Rediscovering my curiosity at Creative Melbourne

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As I write this I am somewhere over the middle of Australia, flying back to Perth after participating in a 3 day event that was fun, challenging and highly insightful. The conference was Creative Melbourne, and I am proud to say I was one of the inaugural speakers. If they want me back again, I will do it in a heartbeat, and I hope a lot of you come along for the ride.

CreativeMelbourne-1

The premise: practical co-creation…

First the background… I have known the conference organiser, Arthur Shelley, for a few years. We first met at a Knowledge Management conference in Canberra and though I have no recollection of how we got talking, I do recall we clicked fairly quickly. At the time I was starting to explore the ideas around ambiguity, which eventually formed my second book. Back then I had a chip on my shoulder about how topics like complexity, Design Thinking and collaboration were being taught to students. I felt that the creative and fun parts glossed over the true stress and cognitive overload of wicked problems. This would produce highly idealistic students who would fall flat on their face once they hit a situation that was truly wicked. I therefore questioned whether anything was being built into students mental armory for the inevitable pain to come.

Now for some people who operate and teach in this space, making such a statement immediately and understandably gets their defenses up. But not Arthur – he listened to everything I had to say, and showed me examples of how he structured his courses and teachings to deal with this challenge. It was impressive stuff: every time his students thought they had a handle on things, Arthur would introduce a curveball or a change they were not anticipating. In other words, while teaching the techniques, he was building their capacity for handling ambiguous situations. Little did I know his conference was about to do the same to me…

One thing about Arthur that blows me away constantly is his incredible network of practitioners in this space. Arthur has long had a vision for bringing a constellation of such practitioners together and he hand-picked a bunch of us from all over the world. The premise, was to create an event that had a highly practical focus. He wanted practitioners to help attendees “Discover creative techniques to enhance performance and engage your team back at the office to increase productivity.”

Now where did I leave my curiosity?

While I am a sensemaking practitioner, I’ll admit straight up that I get irritated at the “fluffiness” and rampant idealism in this space. A good example is Design Thinking in this respect. While I like it and apply ideas from it to my practice, I dislike it when Design Thinking proponents claim it to be suited to wicked problems. The reality is the examples and case studies often cited are rarely wicked at all (at least in the way the term was originally conceived). When I see this sort of thing happening, it leaves me wondering if proponents have truly been in a complex, contingent situation and had the chance to stress test their ideas.

Now I don’t apologise for critically examining the claims made by anyone, but I do apologise for the unfortunate side effect – becoming overly contrarian. In my case, after all these years of research, reading and practice in this field, I am at the point where I see most new ideas as not actually new and are rediscoveries of past truths. Accordingly, it has been a long time since I felt that sense of exhilaration from having my mental molecules rearranged from a new idea. It makes sense right? I mean, the more you learn about something, the more your mental canvas has been painted on. In my case I already have a powerful arsenal of useful tools and approaches that I call upon when needed and more importantly, I was never on a spiritual quest for the one perfect answer to the mysteries of organsiational life anyway.

In short, I have what I need to do what I do. The only problem is somewhere along the line I lost the very sense of curiosity that started me along the path in the first place. It took Arthur, fellow presenters like Stuart French, Jamie Bartie, Jean-Charles Cailliez, Meredith Lewis, Brad Adriaanse, Vadim Shiryaev and a diverse group of participants to help me rediscover it…

Disrupting the disruptor…

Imagine someone like me participating in day 1, where we did things like build structures out of straws, put on silly hats, used the metaphor of zoo animals to understand behaviors, arm-wrestled to make a point about implicit assumptions and looked at how artists activate physical space and what we could learn from it when designing collaborative spaces. There was some hippie stuff going on here and my contrarian brain would sometimes trigger a reflexive reaction. I would suddenly realise I was tense and have to tell myself to relax. Sometimes my mind would instinctively retort with something like “Yeah right… try that in a politicised billion dollar construction project…” More than once I suppressed that instinct, telling myself “shut up brain – you are making assumptions and are biased. Just be quiet, listen, be present and you might learn something.”

That evening I confided to a couple of people that I felt out of place. Perhaps I was better suited to a “Making decisions in situations of high uncertainty and high cognitive overload” conference instead. I was a little fearful that I would kill the positive vibe of day 1 once I got to my session. No-one wants to be the party pooper…

Day 2 rolled around and when it was my turn to present. I held back a little on the “world according to Paul” stuff. I wanted to challenge people but was unsure of their tolerance for it – especially around my claims of rampant idealism that I mentioned earlier. I needn’t have worried though, as the speaker after me, Karuna Ramanathan from Singapore, ended up saying a lot of what I wanted to say and did a much better job. My talk was the appetizer to his “reality check” main course. He brilliantly articulated common organsiational archetypes and why some of the day 1 rhetoric often hits a brick wall. It was this talk that validated I did belong in this community after all. Arthur had indeed done his homework with his choice of speakers.

That same afternoon, we went on a walking tour of Melbourne with Jamie Bartie, who showed us all sorts of examples of cultural gems in Melbourne that were hiding in plain sight. The moral of the story was similar to day 1… that we often look past things and have challenge ourselves to look deeper. This time around my day 1 concerns had evaporated and I was able to be in the moment and enjoy it for what it was. I spoke to Jamie at length that evening and we bonded over a common childhood love of cult shows like Monkey Magic. I also discovered another kung-fu movie fan in Meredith Lewis, who showed me a whole new way to frame conversations to get people to reveal more about themselves, and develop richer personal relationships along the way.

Petcha Kucha – Getting to a point…

Day 3 was a bit of a watershed moment for me for two reasons. Months prior, I had accepted an invitation from Stuart French to participate in his Petcha Kucha session. At the time I said “yes” without really looking into what it entailed. The gist is you do a presentation of 20 slides, with 20 seconds per slide, all timed so they change whether you are ready or not. This forces you to be incredibly disciplined with delivering your talk, which I found very hard because I was so used to “winging it” in presentations. Despite keynoting conferences with hundreds of people in the room, doing a Petcha Kucha to a smaller, more intimate group was much more nerve-racking. I had to forcibly switch off my tangential brain because as soon as I had a thought bubble, the slides would advance and I would fall behind and lose my momentum. It took a lot of focus for me to suppress my thought bubbles but it was worth it. In short, a Petcha Kucha is a fantastic tool to test one’s mental muscles and enforce discipline. I highly recommend that everyone give it a go – especially creative types who tend to be a bit “all over the place”. It was a master-stoke from Stuart to introduce the technique to this audience and I think it needs to be expanded next time.

I presented the first Petcha Kucha, followed by Stuart and then Brad Adriaanse, who described the OODA Loop philosophy. OODA stands for observe, orient, decide, and act, providing a way to break out of one’s existing dogma and reformulate paradigms, allowing you to better adapt to changing circumstances. Dilbert cartoons aptly shows us that we all have incomplete (and often inconsistent) world views which should be continually refined and adapted in the face of new observations. Brad put it nicely when he said OODA was about maintaining a fluid cognitive state and that assumptions can be a straightjacket and dogma can blind us. This really hit home for me, based on how I reacted at times on day 1. Brad also said that the OODA loop can be internalised by adopting a lifelong learning mindset, being curious and become more and more comfortable with ambiguity.

It was at this exact moment where I rediscovered my latent curiosity and understood why I felt the way I did on day 1 and 2. It was also at this moment that I realised Arthur Shelley’s genius in why he made this event happen, who he brought together and what he has created in this event. All attendees need to be disrupted. Some need their idealism challenged, and some, like me, need a reminder of what started us on this path in the first place.

