The Value of Social Media for Project Managers
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We discuss the growing culture of Social Media and how its finally starting to be utilised by Project Managers and Project Management firm. Take a look and see how we can see it improving your business practices.
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The Value of Social Media for Project Managers
- 1. 1 +44 (0) 843 289 5355 www.liveandsocial.com Jonnie Jensen Digital Coach & Social Media Strategist Presentation available at: http://slideshare.net/jonniejensen Connect with me at: http://linkedIn.com/in/jonniejensen http://twitter.com/jonniejensen http://gplus.to/jonniejensen jonniejensen@liveandsocial.com +44 7900183311 Social Project For Excellence
- 2. 2 +44 (0) 843 289 5355 www.liveandsocial.com The World has gone social…
- 3. 3 +44 (0) 843 289 5355 www.liveandsocial.com
- 4. 4 +44 (0) 843 289 5355 www.liveandsocial.com Has Project Management? In the Past, PMs Could Assume: • Most team members in a single office location • Siloed skills • Detached • PM software on a desktop workstation • Rigid • Status reports delivered at weekly meetings • Monthly executive review • Formal
- 5. 5 +44 (0) 843 289 5355 www.liveandsocial.com Social business defined as: The deep integration of social media and social methodologies into the organization to drive business impact. - Brian Solis, Altimeter
- 6. 6 +44 (0) 843 289 5355 www.liveandsocial.com
- 7. 7 +44 (0) 843 289 5355 www.liveandsocial.com Social Technologies Raise Productivity Improved communication and collaboration through social through social technologies could raise the productivity of interaction workers by 20 to 25 per cent
- 8. 8 +44 (0) 843 289 5355 www.liveandsocial.com Departments Still To Realise Benefits
- 9. 9 +44 (0) 843 289 5355 www.liveandsocial.com FULLY NETWORKED ENTERPRISES technically behaviourally RAISE PRODUCTIVITY BY 20 TO 25 PER CENT. TRANSFORMATION OF management practices organisational behaviour
- 10. 10 +44 (0) 843 289 5355 www.liveandsocial.com Value Of Social Media To Project Managers • 2/3 of Project Managers surveyed believe social media is a key issue for their industry • Primary Benefits Identified: – Collaboration – Communication – Networking Opportunities – Increased Efficiency Source: Harrin Survey 2011
- 11. 11 +44 (0) 843 289 5355 www.liveandsocial.com Does It Really Matter? DANGER–DANGER–DANGER–DANGER Business As Usual Use of social media and social technology in everyday life. Based on Moores Law you can’t catch up BUSINESSKILLER
- 12. 12 +44 (0) 843 289 5355 www.liveandsocial.com Business as usual – will kill you photo credit: jronaldlee
- 13. 13 +44 (0) 843 289 5355 www.liveandsocial.com
- 14. 14 +44 (0) 843 289 5355 www.liveandsocial.com Social technologies can empower individuals to form communities of interest around specific issues or causes, providing societal benefits
- 15. 15 +44 (0) 843 289 5355 www.liveandsocial.com Open Accountable & Supportive • Closed Controlled and Selective – the old way • Connected communities of people bounce around between themselves • Content and communication create cross sections of knowledge and opportunity • The internet locks these cross sections in time for other people to discover • Knowledge and experience collectively evolves • The process repeats photo credit: striatic
- 16. 16 +44 (0) 843 289 5355 www.liveandsocial.com CLOSED CONTROLLED SELECTIVE OPEN ACCOUNTABLE SUPPORTIVE Based on ORS by Thomas Power. Take the leadORS.co test
- 17. 17 +44 (0) 843 289 5355 www.liveandsocial.com Emotional Response To Social
- 18. 18 +44 (0) 843 289 5355 www.liveandsocial.com Creating Effective Teams SOCIAL PM Leader Specialties Quality Control Conflict Resolution
- 19. 19 +44 (0) 843 289 5355 www.liveandsocial.com What’s In It For You PM? • Selection of appropriate staff • Shared ownership • Project build • Accessibility • Delegation • Problem solving • Real time reporting
