COLLABORATION
The Grease that Lubricates the Gears of PMBOK
What it is ; Its Currency; a model; why good; Building Blocks
PMBOK a Solid Framework
Early begins: 1950s – Critical Path Method (CPM): DuPont, Nautilus submarines
Heroic individuals in short supply Increasing demand to promulgate best
practices in project management PMBOK:
without collaboration is like a Formula I racer without oil.
Collaboration is:
a creative, recursive process
where two or more entities work together
towards common goals
supporting continuous learning
building smart decisions and
using knowledge as its currency
Collaboration:
Its Essence is knowledge sharing
Knowledge is social (collective)
therefore, works in clusters
The clusters are energized in
communities
Communities of interest and practice
are the building blocks of collaboration
Some thoughts on Information vs Knowledge:
Collaboration must not confuse
information and knowledge
File cabinet metaphor A facebook © metaphor
Explicit objects Expertise – often tacit
The Act of Knowing
Knowledge is not a thing The knowledge of experts is an
accumulation of experience It is tacit as well as explicit Requires interaction and informal
learning: storytelling, conversation, coaching, and apprenticeship.
Knowledge is dynamic Social structures as management tools:
communities of practice
A Knowledge Sharing Model*
culture
Systems (policies)
PM practic
es
Executive
Performance
Shared Vision
Motivation
structure
Task Requirements and individual skills/abilities
Individual Needs and
Values
External
*Based on the Burke-Litwin organization causal performance model
Work Climate (Morale)
Where the rubber meets the road: (Appreciative Inquiry)The individual, who has needs:
Freedom to be heard
Freedom to contribute
Freedom to be included
Freedom to make decisions
Freedom to learn
Freedom to fail
Note: Freedom does not equal License!
The Team (Senge)
Shared Focus on Results
Peer Accountability
Freedom to Commit
Freedom to Disagree
Trust: freedom to be open
Summary
Knowledge management is about sharing
-- not managing
A culture that encourages knowledge
sharing must exist first
It’s a cultural transformation Process
Technology – social software -- can help
kick start this transformation
References
Drucker: “The coming of New Organizations”
Nonaka: “The Knowledge-creating Company”
Burke-Litwin Organization Performance Mdl
Wenger, McDermott, Snyder: “Cultivating
Communities of Practice”
Copperrider, et al: Appreciative Inquiry
Senge: The Dysfunctional Team
For more information:
Eugene Hamamoto Decision Research Corporation
[email protected] (808) 983-9171 (808) 366-6371 cell
PMI Honolulu Chapter Roy Uemura, Programs Chair
Top Related