I have returned a better practitioner for it… Thankyou Arthur

 

Paul Culmsee

p.s Arthur Shelley is still a giant hippie

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Glyma is now open source!

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Hi all

If you are not aware, my colleagues and I have spend a large chunk of the last few years developing a software tool for SharePoint called Glyma (pronounced “Glimmer”). Glyma is a very powerful  knowledge management solution for SharePoint 2010/2013, that deals with knowledge that is highly valuable, yet difficult to capture in writing – all that hard earned knowledge that tends to walk out the door in organisations.

Glyma was born from Seven Sigma’s Dialogue Mapping skills and it represents a lot of what we do as an organisation, and the culmination of many years of experience in the world of complex problem facilitation. We have been using Glyma as a consultancy value-add for some time, and our clients have gained a lot of benefit from it. Clients have also deployed it in their environments for reasons such as capture of knowledge, lessons learnt, strategic planning, corporate governance as well as business analysis, critical thinking and other knowledge visualisation/knowledge exchange scenarios.

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I am very pleased to let people know that we have now decided to release Glyma under an open source license (Apache 2). This means you are free to download the source and use it in any manner you see fit.

You can download the source code from Chris Tomich’s githib site or you can contact me or Chris for the binaries. The install/user and admin manuals can be found from the Glyma web site, which also has a really nice help system, tutorial videos and advice on how to build good Glyma maps.

This is not just some sample code we have uploaded. This is a highly featured, well architected and robust product with some really nice SharePoint integration. In particular for my colleague, Chris Tomich, this represents a massive achievement as a developer/product architect. He has created a highly flexible graph database with some real innovation behind it. Technically, Glyma is a hypergraph database, that sits on SQL/SharePoint. Very few databases of this type exist outside of academia/maths nerds and very few people could pull off what he has done.

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For those of you that use/have tried Compendium software, Glyma extends the ideas of Compendium (and can import Compendium maps), while bringing it into the world of enterprise information management via SharePoint.

Below I have embedded a video to give you an idea of what Glyma is capable of. More videos exist on Youtube as well as the Glyma site, so be sure to dig deeper.

 

I look forward to hearing how organsiations make use of it. Of course, feel free to contact me for training/mentoring and any other value-add services Smile

 

Regards

Paul Culmsee

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A free IT Unity Webinar: Rewriting the Rulebook for Managing Knowledge

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Hi all

Just to let you know that I’ll be presenting a webinar with Christian Buckley on the topic of Glyma, Knowledge Management and SharePoint next week. If you have an interest in things like workforce planning, knowledge capture, project lessons learnt, strategic planning, policy analysis, etc then it will be well worth your time to take a look. It is called Rewriting the Rulebook for Managing Knowledge. Here is the synopsis…

“Managing knowledge in a business has always been tough, and these days it has become even tougher. The amount of information available has skyrocketed and so too have the formats, places and channels through which it is received. Complexity around how we gather, organize and effectively use information has magnified – and to deal with this complexity, we need a new approach.

In this webinar, Australian-based information management strategist, SharePoint guru, and award-winning author Paul Culmsee will be joined by Office 365 MVP and well-known SharePoint and social strategist Christian Buckley to help participants rewrite the rulebook on managing their intellectual capital. Find out about new approaches, techniques and tools that can be used within your organization to help better leverage your existing knowledge stores and intellectual capital all using SharePoint and featuring Glyma.”

Key topics that we will cover include:

  • Avoiding the “what happens when Jeff leaves” brain drain crisis
  • Tapping into “what’s in the head” and turning it into usable assets for the business
  • Bringing a halt to the revolving cycle of “re-inventing the wheel”
  • Stopping the nonsensical repetition of costly mistakes

Details

  • Date : Tuesday, January 27, 2015
  • Time: 4:00pm Eastern (EST) 1:00pm Pacific (PST)
  • Duration: 1 hour
  • Cost: Free

Hope to see you there!

Paul Culmsee

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Help me visualise the pros and cons of hybrid SharePoint 2013…

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Like it or not, there is a tectonic shift going on in the IT industry right now, driven primarily by the availability of a huge variety of services hosted in the cloud. Over the last few years, organisations are increasingly procuring services that are not hosted locally, much to the chagrin of many an server hugging IT guy who understandably, sees various risks with entrusting your fate to someone else.

We all know that Microsoft had a big focus on trying to reach feature parity between on-premises SharePoint 2013 and Office365. In other words, with cloud computing as a centrepiece of their strategy, Microsoft’s SharePoint 2013 aim was for stuff that both works on premises, but also also works on Office 365 without too much modification. While SharePoint 2013 made significant inroads into meeting this goal (apps model developers might beg to differ), the big theme to really emerge was that feature parity was a relatively small part of the puzzle. What has happened since the release of SharePoint 2013, is that many organisations are much more interested in hybrid scenarios. That is, utilising on-premises SharePoint along with cloud hosted SharePoint and its associated capabilities like OneDrive and Office Web Applications.

So while it is great that SharePoint online can do the same things as on-prem, it all amounts to naught if they cannot integrate well together. Without decent integration, we are left with a lot of manual work to maintain what is effectively two separate SharePoint farms and we all know what excessive manual maintenance brings over time…

Microsoft to their credit have been quick to recognise that hybrid is where the real action is at, and have been addressing this emerging need with a ton of published material, as well as adding new hybrid functionality with service packs and related updates. But if you have read the material, you can attest that there is a lot of it and it spans many topic areas (authentication alone is a complex area in itself). In fact, the sheer volume and pace of material released by Microsoft show that hybrid is a huge and very complex topic, which begs a really critical question…

Where are we now at with hybrid? Is it a solid enough value proposition for organisations?

This is a question that a) I might be able to help you answer and b) you can probably help me answer…

Visualising complex topics…

A few months back, I started issue mapping all of the material I could get my hands on related to hybrid SharePoint deployments. If you are not aware, Issue mapping is a way of visualising rationale and I find it a brilliant personal learning tool. It allows me to read complex articles and boil them down to the core questions, answers, pros and cons of the various topics. The maps are easy to read for others, and they allow me to make my critical thinking visible. As a result, clients also like these maps because they provide a single integrated place where they can explore topics in an engaging, visual way, instead of working their way through complex whitepapers.

If you wish to jump straight in and have a look around, click here to access my map on Hybrid SharePoint 2013 deployments. You will need to sign in using a facebook or gmail ID to do so. But be sure to come back and read the rest of this post, as I need your help…

But for the rest of you, if you are wondering what my hybrid SharePoint map looks like, without jumping straight in, check out the screenshots below. The tool I am using is called Glyma (glimmer), which allows these maps to use developed and consumed using SharePoint itself. First up, we have a very simple map, showing the topic we are discussing.

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If you click the plus sign next to the “Hybrid SharePoint deployments” idea node, we can see that I mapped all of the various hybrid pros and cons I have come across in my readings and discussions. Given that hybrid SharePoint is a complex topic, there are lots of pros and cons as shown in the partial image below…

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Many of the pros and cons can be expanded further, which delves deeper into the topics. A single click expands one node level, and a double click expands the entire branch. To illustrate, consider the image below. One of the cons is around many of the search related caveats with hybrid that can easily trip people up. I have expanded the con node and the sub question below it.  Also notice hat one of the idea nodes has an attachment icon. I will get to that in a moment…

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As I mentioned above, one of the idea nodes titled “SPO search sometimes has delays on low long it takes for new content to appear in the index” has an attachment icon as well as more nodes below it. Let’s click that attachment icon and expand that node. It turns out that I picked this up when I read Chris O’Brien’s excellent article and so I have embedded his original article to that node. Now you can read the full detail of his article for yourself, as well as understand how his article fits into a broader context.

