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Beyond functional silos with communities of practice

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Dennis Stevens
Dennis Stevens

Explore the concept of communities of practice and how they are a vital component for agile organizations. From providing tactical support in issue resolution, to being stewards of knowledge across vast enterprises, and even helping create support for the larger organizational change, communities of practice are a vital component in improving organizational agility.

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Beyond Functional Silos With Communities of Practice Brian Bozzuto & Dennis Stevens
Our Journey
What We’re Going to Talk About… What is a Community of Practice? Why Would You Use A Community of Practice? How Would you Go About Starting a Community of Practice?
Two Early Examples Chrysler Xerox 1988, Chrysler re- Initially started as organized from a informal gatherings functional hierarchy to among field one structured around technicians product lines Eventually grew to an “Tech clubs” were online database and originally informal forum of experiences, groups of engineers knowledge, and around a given domain problem resolutions (i.e. brakes)
Definition of a Community of Practice Domain Practice Community • A common purpose • People actively • A social network of and experience working in the domain people looking to share and get support
Comparing Organizational Structures Functional Center of Community Silo Excellence of Practice Structured Informal Peer Formal Hierarchy Department Groups People working in Abstract knowledge People working in Domain on topic Domain Goal is Business Goal is technical Goal is knowledge Outcomes mastery acquisition People join based People join based Members self-select on title / position on a job or expertise
Differing Levels of Participation Coordinator Core Group Active Peripheral
Community Infrastructure Virtual Face to Face Discussion boards & Brown bag lunches Email Off site meetings Wikis & Activity Feeds Regularly scheduled forums Webinars Community Vision and Coordination Meetings Planning You most likely want a blend of different mediums to compliment the diversity of people in your community
Formality of Communities Unrecognized – tacit community, members not even aware Bootlegged – small community operating unbeknownst to most in the organization Legitimized – officially recognized by the organization Supported – supported materially by the organization Institutionalized – built into the processes of the organization
The Uses of Communities of Practice Some Case Studies
Project Management Institute “Deliver Value Now” Domain: Helping project managers thrive using agile techniques Community: 16,000 PMI members who have joined the community world wide Practice: • Experience reports • Internal agile projects • Online content • Presence at conferences
Various Organizations Implementing Agile “Establish a Shared Vision & Make Meaning” Domain: Helping Scrum Masters figure out their role and how to be effective Community: ScrumMasters and other interested members of Agile teams Practice: • Joint problem solving • Research projects • Experience sharing • Peer coaching • Traveling facilitation
Transformation Teams “Be Open to Evolution Over Time” Domain: Management learning their role as facilitators of change and mentors Community: Functional Managers, Subject Matter Experts, and interested members from teams Practice: • Assess impediments • Provide coordinated coaching and support • Share change strategies, success and failures • Explore interdependencies between functional silos
Starting a Community of Practice Some Case Studies
Path to Convening a Community Engage potential members Establish a shared vision Recruit a core group of active members and establish the supporting infrastructure Find a fast path to deliver value Design the community to adapt to emerging needs
Community Canvas Example Key Key Activities: Value Prop.: Relationships Member Partnerships: • How will the • WIFM? (May : Segments: • What people or community vary by • How are people • PMI Members groups are interact? member) related? looking to learn external to the • What will they • What can this • Formal / more about community but do? offer, that other Informal? Agile of paramount avenues can’t? • Boss, Peer, value? Other? Key Channels: Resources: • How will people • What resources interact? are available to be brought to bear? Cost Structure: Revenue (Value) Streams: • What is the cost of this community both financial • What value are people getting out of being part of and non-financial? this community? • How much does a community member pay (in • What value does the organization get by time, frustration, distraction, etc.) in order to be a supporting this community? part of this community?
Community Canvas Example Key Key Activities: Value Prop.: Relationships Member Partnerships: • How will the • WIFM? (May : Segments: • What people or community vary by • How are people • PMI Members groups are interact? member) related? looking to learn external to the • What will they • What can this • Formal / more about community but do? offer, that other Informal? Agile of paramount avenues can’t? • Boss, Peer, value? Other? Key Domain Channels: Resources: • How will people • What resources interact? are available to be brought to bear? Cost Structure: Revenue (Value) Streams: • What is the cost of this community both financial • What value are people getting out of being part of and non-financial? this community? • How much does a community member pay (in • What value does the organization get by time, frustration, distraction, etc.) in order to be a supporting this community? part of this community?
Community Canvas Example Key Key Activities: Value Prop.: Relationships Member Partnerships: • How will the • WIFM? (May : Segments: • What people or community vary by • How are people • PMI Members groups are interact? member) related? looking to learn external to the • What will they • What can this • Formal / more about community but do? offer, that other Informal? Agile of paramount avenues can’t? • Boss, Peer, value? Other? Practice Key Channels: Resources: • How will people • What resources interact? are available to be brought to bear? Cost Structure: Revenue (Value) Streams: • What is the cost of this community both financial • What value are people getting out of being part of and non-financial? this community? • How much does a community member pay (in • What value does the organization get by time, frustration, distraction, etc.) in order to be a supporting this community? part of this community?
Community Canvas Example Key Key Activities: Value Prop.: Relationships Member Partnerships: • How will the • WIFM? (May : Segments: • What people or community vary by • How are people • PMI Members groups are interact? member) related? looking to learn external to the • What will they • What can this • Formal / more about community but do? offer, that other Informal? Agile of paramount avenues can’t? • Boss, Peer, value? Other? Key Channels: Community Resources: • How will people • What resources interact? are available to be brought to bear? Cost Structure: Revenue (Value) Streams: • What is the cost of this community both financial • What value are people getting out of being part of and non-financial? this community? • How much does a community member pay (in • What value does the organization get by time, frustration, distraction, etc.) in order to be a supporting this community? part of this community?
Community Canvas Example - Key PMI Key Activities: Value Prop.: Relationships Member Partnerships: • Regular • Experts – : Segments: • Agile Alliance webinars opportunity to • Group of Domain – PMI • Scrum Alliance • Manage PMI show their skills committed members looking to • Sponsors relationship & get business volunteers apply Agile practice • PMI-ACP Group • Volunteer teams • Practitioners – • Most members in their work pursuing new build network, don’t have • Experts initiatives get experience established • Practitioners • New to Agile – relationships • New to Agile get support and Key trusted Channels: Resources: information • Webinars • New volunteers • Online Site (burn out) • Emails • Web Platform • Conferences • Webinar Platform Cost Structure: Revenue (Value) Streams: • Cost of web presence • Increased retention of PMI Members (difficult to • Travel to conferences measure) • Sponsorship revenue
Key Questions to Jumpstart Your Community What makes this a clear community? How can the community deliver value now? Who can help you build and sustain this?
Thank You! Brian Bozzuto Dennis Stevens bbozzuto@bigvisible.comdennis@leadingagile.c BigVisible om Leading Agile Additional Resources http://www.ewenger.com http://wenger-trayner.com

