hidden web: how informal networks drive project performance
Post on 21-Oct-2014
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These slides, from a May 11, 2010 presentation to the Project Management Institute Central Massachusetts Chapter, explain what PMs can do to boost project success rates through use of networks. From the session description: Influencing without authority is one of the hardest skills to acquire. Yet there is a powerful tool that can help PMs understand how to influence effectively. Underneath organization charts and process maps are hidden informal networks: the webs of relationships that underlie all organization activity. People activate these webs in order to solve problems, gain expertise, and innovate. For years, we have known that these networks exist, but haven't had the tools to leverage them properly. Today, thanks to advances in mathematics and technology, we now have the ability to scientifically identify, map, and analyze networks. In this lively, interactive session, PMs will learn how to identify, nurture, and leverage these informal networks in order to boost project success rates. We'll look at the science underlying informal networks and influencing with authority. We'll review recent findings that show the connections between human network management and project performance. PMs will leave with a greater understanding of the practical steps they can take to use networks to improve project performance. More: http://partneringresources.com/it-alignment-resources/TRANSCRIPT
The Hidden WebThe Hidden WebInside the Informal Networks that Drive Project Performance
Project Management InstituteCentral Massachusetts Chapter
Performance
Central Massachusetts ChapterMay 11, 2010
Maya Townsend, FounderMaya Townsend, FounderPartnering Resources
The PointThe Point
Project managers can improve projects jsuccess rates and
personal performance if they attend to informalif they attend to informal
networks
2
Project Success Rates are Not Where Th N d t BThey Need to Be…
Changes Completed On Time and With MinimalChanges Completed On Time and With Minimal Disruption
5%5%Gartner, 2001
Average Project Cost Overrun
Percentage of Originally Defined Features Overrun
43%Delivered
54%*3
54%* Of which 45% are never used
Standish Group Standish Group
Stronger Networks – Project SuccessStronger Networks Project Success
Successful Projects Less Successful Projects
Very Strong
36%
Strong27%
36%
Strong57%
• 93% of successful change initiatives were led by people with very g y p p ystrong / strong personal networks
• 73% of less successful change initiatives were led by people with
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moderate / weak networks
Data: NEHRA / Partnering Resources study (2009).
Today’s TalkToday s Talk
1. What are networks?
2. How can PMs use them to improve project success rates?
5Image: Partnering Resources
WHAT IS A NETWORK?
6
What is a Network?What is a Network?
Public transportation networks help people travel in cities
Computer networks move data from location to location
Networks are about movement The circulatory system i d b
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Networks are about movement carries oxygen and carbon dioxide to and from our cells
The Simplest Work NetworkThe Simplest Work Network
Human networks are also all about movement:
S k h
The movement of information
Sam knows how to answer the
question so Mary connects you to
SYou have a
questionYou ask Mary at
the next deskShe doesn’t know
the answer and calls Sam for advice
Sam
8
Problem solved!
People Form Networks within TeamsPeople Form Networks within Teams
9
More People More ComplexityMore People, More Complexity
10
It’s Not Just the GrapevineIt s Not Just the Grapevine
Social Decision-Making Innovation
11Expertise Improvement
When They’re Good, They’re Very, V G dVery Good…Healthy networks can…• Adapt quickly to change.• Withstand stress.• Reorganize without significantlyReorganize without significantly
affecting productivity.• Diffuse information easily.• Grow quickly• Grow quickly.
12Case studies: Plastrik & Taylor (2006) and Evans & Wolf (2005).
…When They’re Bad, They’re a Disaster
13Graphic: NetForm. Used with permission.
HOW CAN PROJECT MANAGERS USE NETWORKS TO IMPROVE USE NETWORKS TO IMPROVE PROJECT SUCCESS RATES?
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PMs Work Through Informal NetworksPMs Work Through Informal Networks
15Image: Rebecca St. James
Networked Leaders are More Successful
Successful Projects Less Successful Projects
Very Strong
Moderate7%
Strong27%
Weak18%
g36%
Strong57%
Moderate55%
• 93% of completely successful change initiatives were led by people with very strong / strong personal networks
• 73% of less successful change initiatives were led by people with moderate / weak networks
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moderate / weak networks
Data: NEHRA / Partnering Resources study (2009).
Four TechniquesFour Techniques
1. Know your own networks1. Know your own networks2. Build strong networks3 Understand the project network3. Understand the project network4. Build your project network
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1 Know Your Own Networks1. Know Your Own Networks
I already know what’s going
on in my network
18Image: Stephenson, “Trafficking in Trust” in Coughlin, Wingard, & Hollihan, 2005
Map Your Network and Identify GapsMap Your Network and Identify Gaps
19Image: Credit unknown.
You Can Do It By HandYou Can Do It By Hand…
20Image: Partnering Resources.
Or You Can Use Software…Or You Can Use Software
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TouchGraph.com
2 Build Strong Networks2. Build Strong Networks
22Image: Valdis Krebs.
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A Common Tip for Network BuildingA Common Tip for Network Building
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Another Way to NetworkAnother Way to Network
High Performers…g• Invest in relationships with
sources of information and helpful criticsp
• Build relationships that span organizational levels
• Position themselves at keyPosition themselves at key points in the network and leverage people around them for implementation
People who serve as bridges are more likely to be in the organization’sp more likely to be in the organization s
top 20% of performers
25From Cross, Thomas, & Light, “How Top Talent Uses Networks and Where Rising Stars Get Trapped” and Groysberg, Lee, & Abrahams, “What It Takes to Make ‘Star’ Hires Pay Off”
Key to Building Your NetworkKey to Building Your Network
26Photo: Sizumaru’s Photo Stream, Flickr.