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It is not just written content either. If I move further up the map, you will see some nodes have video’s tagged to them. When Microsoft released the videos to 2014’s Vegas conference, I found all sorts of interesting nuggets of information that was not in the whitepapers. Below is an example of how I tagged one of the Vegas video’s to one of my nodes.

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A call to action…

SharePoint hybrid is a very complex topic and right now, has a lot of material scattered around the place. This map allows people, both technical and non technical, to grasp the issue in a more strategic, bigger picture way, while still providing the necessary detail to aid implementation.

I continually update this map as I learn more about this topic from various sources, and that is where you come in. If you have had to work around a curly issue, or if you have had a massive win with a hybrid deployment, get in touch and let me know about it. It can be a reference to an article, a skype conversation or anything, The Glyma system can accommodate many sources of information.

More importantly, would you like to help me curate the map on this topic? After all, things move fast the SharePoint community rarely stands still. So If you are up to speed on this topic or have expertise to share, get in touch with me. I can give you access to this map to help with its ongoing development. With the right meeting of the minds, this map could turn into an incredible valuable information resource to a great many people.

So get in touch if you want to put your expertise out there…

 

Thanks for reading

 

 

Paul Culmsee

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Join me learning Dialogue Mapping in the UK/Ireland in September

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Hi all

I will be in the UK in the first week of September for various matters (like watching Kate Bush in concert) and while I am there will be running a 2 day Dialogue Mapping introductory class. If you liked Heretics Guide to Best Practices, or If you simply want to learn a great collaborative approach to help groups solve complex problems, then this is a great opportunity to add a powerful and practical technique to your arsenal.

Dialogue Mapping has had a massive impact on me professionally and personally, and in this intimate, face-to-face class I’ll be covering all of my learnings and insights in applying this technique in hundreds of different workshops. Just to be clear, this is not a SharePoint, nor an IT class. It is open to anybody of any discipline and is very activity driven, to help you acquire a hugely valuable life skill. Not only does it only equip you with a great technique for tasks like business analysis, requirements elicitation and design thinking, but also allows you to get involved with more complex problem solving scenarios like strategic planning and team development work.

Where, when and how much?

Plans are still being finalised, but at this point I can confirm that one class will be held in Dublin thanks to my old friends at Storm Technology. Storm are Ireland’s leading Microsoft Business Technology Consultancy and are well known for their expertise with Microsoft technologies. Storm have great team of consultants who really understand how to harness  information- structured, unstructured, digital and tacit – to create transformation business solutions for clients. Thanks to Storm’s help, I am very pleased to be able to bring this class to you at less than half the usual cost. As a result, this 2 day class will be around £420GBP instead of the usual price of £995.00.

I also hope to get a London class off the ground, and will let you know as soon as I have confirmation. No matter that the city, if you are interested in attending this class, it is super-important to let me know. Part of the reason we can bring it to you at such as great price is we have access to some great facilities, but numbers are limited. So please register your interest as soon as you can at this site. More information on the class, and Dialogue Mapping itself check out the resources and information below…

  

  

 

Why Dialogue Mapping?

  • Maps decision and detailed rationale behind decision-making; maps the thinking process of the group
  • Concentrates on pros and cons to an idea, encourages and explores all view
  • Promotes greater shared understanding of the problem at hand
  • Represents and clarifies diverse points of view, conflicting interpretations and goals, inconsistent information and other forms of complexity
  • Opportunity for all to be heard, contributions acknowledged
  • Keeps participants on topic – they can see the progress of the discussion visually, the bigger picture can be absorbed better and they can appreciate the validity and value of a larger perspective
  • Helps participants come up with better ideas and avoids jumping to simplistic answers and superficial conclusions
  • Promotes deeper reasoning, rigor and crowd wisdom
  • Supporting information (such as documents and images) can easily be attached to map to back up group reasoning
  • Participants can see the effectiveness of mapping and genuinely will try to make the discussion more productive

Class audience

Perfectly suited to both IT and non-IT audience; those involved in highly complex projects, including:

  • Leaders
  • Consultants
  • Facilitators
  • Strategic planners
  • Organisational development professionals
  • Business analysts
  • Change agents
  • Managers and engineers

Class aims and outcomes

  • Create great maps – clear, coherent and inviting
  • Immediately start mapping effectively in your work and life; the class will focus on practical experience and map building
  • Command a rich range of options for publishing and sharing maps
  • Lead with maps; create direction, momentum and energy with dialogue maps
  • Quickly and effectively do critical analysis in dynamic situations
  • Organise unstructured information and discover patterns and connections within it
  • Make critical thinking visible for inspection and analysis
  • Recognise early, the symptoms of wicked problems and the forces behind group divergence
  • Start capturing the rationale leading up to the decisions by using IBIS and Compendium software
  • Recognise the importance of capturing the rationale behind decisions, as well as the decisions themselves
  • Rethink the traditional approach to meetings and decision making
  • Gain a deeper understanding of:
  • The fundamentals of IBIS and Compendium
  • The structural patterns that give clarity and power to dialogue  maps
  • How decision rationale is represented in a map

How Seven Sigma uses Dialogue Mapping

  • Strategic planning workshops
  • Envisioning workshops
  • Goal alignment workshops
  • Requirements gathering
  • User engagement/ User adoption
  • Training
  • Internal meetings
  • Client status meetings
  • … and more

Class requirements

This class will be hands on. Please bring your own laptop with Compendium software installed (we will help you with this).

Class duration

2 intense days with homework after the first day and optional homework after course completion

What’s included

The Issue Mapping manual, morning/afternoon tea breaks, lunch, tea/coffee throughout the day.

Cancellation Policy

Event cancelled by Seven Sigma:

A full ticket refund will be given, minus the registration fee. The class will be confirmed 21 days prior to the event date. Should you be flying over for the event, we advise that you leave flight and accommodation bookings ’til we send you the confirmation as these bookings will not be covered by Seven Sigma should we cancel the class.

Booking cancelled by the registrant:

(a) 14 working days prior to the event, 50% refund given

(b) within 14 days of the event, and no shows – no refund given.

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Rewriting the knowledge management rulebook… The story of “Glyma” for SharePoint

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“If Jeff ever leaves…”

I’m sure you have experienced the “Oh crap” feeling where you have a problem and Jeff is on vacation or unavailable. Jeff happens to be one of those people who’s worked at your organisation for years and has developed such a deep working knowledge of things, it seems like he has a sixth sense about everything that goes on. As a result, Jeff is one of the informal organisational “go to guys” – the calming influence amongst all the chaos. An oft cited refrain among staff is “If Jeff ever leaves, we are in trouble.”

In Microsoft’s case, this scenario is quite close to home. Jeff Teper, who has been an instrumental part of SharePoint’s evolution is moving to another area of Microsoft, leaving SharePoint behind. The implications of this are significant enough that I can literally hear Bjorn Furuknap’s howls of protest all the way from here in Perth.

So, what is Microsoft to do?

Enter the discipline of knowledge management to save the day. We have SharePoint, and with all of that metadata and search, we can ask Jeff to write down his knowledge “to get it out of his head.” After all, if we can capture this knowledge, we can then churn out an entire legion of Jeffs and Microsoft’s continued SharePoint success is assured, right?

Right???

