/photos/sumit/794763/
Status From Visible Work (Not Meetings)
Image: iStockPhoto
Enabling TechnologiesAddressable hypertext rather than documentsEmbrace existing tools as a path to adoptionRobust securityControl the deluge of information:
Aggregation / pre-built search pages to help readers “get it” from the first view
Advanced search with entity extractionUser / Location / Organization profiles to add
contextLinking and references
Principles and Technology In Use
Image: Istockphoto
Example: Simple, Trusted Collaboration
Simple, emergent, linked, In-process, collaborative, “social” through comments and links to profiles…
Key takeaway: We invent lightweight processes as required using text, tags, and comments
QAD implementation in ChinaMajor ERP project (7 months)USA based technical teamSuzhou based users
High turnover with no ERP culture.Limited resources
Tools
Provide definitionA project manager should strive to provide
definition for the project.
• Answer, “What is this?”• Understand your
audience.• Build structure as you go.• Link, link, link.• More definition = less
meetings• Less meetings = more
work.• Status meetings are
muda.
Status as you workUpdate as you work
Status grows each dayPM must keep up
Transparent & ObservableMisses are telegraphedPeer pressure keeps
deliverables on trackStatus meetings
reduced
Reduce meetingsDefining the project reduces need for
project status meetings.Updating as you work reduces the need for
project status meetings.30% increase in actual work.
The result of observable work is a reduced need for meetings
Example: Daily Status• Half hour meeting each
day• New tracking post
created• “To Do” assigned• Analysts update status• 5 minute PM review• Rinse and repeat
The traditional process was linear and took 4 hours 3 times a week with 10 people for a loss of 120 hours of project labor. The new process saves 100 hours.
What’s next for us?Try, fail, try, succeed (hopefully) some moreApproach may not scale, but we’ll teach it to
anyone that will listen. We strongly believe you must start with small examples that work.
Concentrating more and more on people, user experience
Technology space is evolving, and we’re not sure what that means for us
Acknowledgements:Greg Lloyd; BlogJim McGee; BlogPaula Thornton; BlogJohn Tropea; BlogJon Udell; BlogJack Vinson; BlogRick Ladd; Blog
Selected ReferencesJon Udell’s Data-driven career discovery,
which introduces Observable WorkTwitter #OWorkGreg Lloyd’s Intertwingled WorkMorten Hansen’s CollaborationHarwell Thrasher’s Boiling the IT FrogOur Blog Next Things Next
Thank You!And thanks to my team. They do all of the
work.Contact Us:
Joe CrumplerTwitter @joecrumplerLinkedIn
Brian Tullis: Twitter @briantullis LinkedIn briantullis
Appendix – More Examples, Data
Example: Aggregation, Search
Key takeaway: Don’t make people work to get to the information that they need. Automate the process of aggregating and linking as much as possible (tags, and search widgets based on tags).
Example: In-Process Interconnectivity
Hypertext, Linked, interconnected
In-Process Culture
Key takeaway: Anyone can see how the strategy process works, where it fits, and has a stronger likelihood of repeating the process because this is available
Statistics, Facts, Figures In use since 2008Platform: Traction TeamPage 4.265Search: Attivio advanced search moduleSingle sign-on; permissions through Active Directory1 part time admin (4hrs/month)2 or 3 part time ‘community managers’…not their
day job…Running on Windows Server 2003/VMWare800 registered users, 300 regular readers, most
content wide open to 30,000 on global WAN100 regular contributors, 50 core contributors25,000 pieces of content; approximately
1,000/month (articles, comments, attachments, etc)