- 20. 20 +44 (0) 843 289 5355 www.liveandsocial.com What’s In It For Your Project Team? • Appropriate assignments • Shared ownership • Influence • Accessibility • Access to information • Productivity • Acknowledgement • Empowered and happy
- 21. 21 +44 (0) 843 289 5355 www.liveandsocial.com The Cultural set up for social business success
- 22. 22 +44 (0) 843 289 5355 www.liveandsocial.com Top Down • Business leaders active on social media • Have vision • Aligned with business goals • Aligned with individual needs • Agile and prepared to respond to information • Supportive and committed under pressure
- 23. 23 +44 (0) 843 289 5355 www.liveandsocial.com Meets Bottom Up • Active users of social media • Understand the vision • Motivated by the opportunities • Shared company values • Goals aligned with peers • Inspired by leaders • Supportive of others
- 24. 24 +44 (0) 843 289 5355 www.liveandsocial.com Not Everyone Wants To Go Social
- 25. 25 +44 (0) 843 289 5355 www.liveandsocial.com Support And Relate • Shared values • Common goals • Provide training • Mentor • Evaluate • Acknowledge
- 26. 26 +44 (0) 843 289 5355 www.liveandsocial.com Influence Creates Happiness Your bio Your experience Your content Your shared content Your conversations Who’s connected to you Who shares your updates Who talks about you Who endorses you Who refers you Personal value Influence Happiness
- 27. 27 +44 (0) 843 289 5355 www.liveandsocial.com Tool Selection • Cost • Industry relevance • Current infrastructure • Requirements of the project • Skills of the project team • Scalability
- 28. 28 +44 (0) 843 289 5355 www.liveandsocial.com Context: social media in the workplace is best when focused on topics or outcomes.
- 29. 29 +44 (0) 843 289 5355 www.liveandsocial.com Real Collaboration SOCIAL PM Collaborative documents Wikis Instant messenger Google Hangouts / webinars Remote access Shared calendar's Apps and plug-ins
- 30. 30 +44 (0) 843 289 5355 www.liveandsocial.com Define A Social Media Policy
- 31. 31 +44 (0) 843 289 5355 www.liveandsocial.com Profiling Staff Effectively • Create a central resource of staff skills and experience • Empower staff to be known and found • Case Study: Big Lottery Fund – Wiki for democratic sharing, updating and discussing documents – Big Connect for profile, communications, groups and projects – 20% of staff within three months of launch – 35% of staff after inclusion of formal messaging system
- 32. 32 +44 (0) 843 289 5355 www.liveandsocial.com Big Lottery Fund Experience “Staff are using the tool to talk to people they would not normally come into contact with” “Teams who work across different sites are beginning to set up groups to continue their conversations after meetings and VC appointments” “Reduces duplications and silo working” “Promotes the development of ideas” Hayley Brown @haylsbrown http://talenthayley.wordpress.com/about/ “Exploiting the skills tag functionality to identify mentors, setting up groups as knowledge forums”
- 33. 33 +44 (0) 843 289 5355 www.liveandsocial.com “On the web a whole suite of tools have been made available to communicate. That's the idea, simply taking the benefit from the web and bringing it internal" James Duffy, head of intranet at Schroders
- 34. 34 +44 (0) 843 289 5355 www.liveandsocial.com Communication • People’s natural yearning to belong to a group • Collaboration quality determines quality of the project • Open-plan encourages involvement and cultivates trust. • Social tools gives each team member a voice • Social projects breed creativity and foster innovation
- 35. 35 +44 (0) 843 289 5355 www.liveandsocial.com More than 30 million networked sensor nodes are now present in the transportation, automotive, industrial, utilities and retail sectors. The number of these sensors is increasing at a rate of more than 30 per cent a year. - McKinsey Global Institute ‘Big Data: The next frontier for innovation, competition and productivity.
- 36. 36 +44 (0) 843 289 5355 www.liveandsocial.com Big Data • Collaborative data is shared and open • Real time monitoring and accuracy • Forecasting and nowcasting of events • Modelling success in decision making • Overlaying information to reveal hidden opportunities • Need based product development • New business models based on data
- 37. 37 +44 (0) 843 289 5355 www.liveandsocial.com Engage your end customers
- 38. 38 +44 (0) 843 289 5355 www.liveandsocial.com Real Collaboration SOCIAL PM Collaborative documents Wikis Instant messenger Google Hangouts / webinars Remote access Shared calendar's Apps and plug-ins
- 39. 39 +44 (0) 843 289 5355 www.liveandsocial.com Its About Being Social It’s not about the technology It is about communication It’s not about money It is about interaction It’s not about efficiencies It is about trust It’s not a fad It is because people are social animals
- 40. 40 +44 (0) 843 289 5355 www.liveandsocial.com Jonnie Jensen Digital Coach & Social Media Strategist Presentation available at: http://slideshare.net/jonniejensen Connect with me at: http://linkedIn.com/in/jonniejensen http://twitter.com/jonniejensen http://gplus.to/jonniejensen jonniejensen@liveandsocial.com +44 7900183311 Social Project For Excellence
Hinweis der Redaktion
- About.com also found that companies using the web to share content and educate their audiences are more likely to establish authority and a sense of transparency that drives perception Eighty-three percent of consumers said they trust companies that offer different resources aimed at educating them
- Leader A team leader can be an active participant in team decision-making, or she can be an administrator who abides by the rules and guidelines set forth by a consensus among team members. The role of the leader depends on the responsibilities she has within the team, but an effective team has someone in charge to help maintain order and move the team forward. Specialties Each member of a team has a specialty that he can use to contribute to achieving team goals. The organizational structure of the team is based on the effective use of team resources to meet company demands. The segmentation of the group into areas of expertise is what allows the team to process information and develop effective solutions to issues. Quality Control Every team has a person, or group of people, responsible for making sure that the work generated by the team is up to its standards. For example, authors submit their work to editors to be checked for accuracy, proper content and grammatical structure. Work is not released from the team for company consumption until it has passed the standards of the quality-control structure put in place by the team. Conflict Resolution To remain effective, a good team has a process in place for internal conflict resolution. It may be the team leader who decides the outcome of a conflict, with the team members agreeing to abide by his decision. Alternatively, conflict may be resolved in a team meeting. Regardless, in order to prevent internal conflict from affecting productivity, the organizational structure of a team must include a detailed, comprehensive process for conflict resolution.
- The asset management and private banking company Schroders is turning to social media to help its staff communicate more effectively and to cut spiralling volumes of e-mail. The financial services company plans to roll out social networking tools by using collaboration tools that came bundled with Schroders' content management system Vignette. It's about being able to communicate and collaborate more effectively. Most organisations are using a very limited tool set to communicate and collaborate - face to face and e-mail. But externally on the web a whole suite of tools have been made available to communicate. That's the idea, simply taking the benefit from the web and bringing it internal," he said.
- People’s natural yearning to belong to a group and interact with others in a meaningful way. It turns the project into a temporary social structure, where the quality of collaboration will determine the quality of the project to a great extent. The open-plan structure creates a clear understanding of how all team members are contributing to the project, which encourages involvement and cultivates trust. The use of social tools gives each team member a voice, which in turn breeds creativity and fosters innovation.
- 2. There are five broad ways in which using big data can create value. First, big data can unlock significant value by making information transparent and usable at much higher frequency. Second, as organizations create and store more transactional data in digital form, they can collect more accurate and detailed performance information on everything from product inventories to sick days, and therefore expose variability and boost performance. Leading companies are using data collection and analysis to conduct controlled experiments to make better management decisions; others are using data for basic low-frequency forecasting to high-frequency nowcasting to adjust their business levers just in time. Third, big data allows ever-narrower segmentation of customers and therefore much more precisely tailored products or services. Fourth, sophisticated analytics can substantially improve decision-making. Finally, big data can be used to improve the development of the next generation of products and services. For instance, manufacturers are using data obtained from sensors embedded in products to create innovative after-sales service offerings such as proactive maintenance (preventive measures that take place before a failure occurs or is even noticed).
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