There is only one slight problem with this incredibly common scenario that often underpins a SharePoint business case… the entire premise of “getting it out of your head” is seriously flawed. As such, knowledge management initiatives have never really lived up to expectations. While I will save a detailed explanation as to why this is so for another post, let me just say that Nonaka’s SECI model has a lot to answer for as it is based on a misinterpretation of what tacit knowledge is all about.

Tacit knowledge is expert knowledge that is often associated with intuition and cannot be transferred to others by writing it down. It is the “spider senses” that experts often seem to have when they look at a problem and see things that others do not. Little patterns, subtleties or anomalies that are invisible to the untrained eye. Accordingly, it is precisely this form of knowledge that is of the most value in organisations, yet is the hardest to codify and most vulnerable to knowledge drain. If tacit knowledge could truly be captured and codified in writing, then every project manager who has ever studied PMBOK would have flawless projects, because the body of knowledge is supposed to be all the codified wisdom of many project managers and the projects they have delivered. There would also be no need for Agile coaches, Microsoft’s SharePoint documentation should result in flawless SharePoint projects and reading Wictor’s blog would make you a SAML claims guru.

The truth of tacit knowledge is this: You cannot transfer it, but you acquire it. This is otherwise known as the journey of learning!

Accountants are presently scratching their heads trying to figure out how to measure tacit knowledge. They call it intellectual capital, and the reason it is important to them is that most of the value of organisations today is classified on the books as “intangibles”. According to the book Balanced Scorecard, a company’s physical assets accounted for 62% of its market value in 1982, 38% of its market value in 1992 and only 21% in 2003. This is in part a result of the global shift toward knowledge economies and the resulting rise in the value of intellectual capital. Intellectual capital is the sum total of the skills, knowledge and experience of staff and is critical to sustaining competitiveness, performance and ultimately shareholder value. Organisations must therefore not only protect, but extract maximum value from their intellectual capital.

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Now consider this. We are in an era where baby boomers are retiring, taking all of their hard-earned knowledge with them. This is often referred to as “the knowledge tsunami”, “the organisational brain drain” and the more nerdy “human capital flight”. The issue of human capital flight is a major risk area for organisations. Not only is the exodus of baby boomers an issue, but there are challenges around recruitment and retention of a younger, technologically savvy and mobile workforce with a different set of values and expectations. One of the most pressing management problems of the coming years is the question of how organisations can transfer the critical expertise and experience of their employees before that knowledge walks out the door.

The failed solutions…

After the knowledge management fad of the late 1990’s, a lot of organisations did come to realise that asking experts to “write it down” only worked in limited situations. As broadband came along, enabling the rise of rich media services like YouTube, a digital storytelling movement arose in the early 2000’s. Digital storytelling is the process by which people share stories and reflections while being captured on video.

Unfortunately though, digital storytelling had its own issues. Users were not prepared to sit through hours of footage of an expert explaining their craft or reflecting on a project. To address this, the material was commonly edited down to create much smaller mini-documentaries lasting a few minutes – often by media production companies, so the background music was always nice and inoffensive. But this approach also commonly failed. One reason for failure was well put by David Snowden when he saidInsight cannot be compressed”. While there was value in the edited videos, much of the rich value within the videos was lost. After all, how can one judge ahead of time what someone else finds insightful. The other problem with this approach was that people tended not to use them. There was little means for users to find out these videos existed, let alone watch them.

Our Aha moment

In 2007, my colleagues and I started using a sensemaking approach called Dialogue Mapping in Perth. Since that time, we have performed dialogue mapping across a wide range of public and private sector organisations in areas such as urban planning, strategic planning, process reengineering, organisational redesign and team alignment. If you have read my blog, you would be familiar with dialogue mapping, but just in case you are not, it looks like this…

Dialogue Mapping has proven to be very popular with clients because of its ability to make knowledge more explicit to participants. This increases the chances of collective breakthroughs in understanding. During one dialogue mapping session a few years back, a soon-to-be retiring, long serving employee relived a project from thirty years prior that he realised was relevant to the problem being discussed. This same employee was spending a considerable amount of time writing procedure manuals to capture his knowledge. No mention of this old project was made in the manuals he spent so much time writing, because there was no context to it when he was writing it down. In fact, if he had not been in the room at the time, the relevance of this obscure project would never have been known to other participants.

My immediate thought at the time when mapping this participant was “There is no way that he has written down what he just said”. My next thought was “Someone ought to give him a beer and film him talking. I can then map the video…”

This idea stuck with me and I told this story to my colleagues later that day. We concluded that the value of asking our retiring expert to write his “memoirs” was not making the best use of his limited time. The dialogue mapping session illustrated plainly that much valuable knowledge was not being captured in the manuals. As a result, we seriously started to consider the value of filming this employee discussing his reflections of all of the projects he had worked on as per the digital storytelling approach. However, rather than create ‘mini documentaries’, utilise the entire footage and instead, visually map the rationale using Dialogue Mapping techniques. In this scenario, the map serves as a navigation mechanism and the full video content is retained. By clicking on a particular node in the map, the video is played from the time that particular point was made. We drew a mock-up of the idea, which looked like the picture below.

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While thinking the idea would be original and cool to do, we also saw several strategic advantages to this approach…

  • It allows the user to quickly find the key points in the conversation that is of value to them, while presenting the entire rationale of the discussion at a glance.
  • It significantly reduces the codification burden on the person or group with the knowledge. They are not forced to put their thoughts into writing, which enables more effective use of their time
  • The map and video content can be linked to the in-built search and content aggregation features of SharePoint.
    • Users can enter a search from their intranet home page and retrieve not only traditional content such as documents, but now will also be able to review stories, reflections and anecdotes from past and present experts.
  • The dialogue mapping notation when stored in a database, also lends itself to more advanced forms of queries. Consider the following examples:
    • “I would like any ideas from lessons learnt discussions in the Calgary area”
    • “What pros or cons have been made about this particular building material?”
  • The applicability of the approach is wide.
    • Any knowledge related industry could take advantage of it easily because it fits into exiting information systems like SharePoint, rather than creating an additional information silo.

This was the moment the vision for Glyma (pronounced “glimmer”) was born…

Enter Glyma…

Glyma (pronounced ‘glimmer’) is a software platform for ‘thought leaders’, knowledge workers, organisations, and other ‘knowledge economy participants’ to capture and trade their knowledge in a way that reduces effort but preserves rich context. It achieves this by providing a new way for users to visually capture and link their ideas with rich media such as video, documents and web sites. As Glyma is a very visually oriented environment, it’s easier to show Glyma rather than talk to it.

Ted

image

What you’re looking at in the first image above are the concepts and knowledge that were captured from a TED talk on education augmented with additional information from Wikipedia. The second is a map that brings together the rationale from a number of SPC14 Vegas videos on the topic of Hybrid SharePoint deployments.

Glyma brings together different types of media, like geographical maps, video, audio, documents etc. and then “glues” them together by visualising the common concepts they exemplify. The idea is to reduce the burden on the expert for codifying their knowledge, while at the same time improving the opportunity for insight for those who are learning. Glyma is all about understanding context, gaining a deeper understanding of issues, and asking the right questions.

We see that depending on your focus area, Glyma offers multiple benefits.

For individuals…

As knowledge workers our task is to gather and learn information, sift through it all, and connect the dots between the relevant information. We create our knowledge by weaving together all this information. This takes place through reading articles, explaining on napkins, diagramming on whiteboards etc. But no one observes us reading, people throw away napkins, whiteboards are wiped clean for re-use. Our journey is too “disposable”, people only care about the “output” – that is until someone needs to understand our “quilt of information”.

Glyma provides end users with an environment to catalogue this journey. The techniques it incorporates helps knowledge workers with learning and “connecting the dots”, or as we know it synthesising. Not only does it help us with doing these two critical tasks, it then provides a way for us to get recognition for that work.

For teams…

Like the scenario I started this post with, we’ve all been on the giving and receiving end of it. That call to Jeff who has gone on holiday for a month prior to starting his promotion and now you need to know the background to solving an issue that has arisen on your watch. Whether you were the person under pressure at the office thinking, “Jeff has left me nothing of use!”, or you are Jeff trying to enjoy your new promotion thinking, “Why do they keep on calling me!”, it’s an uncomfortable situation for all involved.

Because Glyma provides a medium and techniques that aid and enhance the learning journey, it can then act as the project memory long after the project has completed and the team members have moved onto their next challenge. The context and the lessons it captures can then be searched and used both as a historical look at what has happened and, more importantly, as a tool for improving future projects.

For organisations…

As I said earlier, intangible assets now dominate the balance sheets of many organisations. Where in the past, we might have valued companies based on how many widgets they sold and how much they have in their inventory, nowadays intellectual capital is the key driver of value. Like any asset, organisations need to extract maximum value from intellectual capital and in doing so, avoid repeat mistakes, foster innovation and continue growth. Charles G. Sieloff summed this up well in the name of his paper, “if only HP knew what HP knows”.

As Glyma aids, enhances, and captures an individual’s learning journey, that journey can now be shared with others. With Glyma, learning is no longer a silo, it becomes a shared journey. Not only does it do this for individuals but it extends to group work so that the dynamics of a group’s learning is also captured. Continuous improvement of organisational processes and procedures is then possible with this captured knowledge. With Glyma, your knowledge assets are now tangible.

Lemme see it!

So after reading this post this far, I assume that you would like to take a look. Well as luck would have it, we put out a public Glyma site the other day that contains some of my own personal maps. The maps on the SP2013 apps model and hybrid SP2013 deployments in particular represent my own learning journey, so hopefully should help you if you want a synthesis of all the pros and cons of these issues. Be sure to check the videos on the getting started area of the site, and check the sample maps! Smile

glymasite

I hope you like what you see. I have a ton of maps to add to this site, and very soon we will be inviting others to curate their own maps. We are also running a closed beta, so if you want to see this in your organisation, go to the site and then register your interest.

All in all, I am super proud of my colleagues at Seven Sigma for being able to deliver on this vision. I hope that this becomes a valuable knowledge resource for the SharePoint community and that you all like it. I look forward to seeing how history judges this… we think Glyma is innovative, but we are biased! 🙂

 

Thanks for reading…

Paul Culmsee

www.glyma.co

www.hereticsguidebooks.com

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“Assumption is the mother of all f**k ups”

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My business partner, Chris Tomich, is the John Deacon of Seven Sigma.

In case you do not know who John Deacon is, he is the bass player from Queen who usually said very little publicly and didn’t write that many songs (and by songs I mean blog posts). But when Deacon finally did getting around to writing a song, they tended to be big – think Another One Bites the Dust, I Want To Break Free and Your My Best Friend.

Chris is like that, which is a pity for the SharePoint community because he outstanding SharePoint architect, software engineer and one of the best Dialogue Mappers on the planet. If he had the time to write on his learning and insight, the community would have a very valuable resource. So this is why I am pleased that he has started writing what will be a series of articles on how he utilises Dialogue Mapping in practice, which is guaranteed to be much less verbose than my own hyperbole but probably much more useful to many readers. The title of my post here is a direct quote from his first article, so do yourself a favour and have a read it if you want a different perspective on sense-making.

The article is called From Analyst to Sense-maker and can be found here:

http://mymemorysucks.wordpress.com/2014/01/07/from-analyst-to-sense-maker/#!

thanks for reading

 

Paul Culmsee

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www.hereticsguidebooks.com

p.s Now all I need to do is get my other Business Partner, mild mannered intellectual juggernaut known as Peter (Yoda) Chow to start writing Smile

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Rethinking SharePoint Maturity Part 5: From Conditions to Actionable Lessons Learnt

This entry is part 5 of 5 in the series Maturity
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Hi all

Welcome to part five of my quest to improve people’s awareness and understanding of what SharePoint maturity is really all about. For those new to this series of articles, we have traversed a bit of territory to get here, and during the journey there has been not a single SharePoint site column, content type or site collection in sight. In fact, I have not touched any of the topics that many would traditionally view as a sign of SharePoint maturity. Instead, I have been taking readers on a fun-filled journey examining three nerdy, yet highly interesting areas of research in team development, collaboration and organisational learning. Along the way we defaced the Mona Lisa, looked at SharePoint through holes in slices of Swiss Cheese and channelled the number of the beast.

After all that, we ended part 4, by arriving at this odd looking diagram below…

What you are looking at is something called the CALL model, which stands for “Conditions to Actionable Lessons Learnt”. I originally developed the model with Dialogue Mapping and knowledge management in mind – essentially to help my clients do a better job of integrating double loop learning into their projects. However, it soon became apparent that it was valuable in various SharePoint contexts too.

Single vs. double loop learning

In the previous paragraph I made a reference to “double loop learning” without explaining what it was, so let’s quickly make amends because it is interesting stuff. The idea of single and double loop learning has been around for close to 40 years – it was in 1974 when Chris Argyris came up with the idea. To explain, let’s bring back our trusty SharePoint 2010 governance poster that I trash-talked in the first and fourth articles…

If you have not seen this poster before, it represents what Microsoft believe to be the focus areas for SharePoint 2010 governance. Many people – consultants in particular – will take the information in this poster for granted and create SharePoint governance plans that try to cover off the various areas it suggests to be covered. Everyone will feel good because they have ticked all the boxes of this authoritative fountain of SharePoint wisdom.

Then, if SharePoint then fails to live up to expectations, many will look at the poster and wonder which areas they did not adequately cover. They will study the poster, search Google or Wikipedia for better definitions of the terms listed and then make another reattempt, trying to do an even better job of implementing the wisdom contained therein.

This my friends, is a shining example of single loop learning. Single loop learning, as described in this article “seems to be present when goals, values, frameworks and, to a significant extent, strategies are taken for granted. The emphasis is on techniques and making techniques more efficient.” In single loop learning, the fundamental premise of a course of action remains unchanged. All of the energy of learning is directed to making sure “we get it right this time.” In short, in a single loop learning scenario, repeated attempts are made at solving the same issue, but no-one questions the underlying premise of the strategy.

Now in case you haven’t noticed, I spent the first three posts of this series “questioning the underlying premise” of the above SharePoint governance poster. So in effect I’ve been introducing you to the notion of double loop learning already. Double-loop learning involves taking a deeper look at what is going on. In double-loop learning, having attempted to achieve a goal on different occasions, the goal itself may be modified, re-framed or rejected in the light of the experience gained in trying to achieve it. Think about it – double loop learning actually happened in organisations people would never say things like “well that’s always how we have done it here.”

I see a lot of single loop learning in SharePoint land, and I want to help people break out of their existing framing of the issue – compassionately, of course Smile

Enter the CALL Model

So getting back to my CALL model, I propose it as a multi-purpose tool that can be used for various SharePoint related stuff. It is based on the Swiss cheese risk management model; a metaphor which suggests most strategies have gaps that create risk. These gaps are analogous to holes in slices of Swiss cheese. In terms of the SharePoint governance poster, think of each of the areas it suggests to be covered as slices of cheese. This key to this model is that it assumes that no single defence layer is sufficient to mitigate risk. It also implies that if risk mitigation strategies are set up with all the holes lined up, there is a systematic flaw, since it would allow a problem to progress all the way through to adversely affect the organisation. Accordingly, the Swiss cheese model encourages a more balanced view of how risk is managed.

You can think of the CALL model as a SharePoint optimised Swiss cheese model. CALL extends the Swiss cheese model by incorporating cutting edge research in enabling team performance (Hackman), collaboration (Wilder) and knowledge management (Duffield). It outlines 8 actionable areas (Swiss cheese slices) that operate at the individual, team and organisation levels. These focus areas can be thought of as enabling conditions that mitigate risk, as well as focus areas for identification and application of lessons learnt. In other words, my contention is that for SharePoint maturity, you should strive to create these 8 conditions and then consider them when evaluating project performance.

image

The image above is another drawing of the model minus the pretty colours I used earlier. In this version, I am showing the path of a SharePoint project flows through these 8 areas. Note how the arrow from left to right deviates because we are seeking to use them to mitigate risk via defence in depth. But when it comes to applying learnings from a project (arrow now moves from right to left to close the loop), the flow is designed to be smooth and unencumbered to ensure that the opportunity for double loop learning takes place.

Here is a description of each of the 8 focus areas:

Skills and expertise

This focus area is concerned with ensuring individuals are selected with the right skills and task expertise to perform their role in delivery and operation of services. In SharePoint this is critical because of the technical depth and breadth of the product. Want to deploy SharePoint 2013 request routing in dedicated mode? Go see Spence so he can tell you not to. Want to learn how the new WOPI protocol works with Office Web Apps? Sign a cheque for Wictor to help you.

Skills is closely associated with high IQ. In other words, specialist skills require smart, dedicated people. Therefore this also incorporates ensuring staff have appropriate qualifications and certifications, that education, training and ongoing development practices are properly targeted, and that individuals are willing to learn new skills and be proactive in keeping themselves up-skilled. (In other words, all of the hallmarks of those brilliantly talented people who completed the now defunct Microsoft Certified Masters program).

Collaborative Maturity

Ever heard of the term “dumb smart guy”? Usually it is someone who is intellectually smart, but has all the emotional maturity (EQ) of a potato. Collaborative maturity is all about ensuring that individuals have skills in working collaboratively with others. It signifies a willingness to listen, empathy, mutual respect, understanding and trust. Collaboratively mature people have a tolerance for ambiguity and have the ability to engage in genuine dialogue to reach compromise. Collaboratively mature people also see collaboration in their self-interest and foster develop deep ties with colleagues in order to work interdependently.

Being in the IT industry, I’m not sure if this person actually exists, but hey – this description gives us all something to aspire to!

Role clarity

Role clarity is concerned that the role of each team member is understood by everyone within the team and it is clear how much authority is vested within each role. This in turn provides task clarity, fosters interdependency among a team and reduces process loss. (Process loss is difficulty in knowing who is doing what and how it is done). Where roles are clear and understood, team members are appropriately appointed to tasks according to their capacity (see “skills and expertise” above) and character (see “collaborative maturity” above).

Goal clarity

Goal clarity relates to purpose, direction and goal alignment between members of a team is essential for good team performance. A compelling purpose energizes team members, orients them toward their collective objective, fully engages their talents and motivates them to resolve conflicts. A compelling purpose should be underpinned by concrete, attainable goals and objectives, both short and long term. Knowing where you are heading focuses the team’s energy in directive meaningful activity. This also helps build team efficacy, which is the belief within teams of their ability to solve problems and deliver great solutions. On the other hand, lack of goal clarify is one of the classic symptoms of wicked problems.

Participation safety and decision influence

Ever been on a project that’s taking on water, but nobody seems to be willing to listen? Ever had any critically important topics not discussed because they are simply taboo and unmentionable? It is not fun – and little breakthrough thinking or innovation can exist without participation safety and decision influence. When a team has a high level of participation safety, members feel safe to share ideas, raise unpopular views or opinions, or speak their truth to one another. This reduces groupthink and social loafing, encourages breakthrough and can lead a collaborative team and a collaborative organisational culture. There are countless case studies of major disasters (such as the Deepwater Horizon Oil Spill), where a culture of “only tell me the good news” prevented critical information from being raised that could have averted the issue. In fact ‘communication’ (or lack of it) is probably the most commonly cited project failure factor.

Having said all that, while participation safety is critical, the ideas that team members put forward need to influence the direction and outcome of the team. A manager who says “my door is always open”, but then ignores feedback creates dissonance among team members because what is espoused is not practiced. The simple facts of the matter is that a key element for peak performance is to provide an environment safe enough for team members to speak their truths, to be rewarded for doing so and for truth telling to actually influence direction.

Enabling Technology

Technology underpins all aspects of organisational systems and projects and provides the means to generate leaps in performance and capabilities of users, as more broadly, team and organisational productivity. Technology at its best facilitates the delivery of timely, relevant information for decision making, co-ordination and collaboration. Thus it is critical that technology does not get in the way of delivering value. How often have you worked on a project when you have been forced to use technologies that stifle productivity, create frustration and reduce collaboration between team members? How often has that technology been SharePoint?

Enabling Process

How often have you said to yourself “I can’t believe I have to follow this braindead process.” Process is the glue that provides the rules of behaviour in delivering on goals and like technology, underpins all aspects of organisational systems and projects and is a key part of performance and productivity. It is critical that process, like technology, is always driven by purpose and that it does not get in the way of delivering value. Inappropriate process can make a huge difference in how team members interact with stakeholders and each-other.

Enabling Resources

Enabling resources is concerned with the financial, material and human input necessary to develop and sustain delivery of services. Put simply, even the best teams with the most compelling direction can falter if they are under-resourced. It is critical that sufficient funds, staff, materials and time are provided to get the job done.

Applications for the CALL model

The CALL model can be used in many ways, given its heritage of Hackman, Wilder and Duffield. Examples include:

  • A model for performing SharePoint governance health check/assessment
  • A model for assessing the makeup of a SharePoint team
  • A model for assessing the complexity of a proposed SharePoint solution
  • A model for assessing departmental readiness for SharePoint
  • A model for developing SharePoint Business Continuity planning

It is worthwhile noting that Hackman developed a team performance instrument called a Team Diagnostic Survey based around his 6 enabling conditions. Since the CALL model is so closely aligned to Hackman, it should also be able to be used in a similar fashion. The same goes for the Wilder research on collaboration, that developed an instrument called the Collaboration Factors Inventory.

So given the source material, the CALL model also has applicability in the areas of:

  • An set of enabling conditions to establish to develop high performing teams
  • An set of enabling conditions to successful collaborative delivery of projects
  • A focus area for the identification of risks (and opportunities) on organisational initiatives
  • A framework for the systematic capture of project lessons learnt
  • A framework for assessing change and other organisational initiatives
  • A governance maturity model
  • A knowledge management and organisational learning maturity model

Conclusion

The CALL model reflects a synthesis of three highly rigorous research efforts. All three seemed to gel really well when they were put into the melting pot and I was pleased with the result. In the next post, I will show you how I have used the CALL model when developing a SharePoint Business Continuity Strategy for a client. I’ll also talk about how I have used it in lessons learnt workshops.

