How to establish and maintain a Commnunity if Practice
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Transcript of How to establish and maintain a Commnunity if Practice
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COMMUNITIES OF
PRACTICE
ESTABLISHING AND
SUSTAINING A COP
January 31st 2017
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CONTENTS
A. What is a Community of Practice (CoP) and what
purpose does it serve?
C. Discovery workshop and feedback
D. Creating a CoP
E. Sustaining a CoP
F. Common pitfalls
G. Key success factors
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A. WHY SET UP A COP?
• Capitalise on practices
• Guarantee that practices are consistent
• Encourage the exchange of experience on a subject
• Push yourself to try new things
• Make the most of employees as individuals by giving them the opportunity to express themselves
• Promote the subject by those involved in it
• Identify contacts to perpetuate the practice
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A. WHAT IS A COP?
A group of people who share a common interest and who, by interacting,
strive to enhance their competencies, tool kit, strategy, and so on
regarding their specific practice.
A CoP is based on:
• Voluntary exchange
• Experience, practice
• A subject of common interest
By Source, Fair use, https://en.wikipedia.org/w/index.php?curid=19967560 4
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EXAMPLES OF COPS
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CoP in COP 21 means
Conference Of the Parties
Source: http://www.cop21.gouv.fr/en/
Public speaking
Limit global warming
Meetup
BBL innovational ideas
Craftmanship experimentation
Technical culture
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TO KEEP YOUR COP GOING:
FOCUS ON EACH OF THE THREE PILLARS
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Subject of common
interest, passionExperience, practice
Voluntary exchange
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B. THE LIFECYCLE OF A COP
The involvement of every stakeholder is
crucial throughout a CoP's lifecycle. At
a given time an individual may be called
on to play one of the following roles:
• Coordinator
• Member
• Other
It takes very little for a CoP to die.
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First
stepsMaturityCreation GO
The steps in the lifecycle of the ideal CoP
• Creation: creating a CoP simply means having
the idea for one
• GO: launch with volunteers
• First steps: the members of the community get
into their stride after several stumbling blocks
• Maturity: keep the CoP going
• End: the subject ceases to be relevant
End
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B. CREATING A COP
1. Identify
Find those people who are
interested in the same
subject as you AND who
are willing to take part
2. Plan
Organise and prepare the
kick-off workshop
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3. Coordinate the kick-off workshop
Suggested structure:
• Outline the aims
• Suggest working methods
• Define expectations
• Create and set priorities for the backlog
Who does what?
• The coordinator organises the workshop and ensures that it
runs smoothly
• Participants: identified members
Duration:
1 hour 30 minutes (depending on the number of participants, the
subject, etc.)
Without a retrospective, your CoP will
start to sink!
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B. DECISIONS FOLLOWING THE KICK-OFF MEETING
• Individually, I know:
– why I am part of this community;
– what I bring to this community;
– what this community offers me.
• For the entire CoP
– We have decided to meet five times per quarter.
– Everyone pledges to add to the subject backlog (at least once per month). The backlog is
located on Trello.
– The coordinator is responsible for prioritising the backlog.
– The responsibility for handling the logistical side of meetings will alternate between different
people. I am up next.
– Those documents I believe will be useful to others will be saved on SharePoint.
– I use the slack XXDDC / channel SDFSF to chat with the members of my community every
day.
– We conduct retrospectives every three months.
– We will express any disagreement sincerely and kindly.
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C. FIRST STEPS
1. Establish the chosen logistical
framework to encourage interaction
A. 'Hot'/physical (regular meetings in
the most suitable format, lunch
and/or workshops)
B. 'Cold'/virtual (e.g. SharePoint, wiki,
slack, Yammer group)
2. Communicate regularly
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3. Before it gets under wayInteract as agreed and conduct retrospectives
Who does what?
• The coordinator checks that the decisions
made have been followed up, encourages
and supports members, communicates
regularly, sets an example by using the
chosen channels
• Participants: identified members
Duration:
Depends on the participants
You need a little visual management and self-
organisation, otherwise this isn't the right
subject!
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C. EXAMPLES OF SUBJECTS IN A BACKLOG
• Problem-solving: I struggle with this or that, I have problems with...
• Request for feedback: Is someone already familiar with this scenario?
• Search for information: I am looking for architecture reference frameworks, where
can I find them?
• Coordination: What you do there may affect me here. Can we look at the
situation together and come up with a suitable strategy?
• Research: How do you answer a question submitted to our CoP?
• Be inspired: Who is ready to meet the company that seems to do things
differently?
• Shore up/supplement an idea: Here is a subject assigned to me and my
response, what do you think? Have I missed anything?
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C. MATURITY
1. Establish working methods to ensure
that the cornerstones of the CoP are
in place:
– Interest
– Practice
– Exchange and interaction
2. Regularly prioritise the backlog
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3. And it's off!Interact as agreed and conduct
retrospectives, as well as setting
challenges.
Who does what?
• Everyone manages and contributes to the
community
• Coordinator: ensures that there is no
imbalance in contributions
Duration:
Until the subject is no longer interesting or
everyone is familiar with all aspects
Just dipping your oars in the water does not
move the boat!
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C. PO COMMUNITY MONITORING INDICATORS
• Actual frequency (e.g. number of monthly interactions)
• Number of participants (%)
• Number of deliverables
• Backlog dynamic: subject opening/closure rate
• Product Owner level (Neophytes – Experts)
• Role of the POs during face-to-face meetings
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D. COMMON PITFALLS
• Not conducting retrospectives
• No one setting the pace (will it organise itself?)
• Always the same people pushing/pulling - imbalance in contributions
• No indicators or follow-up
• No communication, development, dissemination of practice
• Believing that members are still as motivated as they were on day one
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E. KEY SUCCESS FACTORS
• An interesting subject
• A clear aim (learning through interaction and more?)
• Regular meetings, including retrospectives
• Smooth communication between members, with friendly feedback
• A coordinator who 'checks on' members (e.g. if they have found their place, if they
need help with something, if they would like to be in charge of a subject)
• An integration course for new members (rules of the game)
• A clear structure for results (e.g. SharePoint, Yammer)
• A fun and serious time for exchange (gamification?)
• Celebrate success
• Be open to other opinions (“Not mixing with others is dangerous. It makes you
stupid": Béatrice Barras, founder of Ardelaine): participate in meetups, invite guest
speakers, ask those not part of the community for their opinion, and so on
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ONE FINAL TIP
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Visit http://wenger-trayner.com/introduction-to-
communities-of-practice/