The Minimalist ApproachThe Minimalist Approach
1. Schedule 1 coffee meeting / month
2 Forward 1 email / week2. Forward 1 email / week
3. Walk around the office and talk with people 1 time / day
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with people 1 time / day
3. Understand Your Project Network 3. Understand Your Project Network
• How does information flow within your project team? Where is it blocked?
• Who are the ad hoc decision-makers?
• Who has expertise needed to psolve problems?
• Who can make things happen?
28Image: Nancy Margulies (www.nancymargulies.com)
An ExampleAn Example
29Images: Partnering Resources using NetForm™ Connectors software.
How to Understand a Project NetworkHow to Understand a Project Network
1. Ask 10 people you trust: Who do you trust to get p p y y gthings done?
2. Map the network by handO f
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3. Map the network using ONA software
Image: Adapted from Cross, Borgatti, & Parker, “Making Invisible Work Visible: Using Social Network Analysis to Support Strategic Collaboration.”
Automating Network AnalysisAutomating Network Analysis
• Multiple web based data• Multiple web-based data collection, analysis, and visualization tools► InFlow, UCINET, NetMiner► NetForm► Visone for visualization
• Data capture takes 30 minutes of user timeof user time
Process: 1. Choose all of the people with
whom you interact informally2. Identify the purpose and
frequency of your interactions
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frequency of your interactions
Outputs of Network Analysis Outputs of Network Analysis
• Analysis using mathematicalAnalysis using mathematical algorithms tested over 30+ years
• Instantaneous results on password-pprotected site► Graphical network maps► Critical connectors and hidden resources
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4 Build Your Project Network4. Build Your Project Network
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Use Multiple TechniquesUse Multiple Techniques
Ask informal leaders to help support the
Understand what the grapevine has to say
Leverage personal contacts to help get p pp
changeg p y
about changep g
things done
Brainstorm or explore ideas associated with
the change with
Strategize how to overcome planning or
implementation
Get feedback on documents, approach,
and aspects of the
Strategize how to overcome planning or
implementation
Get feedback on documents, approach,
and aspects of thegpeople outside the
change team
implementation obstacles
and aspects of the initiative before rollout
implementation obstacles
and aspects of the initiative before rollout
34Data: NEHRA / Partnering Resources study (2009).
Key TakeawaysKey Takeaways
• Stronger networks : better performanceStronger networks : better performance• Understand your networks and your gaps• Understand and build the project networkUnderstand and build the project network• Nurture relationships with information sources,
helpful critics and boundary spannershelpful critics, and boundary spanners
35
Let’s Leverage Our Networks!Let s Leverage Our Networks!
What stands out as most relevant to your work?
What questions do youWhat questions do you have?
36Image: Nancy Margulies (www.nancymargulies.com)
About the Presenter
• Founder of management consulting firm Partnering Resources.• Specializes in identifying the hidden web of relationships that drive
organization performance and helping leaders reach across the “white spaces” to develop solutions that stick.
• Client list includes Alcatel-Lucent, eCopy, eTeck, Fidelity, Financial Profiles, Hanover Insurance Group, Merrimack Pharmaceutical, and Novartis, as well as public and third sector companies such as Andover / Phillips Academy, Close to Home, National Air and Space Administration, National Braille Press, and Project Harmony.Press, and Project Harmony.
• Teaches leadership, strategy, and alignment at Boston University Corporate Education Center and Northeastern University.
• Published by CIO.Com, Chief Learning Officer, Mass High Tech, and other magazines and journals.g j
• Serves on the Editorial Review Board for OD Practitioner, the premier organization development practitioner journal in the United States.
• Likes chocolate a lot.
Contact: 617 395 8396 o maya@partneringresources com o www partneringresources com
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Contact: 617.395.8396 o [email protected] o www.partneringresources.com
ReferencesReferencesArticles & Research
C R B i S P & P k A (Wi 2002) “M ki I i ibl W k Vi ibl U i S i l N k A l i• Cross, R., Borgatti, S.P., & Parker, A. (Winter 2002). “Making Invisible Work Visible: Using Social Network Analysis to Support Strategic Collaboration.” California Management Review.
• Cross, Martin, & Weiss (2006). “Mapping the Value of Employee Collaboration. McKinsey Quarterly.
• Kleiner, A. (2002). “Karen Stephenson’s Quantum Theory of Trust.” strategy + business. Available at www.strategy-b siness combusiness.com.
• Stephenson, K. (2005). “Trafficking in Trust.” In Enlightened Power (Coughlin, Wingard, & Hollihan, ed.). Available at www.drkaren.us/KS_publications01.htm.
• Townsend, M. (2009). “Leveraging Human Networks to Accelerate Learning.” Available at bit.ly/3V0iF4.
T d M (2008) “Th Th M t I t t P iti Y D ’t K Ab t Y t ” A il bl t• Townsend, M. (2008). “The Three Most Important Positions You Don’t Know About Yet.” Available at www.partneringresources.com/resources.html.
• Townsend, M. & Yeung, S. (2009). “Informal Networks Linked to Change Success.” Available at bit.ly/17wANX.
• Evans & Wolf (2005). “Collaboration Rules.” Harvard Business Review.
Books• Anklam, P. (2007). Net Work: A Practical Guide to Creating and Sustaining Networks at Work and in the World.
• Cohen, D. & Prusak, L. (2001). In Good Company: How Social Capital Makes Organizations Work.
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• Cross, R., & Parker, A. (2004). The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations.