Presented by Paul Jones P&PM Process Champion, Fujitsu Presentation Synopsis: Understanding your customers’ changing organisation is difficult enough, but combined with your own ever changing organisation and the faster pace of project delivery we need to leverage more than just our own knowledge and experience. A strong project management community driven by knowledge sharing may be the answer you need. Fujitsu’s vision is about providing the ability for project managers to share and interact with other members of the community, sharing knowledge and experience, but just as important is taking that knowledge back into the organisation. All of this needs to support the individual in developing their professional career and the organisation improving its project delivery. The size of your organisation is irrelevant, every organisation can benefit from a knowledge based community, it is how you shape the community to meet your needs that will deliver the benefits. As Project Managers we do not deliver, we do not cut code or build bridges, we work with teams and stakeholders to ensure that delivery is done. The job is about working with people, breaking down barriers, reducing risk, managing change. To do this well it’s not about “know what” it’s about “know how”. Better access to knowledge and the support to use it wisely means faster, cheaper and higher quality projects. Our community framework is underpinned by the knowledge cycle which takes the know how from individuals to continually improve corporate knowledge. In turn corporate knowledge sets the standards for your project managers and raises project management capability. It is the flow of what you know and what you need to know.

1. Shared Knowledge is Power - Building a
Project Management Community
Paul Jones
Fujitsu EMEIA P&PM Community Lead and Process Champion

2. 2
Project Managers love change, it’s what we do
And the rate of change is accelerating:
― AI
― Blockchain
― Big Data
― Automation
― IoT
Good news!
Project Delivery is All About Change

3. 3
Dr Joseph Reger – Fujitsu EMEIA CTO

4. 4
The Rate of Change – We see it every day
https://www.statista.com/chart/10311/netflix-subscriptions-usa-international/

5. 5
Within three years, 76% of organisations expect to work more
agile than traditional in their project management
Approx. 30% of the respondents were already at this point
KPMG 2017 survey on project and programme management
What About Projects? - Agile Delivery

7. 7
1. 6 sigma
2. Agile Modelling
3. Behaviour Driven Development
4. Beyond Budget
5. Crystal
6. Cynefin
7. Design Thinking
8. DevOps
9. DAD
10. DSDM
11. Extreme Programming
12. Feature Driven Development
13. Human Centred Design
14. Kaizen
The Agile Landscape
15. Kanban
16. LESS
17. Lean
18. Management 3.0
19. Mikado Method
20. Prince 2 Agile
21. FLOW
22. RUP
23. Rightshifting
24. SAFe
25. Scrum
26. Test Driven Development
27. Theory of Constraints

8. 8
 Rapidly changing technology and organisational
needs
 Keeping up with customer expectations
 Changing delivery approaches – fail fast
 The days of the know everything guru are gone
The Challenge

9. 9
 Empower your people to drive the direction of your
project management capability
 Utilise the combined knowledge and experience of
your people
 Put in place a supportive environment to foster
knowledge transfer
 Make knowledge sharing part of the culture
Meeting The Challenge

10. 10
The Fujitsu Community Vision
Our community is driven by its members, is self-
supporting, supportive and professional. At its heart
is our ability to improve both personal and
organisational knowledge, offering opportunities to
develop new skills and build on those we have

11. 11
Knowledge is a fluid mix of framed experience, values, contextual information, and
expert insight that provides a framework for evaluating and incorporating new
experiences and information. It originates and is applied in the minds of knowers. In
organizations, it often becomes embedded not only in documents or repositories but
also in organizational routines, processes, practices, and norms.
Working Knowledge: How Organizations Manage What They Know By Thomas H. Davenport and Lawrence Prusak
Knowledge and information are not the same thing. It is the difference
between know what and know how. Know how you can't reduce to
information
You don't need information for knowledge, you need people
The Expert View

12. 12
The Fujitsu Community
Process
Tools
Best Practice
Networking
Training &
Development
SMEs
Coaching &
Mentoring
Personal
Learning
Delivery
Experience Sharing
Lessons
Project
Artefacts
Ideas
Communities
Of Practice
I n dividu al
K n owledge
Cor por ate
K n owledge
Lessons
Delivery
Experience
Professional
Memberships

13. 13
How We Continually Improve
Networking
Communities
Of Practice
Ideas
Project
Artefacts
Sharing
Lessons

14. 14
How We Continually Improve
Networking
Coaching &
Mentoring
SMEs
Communities
Of Practice
Ideas
Training &
Development
Project
Artefacts
Sharing
Lessons
Best Practice
Lessons

15. 15
How We Continually Improve
Networking
Coaching &
Mentoring
SMEs
Communities
Of Practice
Ideas
Training &
Development
Process
Tools
Project
Artefacts
Sharing
Lessons
Best Practice
Lessons

16. 16
Process
Process
Tools
Best Practice
Networking
Training &
Development
SMEs
Coaching &
Mentoring
Personal
Learning
Delivery
Experience Sharing
Lessons
Project
Artefacts
Ideas
Communities
Of Practice
I n dividu al
K n owledge
Cor por ate
K n owledge
Lessons
Delivery
Experience
Professional
Memberships

17. 17
Our Community Engagement
Events
Program & Project Management Community
Local Community Leads
Webcasts Newsletters Forums Surveys
Continual
Improvement
Local CommunityLocal CommunityLocal CommunityLocal Community
Webcasts Newsletters Forums Surveys
Continual
Improvement
Events Webcasts Newsletters Forums SurveysEvents
Local communities based
on the business function
or country allow smaller
groups to share and
support each other
Local community leads
can engage across all
communities and share
best practice and ways of
working
The community can
engage across all P&PM
professionals and support
the local communities,
bringing new ways of
working across the
organisation

18. 18
A community provides an organisation with the structure to share
knowledge and experiences
Putting knowledge sharing as the key purpose of the community starts to
change the culture
A strong knowledge transfer culture enables change to happen faster,
driven by the community, not imposed on the community
It’s already happening in the organisation, the community gives it shape
and context
It values those who share
It opens the organisation to new ideas and ways of working
Sharing knowledge and using the know-how of others means faster,
cheaper and a competitive edge
The Value of a Community