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Beyond functional silos with communities of practice

  • 1. Beyond Functional Silos With Communities of Practice Brian Bozzuto & Dennis Stevens
  • 3. What We’re Going to Talk About… What is a Community of Practice? Why Would You Use A Community of Practice? How Would you Go About Starting a Community of Practice?
  • 4. Two Early Examples Chrysler Xerox 1988, Chrysler re- Initially started as organized from a informal gatherings functional hierarchy to among field one structured around technicians product lines Eventually grew to an “Tech clubs” were online database and originally informal forum of experiences, groups of engineers knowledge, and around a given domain problem resolutions (i.e. brakes)
  • 5. Definition of a Community of Practice Domain Practice Community • A common purpose • People actively • A social network of and experience working in the domain people looking to share and get support
  • 6. Comparing Organizational Structures Functional Center of Community Silo Excellence of Practice Structured Informal Peer Formal Hierarchy Department Groups People working in Abstract knowledge People working in Domain on topic Domain Goal is Business Goal is technical Goal is knowledge Outcomes mastery acquisition People join based People join based Members self-select on title / position on a job or expertise
  • 7. Differing Levels of Participation Coordinator Core Group Active Peripheral
  • 8. Community Infrastructure Virtual Face to Face Discussion boards & Brown bag lunches Email Off site meetings Wikis & Activity Feeds Regularly scheduled forums Webinars Community Vision and Coordination Meetings Planning You most likely want a blend of different mediums to compliment the diversity of people in your community
  • 9. Formality of Communities Unrecognized – tacit community, members not even aware Bootlegged – small community operating unbeknownst to most in the organization Legitimized – officially recognized by the organization Supported – supported materially by the organization Institutionalized – built into the processes of the organization
  • 10. The Uses of Communities of Practice Some Case Studies
  • 11. Project Management Institute “Deliver Value Now” Domain: Helping project managers thrive using agile techniques Community: 16,000 PMI members who have joined the community world wide Practice: • Experience reports • Internal agile projects • Online content • Presence at conferences
  • 12. Various Organizations Implementing Agile “Establish a Shared Vision & Make Meaning” Domain: Helping Scrum Masters figure out their role and how to be effective Community: ScrumMasters and other interested members of Agile teams Practice: • Joint problem solving • Research projects • Experience sharing • Peer coaching • Traveling facilitation
  • 13. Transformation Teams “Be Open to Evolution Over Time” Domain: Management learning their role as facilitators of change and mentors Community: Functional Managers, Subject Matter Experts, and interested members from teams Practice: • Assess impediments • Provide coordinated coaching and support • Share change strategies, success and failures • Explore interdependencies between functional silos
  • 14. Starting a Community of Practice Some Case Studies
  • 15. Path to Convening a Community Engage potential members Establish a shared vision Recruit a core group of active members and establish the supporting infrastructure Find a fast path to deliver value Design the community to adapt to emerging needs
  • 16. Community Canvas Example Key Key Activities: Value Prop.: Relationships Member Partnerships: • How will the • WIFM? (May : Segments: • What people or community vary by • How are people • PMI Members groups are interact? member) related? looking to learn external to the • What will they • What can this • Formal / more about community but do? offer, that other Informal? Agile of paramount avenues can’t? • Boss, Peer, value? Other? Key Channels: Resources: • How will people • What resources interact? are available to be brought to bear? Cost Structure: Revenue (Value) Streams: • What is the cost of this community both financial • What value are people getting out of being part of and non-financial? this community? • How much does a community member pay (in • What value does the organization get by time, frustration, distraction, etc.) in order to be a supporting this community? part of this community?