Thanks for reading

 

Paul Culmsee

www.hereticsguidebooks.com

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Rethinking SharePoint Maturity Part 4: The number of the beast…

This entry is part 4 of 5 in the series Maturity
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Hi all

This is part four of a series I am writing on my ideas about how the SharePoint community can revitalise how SharePoint maturity is understood and communicated. If this is your first time reading this series, then I urge you to go back and read the first three posts in the series because I covered a bit of ground to get to here. For those of you who will not do that, here is a super quick recap.

As part of doing some book research, I came across three distinct bodies of work that I think can help Microsoft and their customers better understand, foster and cultivate SharePoint maturity. To set the scene, I started this series by taking a few cheap potshots at the SharePoint 2010 governance poster that many people use as a guide to ensure they are doing SharePoint “right”. I highlighted some of the less obvious risks with it, by comparing it to a paint by numbers representation of the Mona Lisa. While people seem to understand implicitly that colouring in a Mona Lisa template will not make it a Mona Lisa (far from it), there same cannot be said for our SharePoint paint by numbers poster. The result is a skewed version how SharePoint ‘maturity’ is perceived, because this poster ignores some critical factors.

image_thumb2image_thumb5

To shine a spotlight on areas not covered by the above poster, I introduced you to the work of JR Hackman, who’s pioneering work in the area of leadership and team development contains important lessons for SharePoint teams. Hackman urges people to stop trying to look life through simplistic cause and effect lens of “If you do Z, you will get Y” and instead focus on the conditions that enable or disable success. Hackman, in his examination of leadership and the performance of teams, listed six conditions that he felt led to better results if they were in place (none of which make much of an appearance on the above poster):

  1. A real team: Interdependence among members, clear boundaries distinguishing members from non-members and moderate stability of membership over time
  2. A compelling purpose: A purpose that is clear, challenging, and consequential. It energizes team members  and fully engages their talents
  3. Right people: People who had task expertise, self organised and skill in working collaboratively with others
  4. Clear norms of conduct: Team understands clearly what behaviours are, and are not, acceptable
  5. A supportive organisational context: The team has the resources it needs and the reward system provides recognition and positive consequences for excellent team performance
  6. Appropriate coaching: The right sort of coaching for the team was provided at the right time

I sometimes challenge agile development evangelists by saying “If Scrum was ‘the answer’ then there would be no need for Scrum coaches.” When you speak to good agile coaches, what they strive to do is create the sort of enabling conditions conducive to getting the best out of Agile – exactly what Hackman is urging us to do. Hackman’s insight is super important because It is incredibly common for people to say things like “now this will work for the right organisation…” or “this will work provided the right culture is there to support it,” but they do not elaborate further on what “right” actually is. Hackman challenges us to actually focus on the enabling conditions that underpinning a process, not the other way around.

To see if Hackman’s 6 conditions were applicable outside of his interest area of team development, I then examined the work done by the Wilder Research Group. This group published a book “Collaboration: What Makes It Work” which distilled the wisdom from 281 research studies on successful collaboration. Importantly for me, they looked at very different research than Hackman did, yet also broke it down to six quite similar focus areas:

  1. Membership characteristics: Skills, attributes and opinions of individuals as a collaborative group, as well as culture and capacity of orgs that form collaborative groups
  2. Purpose: The reasons for the collaborative effort, the result or vision being sought
  3. Process and structure: Management, decision making and operational systems of a collaborative context
  4. Communication: The channels used by partners to exchange information, keep each-other informed and convey opinions to influence
  5. Environment: Geo-location and social context where a collaborative group exists. While they can influence, they cannot control
  6. Resources: The financial and human input necessary to develop and sustain a collaborative group

Finally, I examined the work of Stephen Duffield, who took the Swiss Cheese model for risk management (which is popular in safety circles) and adapted it for organisational learning for projects. This is brilliant because the Swiss cheese model assumes that any one mitigation strategy has holes in it (hence the Swiss cheese metaphor). If you consider the SharePoint governance poster above as listing particular slices of cheese, then if you still have not met with the success you were hoping for, some important slices of cheese must be missing. So what are they?

To develop his project learning model (called SYLLK), Duffield distilled the wisdom over 500 papers on the topics of project lessons learned, knowledge management and risk management. Like above two research efforts, he also distilled it down to six key areas. Duffield’s slices of cheese were:

  1. Learning: Whether individuals on the team were skilled, had the right skills for their role and whether they were kept up-skilled
  2. Culture: What participants do, what role they fulfil, how an atmosphere of trust is developed in which people are encouraged, even rewarded for truth telling– but in which they are also clear about where the line must be drawn between acceptable and unacceptable behaviour”
  3. Social: How people relate to each-other, their interdependence and how they operate as a team
  4. Technology: Ensuring that technology and data supports outcomes and does not get in the way
  5. Process: Ensuring the appropriate protocols drive people’s behaviour and inform what they do (gate, checklists, etc.)
  6. Infrastructure: Environment (in terms of structure and facilities) that enable project outcomes

Why does all this stuff matter?

Now I am hoping this is not the case, but I would not be surprised that some readers have gotten to this point and are thinking “What the hell does all this have to do with SharePoint maturity?” (particularly if you have not read the 3 articles that preceded this one). So let’s address this one now…

Since 2009 I have taught a SharePoint Governance and Information Architecture class to BAs, PMs, CIOs, consultants, as well as developers and IT Pros. I’ve taught the class around the world and in every class I start by asking students to articulate what they feel is the hardest thing about SharePoint delivery. Take a look at the answers for yourself…

A Brisbane 2012 class said:

  • Explaining what SharePoint is
  • User uptake (“People do not like new things”)
  • Managing proliferation of SharePoint sites
  • Too much IT ownership (“Sick of IT people telling me that SP is the solution”)
  • Users don’t know what they want
  • Difficulties around SP ownership because of a lack of accountability

Not too many technical answers here it seems – in fact I am seeing connections to Hackman, Wilder and Duffield already. Looking at the seven points, they indicate we are missing some key enabling conditions like a compelling purpose, role clarity as well as the collaborative skills and attributes needed in the SharePoint team to address them (“User uptake” and “Difficulties around SP ownership because of a lack of accountability”). Perhaps we are also missing product skills (“proliferation of SharePoint sites”) and have an issue with process and structure, given the complaint of “too much IT ownership”.

Not convinced? For what it’s worth, Melbourne 2010 answered with:

  • Every project is “new” (“Traditional ASP.NET web site development is ‘same old same old’)
  • The solution is never the same as the initial design and the end client may not realise this. The implication is gaps between expectation and delivery
  • Stakeholders don’t know what they want (“First time around what they sign off on is not what they want “)
  • Projects launched as “IT projects” with no clear deliverable and no success indicators
  • Lack of visibility as to what other organisations are doing
  • Determining limits and boundaries (“Doing anything ‘practically’ in SharePoint is hard”).
  • Managing expectations around SharePoint.
    • Clients with no experience think it can do everything
    • Difficulties getting information from and translating into design, so it can be implemented
  • Legacy of bad implementations makes it hard to win the business owner
  • Lack of governance
    • Viral spread of unmanaged sites
    • No proper requirements of “why”
    • No-one managing it

… and if you want to move further afield, Singapore 2012 said:

  • Trying to deal with the sheer number of features
  • “A totally different kind of concept”
    • A little knowledge can be dangerous
    • If you start with the wrong footing, you end up messing it up
  • Trying to deal with “I need SharePoint”
  • SharePoint for an external web site was difficult to use. Unfriendly structure for a public facing website
  • Trying to get users to use it (Steep learning curve for users)
  • The need for “deep discussion” to ensure SharePoint is put in for the right reasons. Without this, the result is messy, disorganised portals
  • The gap between the business and IT results in a sub optimal deployment
  • Demonstrating value to the business (SharePoint installed, but its potential is not being realized)
  • Stakeholders not appreciating the implication of product versus platform
  • You are working across the entire business (The disconnect between management/coalface)
  • “Everything hurts with SharePoint”
  • Facilitating the discussion at the business level is hard when your background is IT

Once again, if you start to distil the underlying themes behind the above answers, you can start to see how Hackman’s conditions are not met and how we are missing some of Duffield’s slices of cheese. So at this point if you are not convinced of the relevance of Hackman, Wilder and Duffield’s research by now, then I can confidently tell you two things…

  • 1) I am not the SharePoint consultant that you need!
  • 2) I am eventually going to become the SharePoint consultant you need! (You will see the light eventually Smile)

The number of the beast…

Hopefully by now I have given you an appreciation of Hackman, Wilder and Duffield’s work and its relevance to SharePoint maturity. All of them have made highly rigorous research efforts, each asking different questions and utilising different research. Those of you who are more superstitiously minded might feel that I am meddling with the forces of darkness here, given that each of the three distilled 6 themes – 666 Surprised smile

While there is no fire and brimstone nearby as I write this text, my next job was to indeed meddle with dark forces in the sense that I had to perform my own analysis of their work to draw out the commonalities and gaps. I figured that this would go a long way to laying the groundwork for gaps I see in SharePoint maturity. I won’t bore you with too much of the detail on this effort, except to say that I used Dialogue Mapping techniques to perform the synthesis. Below are a couple of screenshots illustrating the maps I built which give you a feel for what was done (click to enlarge)…

 

In a nutshell, I mapped out each authors six constructs and then mapped their behind the scenes detail. As expected, while some terminology differed somewhat , by in large there was a lot of commonality. I linked all the commonalities together in my maps and slowly, a new picture began to emerge…

Meddling with forces…

When you think about it, my synthesis of this research is not all that different from what SharePoint people do all the time when developing an information architecture to store organisational data in a meaningful and intuitive way. Just like when you have to determine an appropriate navigation structure for your SharePoint sites, with this work I had to first think about the basis for how I wanted to structure things.

First up, I found Duffield’s use of Swiss cheese model for risk inspiring and absolutely applicable for SharePoint maturity. The metaphor of holes in each slice of SharePoint governance “cheese” is vivid and confronting. The commonality in the answers I got to the above “What is the hardest thing about SharePoint?” question speaks to the fact that there are universally common missing slices of SharePoint governance cheese. I also felt strongly that there was huge potential for a clearer relationship between Hackman’s enabling conditions and Duffield’s lessons learnt. My logic was pretty basic here: Surely organisational lessons learnt (if actually learnt), should be enabling conditions next time around? It seemed to me that Hackman “conditions” and Duffield “lessons” are looking at the same thing, just from different points in time. So my intention was to develop my own Swiss cheese model using constructs (navigation labels if you will) that could be lessons learned focus areas as well as enabling conditions. That way one could truly gauge if lessons really had been learnt, because by definition they would be the enabling conditions to strive for next time around.

The other thing I was looking to do was to make things more actionable. Saying things like “have the right people”, “the right membership characteristics” or “the right culture” are not easily actionable because what exactly is “right” anyway? To that end, I think all of the authors suffered from creating constructs that were fine for their purposes, but were a bit wishy-washy when trying to be more directive and action-focused.

One particular anomaly I noticed when comparing the research was the lack of “purpose” as a construct in Duffield’s work. Hackman and Wilder both list “purpose” as one of their six factors, but Duffield’s SYLLK model makes no mention of purpose at all. I felt this needed to be addressed because lack of purpose is one of the classic symptoms of a wicked problem – a topic I have been writing about for years now. So for me, clarity of purpose is a very big slice of Swiss cheese!

I also felt that Hackman was a bit weak on some of the process/system areas. Duffield lists “process”, “technology” and “infrastructure” as key focus areas for lessons learnt on projects and the closest Hackman comes to that is “Supportive organizational context”. This is understandable when you remember that Hackman was talking only about teamwork in general. Nevertheless for our SharePoint context, I thought that Duffield was closer to the mark. Wilder turned out to be a bit in between – as they list “Process and structure” and “Resources” as two of their six areas.

There were other various things that influenced my synthesis as well, but none of them matter for this discussion. I guess you want to see the results no?

The CALL model

The result of this work is a model I have called the CALL model (Conditions to Actionable Lessons Learnt). Since this post is getting long, I will defer a detailed description of the model for the next article. But to whet your appetite, below is an image that shows what I ended up with. It adopts Duffield’s SYLLK model as its base, but highlights 8 enabling conditions (or learning areas), split across individual, team and organisation lines. Additionally, distinction is also made between the soft (people) factors and the harder (system) factors. The arrows are there to help convey the “defence in depth” idea of the Swiss cheese model.

If you go back to the start of this article and examine Hackman, Wilder and Duffield’s work, you will see all of them represented here, except I used more action focused labels. My contention is that these eight areas are what you should be considering when judging your organisation’s SharePoint maturity. The importance of considering these as enabling conditions, to be put in place right at the start cannot be underestimated. Going back to Hackman, here is what he said about the importance of enabling conditions for team performance (emphasis mine):

Let me go out on a limb and make rough estimates of the size of these effects. I propose that 60 per cent of the difference in how well a group eventually does is determined by the quality of the condition-setting prework the leader does. Thirty per cent is determined by how the initial launch of the group goes. And only 10 per cent is determined by what the leader does after the group is already underway with its work. This view stands in stark contrast to popular images of group leadership—the conductor waving a baton throughout a musical performance or an athletic coach shouting instructions from the sidelines during a game

I note that Hackman’s view doesn’t just stand in stark contrast to “popular images of group leadership” – it also stands in stark contrast to Microsoft’s SharePoint governance poster too!

Conclusion

Now I am sure that some of you are still trying to decipher the model above, or feel the urge to tell me that something is missing or that the labels for each of my slices of SharePoint maturity cheese don’t do it for you. In the next post I will spend more time going over the model and what each slice really means. Given the heritage of the source material that inspired it, I feel that it can be used in various SharePoint and non-SharePoint scenarios. So I will also spend some time talking about that.

Finally, I don’t know if any of you have noticed, but I didn’t actually develop this model just for SharePoint! In fact I have already used this model in various non-SharePoint ways too. We will also take a look at this…

thanks for reading

 

 

Paul Culmsee

www.hereticsguidebooks.com

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Powerful questions part 3: The “I told you so” question

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Hi all

I just recorded the third video on the topic of powerful questions. The purpose of this series of videos is to help facilitators, project managers, business analysts and SharePoint peeps ask better questions of their stakeholders. The first video introduced the platitude buster question and the second video unveiled the key focus area question. Both are hugely important – especially for SharePoint projects and any SharePoint governance efforts because failure to answer these two will positively kill your project. This 3rd powerful question is related to risk perception and how you can frame questions to get a much better sense of what the real risks are in projects or problems. In this video, I made the contention that asking “What are the risks” is not a great way to identify and subsequently manage risks. The inference for SharePoint people here is that if you think you have done your job by creating a risks and issues list (ala Project Server) and asking for people to fill it in, I am here to tell you that there is much more to the story…

Don’t believe me? Then watch the video. 

Like the previous post, I suggest you watch this video in full screen. Enjoy!

How to find out what the real risks are…
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