oracal of bacon and social networking analysis v5 1228957728974646 1
TRANSCRIPT
1
SMS
Man
agem
ent &
Tec
hnol
ogy
Maria HorriganAccount Director Health and Human ServicesRegional lead for Business Analysis
ABAA Christmas Drinks, 11 Dec 2008
Social Networking Analysis,Communication & the “Oracle of Bacon”
2
SMS
Man
agem
ent &
Tec
hnol
ogy
Slideshare and blogs
www.barocks.comwww.slideshare.com/murph
3
SMS
Man
agem
ent &
Tec
hnol
ogy
Clichés or Truisms?
4
SMS
Man
agem
ent &
Tec
hnol
ogy
“We’re living in a networked world”
5
SMS
Man
agem
ent &
Tec
hnol
ogy
We do live in a networked world“The Relationship Economy is now, not when, being
built by individuals who learn how to maximize the value of relationships by optimizing technology”.
“Technology provides the means, relationships provide the value” Jay Deragon .
Relationships are important to do business and do business well
Web is moving from information to connectedness Its about relationships
6
SMS
Man
agem
ent &
Tec
hnol
ogy
Leveraging relationships 1 billion using the web ½ billion engaged in use of social computing
tools because it connects them Barack Obama most successful campaign – part
of success was the relationships he built using social media
Mmmm….President…
7
SMS
Man
agem
ent &
Tec
hnol
ogy
The many faces of Obama
8
SMS
Man
agem
ent &
Tec
hnol
ogy
Relationships in projectsPart of the success of projects is to understand: Stakeholder relationships How people are connected How they communicate Why they are connected
9
SMS
Man
agem
ent &
Tec
hnol
ogy
Relevance to BAs Need to identify stakeholders and entities Identifying stakeholders in the project and my
relationship with them Once I’ve identified who I can then understand when I
need to involve them in what activities during the project
Projects happen within organisations Politics, Leadership & Power , Organisational Culture & Climate
What governance models to involve the right people
10
SMS
Man
agem
ent &
Tec
hnol
ogy
How do we do analyse the ‘social’?
11
SMS
Man
agem
ent &
Tec
hnol
ogy
Social Networking AnalysisMathematical, graphical, theoretical
understanding of the social worldModel:Networks and their structures Map and measure:Relationships between people, groups,
organisations, computers, and websitesFlows of information and knowledge (focus on
people not systems)In order to:Know what the relationships are to better
communicate, elicit requirements
12
SMS
Man
agem
ent &
Tec
hnol
ogy
Understanding Social Networks To understand networks and their participants, we
evaluate: the location of actors in the network the various roles and groupings in a network Gives insight into: who are the connectors, experts, leaders, bridges,
isolates? where are the clusters and who is in them? who is in the core or hub? who is on the periphery?
13
SMS
Man
agem
ent &
Tec
hnol
ogy
Social Networks – Key Terms
Nodes People and groups
Links Show relationships or flows between the nodes
Attribute Name and value
Relationship properties
Types (eg friend, advice) Direction (directed vs undirected) Strength (binary vs weighted)
Network properties
Centralisation Density or Concentration Size
14
SMS
Man
agem
ent &
Tec
hnol
ogy
Centrality - revealing the structure in the network
Very centralized network Dominated by one or a few very central nodes If these are removed or damaged, the network quickly fragments & can
become a single point of failure
Less centralized network Resilient in the face of many attacks or random failures Many nodes or links can fail while allowing the remaining nodes to still
reach each other.
Boundary Spanners Connect their group to others More central in the overall network than immediate neighbours Well-positioned to be innovators and have access to ideas and
information flowing in other clusters.
Periphery of a network May connect to networks that are not currently mapped Very important resources for fresh information not otherwise available
15
SMS
Man
agem
ent &
Tec
hnol
ogy
Tools to describe centrality
"Kite Network" developed by David Krackhardt - http://www.orgnet.com/sna.html
16
SMS
Man
agem
ent &
Tec
hnol
ogy
Interpreting Degree of Centrality in the Network
High Degree Centrality
Moderate Degree Centrality
17
SMS
Man
agem
ent &
Tec
hnol
ogy
Centrality and Betweenness
High Betweenness Centrality
Moderate Betweeness Centrality
18
SMS
Man
agem
ent &
Tec
hnol
ogy
Centrality and Closeness
High Closeness Centrality
Moderate Closeness Centrality
19
SMS
Man
agem
ent &
Tec
hnol
ogy
Leveraging CentralityBy knowing social network position & relationships I can: Leverage champions Understand who might be “blockers” or “gatekeepers” (tertiary
segmentation) Find people to go to in order to elicit information – more efficient
requirements gathering! (find the ‘nodes’ in the network)(So I don’t reinvent the wheel) this allows me to: Quickly identify who might know the answer, communicate with
them, understand their lessons learned, improve likely success of the project
Know who to communicate key messages to in order for them to disseminate throughout the network (project communications)
20
SMS
Man
agem
ent &
Tec
hnol
ogy
Putting Actors into Governance
The right people making decisions – risk, financial impacts of scope change
The right people influencing The right people contributing to requirements
21
SMS
Man
agem
ent &
Tec
hnol
ogy
Segmenting the Actors in the network Segmentation – primary, secondary, tertiary Allows me to know what to do tailor discussions for each
segment to elicit the right requirements at the right level Once we identify who, we can create archetypes and
entities that represent networks within the networks Then create user-requirements based on the archetypal
users Then leverage for context diagrams and system interfaces,
requirements and design Help to build the picture of the process from end to end Then leverage for process-maps for business requirements
(BPMN and/or Use cases)
22
SMS
Man
agem
ent &
Tec
hnol
ogy
BAs in Web 2.0 strategy Lindsay Tanner’s talk at AGIMO last week In order to be able to successfully deliver web 2.0 projects,
connecting to existing communities, knowing who to invite to a new community, knowing how to build a new community by identifying existing ‘thought leaders’
Understanding the key relationships and roles in networks is critical
BAs have an important role to play in analysing potential online communities, leveraging existing ones and building new ones for public consultation in policy development in a new ‘open government’/ government 2.0 world
23
SMS
Man
agem
ent &
Tec
hnol
ogy
Stakeholder engagement strategy- Web 2.0 tools
identity
presence
relationships
trust
groups
conversations
sharing
Aims: Engage people in their
own communities Engender trust in what
you’re doing and that it is of value to them
Build relationships Share and be open about
what you’re doing and how
7 Building Blocks Of The Social Web
24
SMS
Man
agem
ent &
Tec
hnol
ogy
We’re all connected Important for project Mapping these connections is easy, useful Tools are available quantify relationships and
properties Good for user, business and systems requirements Good to take over the PMs role of establishing
governance Make them more robust, accurate, relevant to the
end product (systems FOR people not AT them)
help
^
25
SMS
Man
agem
ent &
Tec
hnol
ogy
Take home messagesProjects can be more successful if: You take the time to analyse the people, relationships,
connections between them You’re not alone on your project: You’re probably only 4-6 degrees of separation away from
someone who knows the answerUse social media: Blogs, linkedin, even Twitter To help you reach out to other BAs To connect and build new relationships To help others in the BA Community
26
SMS
Man
agem
ent &
Tec
hnol
ogy
Fin
Maria Horrigan
Account Director Health & Human ServicesRegional Lead Business Analysis
Email: [email protected]: www.barocks.com
Slideshare: www.slideshare.com/murphTwitter: @miahorri