  • 17. Community Canvas Example Key Key Activities: Value Prop.: Relationships Member Partnerships: • How will the • WIFM? (May : Segments: • What people or community vary by • How are people • PMI Members groups are interact? member) related? looking to learn external to the • What will they • What can this • Formal / more about community but do? offer, that other Informal? Agile of paramount avenues can’t? • Boss, Peer, value? Other? Key Domain Channels: Resources: • How will people • What resources interact? are available to be brought to bear? Cost Structure: Revenue (Value) Streams: • What is the cost of this community both financial • What value are people getting out of being part of and non-financial? this community? • How much does a community member pay (in • What value does the organization get by time, frustration, distraction, etc.) in order to be a supporting this community? part of this community?
  • 18. Community Canvas Example Key Key Activities: Value Prop.: Relationships Member Partnerships: • How will the • WIFM? (May : Segments: • What people or community vary by • How are people • PMI Members groups are interact? member) related? looking to learn external to the • What will they • What can this • Formal / more about community but do? offer, that other Informal? Agile of paramount avenues can’t? • Boss, Peer, value? Other? Practice Key Channels: Resources: • How will people • What resources interact? are available to be brought to bear? Cost Structure: Revenue (Value) Streams: • What is the cost of this community both financial • What value are people getting out of being part of and non-financial? this community? • How much does a community member pay (in • What value does the organization get by time, frustration, distraction, etc.) in order to be a supporting this community? part of this community?
  • 19. Community Canvas Example Key Key Activities: Value Prop.: Relationships Member Partnerships: • How will the • WIFM? (May : Segments: • What people or community vary by • How are people • PMI Members groups are interact? member) related? looking to learn external to the • What will they • What can this • Formal / more about community but do? offer, that other Informal? Agile of paramount avenues can’t? • Boss, Peer, value? Other? Key Channels: Community Resources: • How will people • What resources interact? are available to be brought to bear? Cost Structure: Revenue (Value) Streams: • What is the cost of this community both financial • What value are people getting out of being part of and non-financial? this community? • How much does a community member pay (in • What value does the organization get by time, frustration, distraction, etc.) in order to be a supporting this community? part of this community?
  • 20. Community Canvas Example - Key PMI Key Activities: Value Prop.: Relationships Member Partnerships: • Regular • Experts – : Segments: • Agile Alliance webinars opportunity to • Group of Domain – PMI • Scrum Alliance • Manage PMI show their skills committed members looking to • Sponsors relationship & get business volunteers apply Agile practice • PMI-ACP Group • Volunteer teams • Practitioners – • Most members in their work pursuing new build network, don’t have • Experts initiatives get experience established • Practitioners • New to Agile – relationships • New to Agile get support and Key trusted Channels: Resources: information • Webinars • New volunteers • Online Site (burn out) • Emails • Web Platform • Conferences • Webinar Platform Cost Structure: Revenue (Value) Streams: • Cost of web presence • Increased retention of PMI Members (difficult to • Travel to conferences measure) • Sponsorship revenue
  • 21. Key Questions to Jumpstart Your Community What makes this a clear community? How can the community deliver value now? Who can help you build and sustain this?
  • 22. Thank You! Brian Bozzuto Dennis Stevens bbozzuto@bigvisible.comdennis@leadingagile.c BigVisible om Leading Agile Additional Resources http://www.ewenger.com http://wenger-trayner.com

Hinweis der Redaktion

  1. Put in some sort of brief bio that brought us to learning about Agile communities of practice
  2. Xerox Adoption(As of 2000) - Although most technicians were initially skeptical of the system, the peer pressure now weighs on the side of using Eureka. Xerox service technicians contribute approximately 600 tips per month, and less than 10 percent are rejected. To date, approximately 36,000 solutions have been validated.