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Viewing entries tagged with 'Communication'
Following on from few weeks ago where I presented some examples of Web 2.0 - 3.0 technologies and ideas being utilised in everyday life, I would like to continue that theme. Highlighting how the 4C appraoch of social media implementation (from Niall Cook's - "Enterprise 2.0" - Communications, Cooperations, Collaboration & Connection) applies using a real world example. Last weekend I attended a "hackfest" set up by the SilverStripe Open-Source Community. SilverStripe is an open-source Content Management System (CMS) developed in Wellington, New Zealand and powers some high profile corporate and government websites. What makes SilverStripe unique though is the fact that their flagship product is free and open-source. Check out a quick video from Siguard , one of the founders for a great overview of their approach to software and open-source.
As I wonder around Wellington lately I started to realise how much Web 2.0+ (2.5, 3.0) concepts and technologies I actually interact with on a day to day basis. After looking into some of the more formal definitions of these evolutions of the web, 2.0 with the web being used as a platform for social interaction, 2.5 with its "mobile" application of 2.0 ideas and 3.0 looking at being the "semantic" web (web that understands what we are trying to find by providing extra data about our context or preferences). Here is a few of the more interesting situations and examples that are not the usual Facebook checking or Twitter tweeting.
I mentioned in the last month some of the history behind why Social Media is in an absolute boom at present. Mostly this is to do with human interaction and the our social nature which leads us to find ways to communicate and collaborate over long distances. There has also been a business cultural shift towards embracing these social tools to open up a dialog with customers which is perhaps due to the changing generational mix in the workforce as Andreas Kaplin & Michael Haenlein point out:
It seems that all throughout history, human beings have been trying to utilise the latest technology of the times in order to connect, communicate, cooperate and colloborate (the 4 C's!). When I say technology it might not always be the computers and social networks of today (but I will get to that shortly). Just think of smoke signals, carrier pigeons, the horseback mail courier, the telegraph service (morse code), through to the telephone, finally entering the computer era.
The important thing here is really that humans are social creatures and we are pretty clever when it comes to finding ways to communicate even over long distances. This continues on into our modern computer driven era, if we look at some of the ideas and innovations in communication and collaborative technology dating back as far as the 1940's. From Niall Cook's book "Enterprise 2.0", in 1945 Vannevar Bush, who was then the Director of the US Office of Scientific Research and Development, published his article "As we may think" with these visions of the future of communication:
It is important that an appropriate project manager with the right balance of skills is put in place to ensure a successful project. It is said that a good project manager must act like a “mini-CEO” (Pinto, 2007, p. 119) and must be proficient in both the technical skills of a manager balanced with the people skills of a leader.
Another challenging key factor for project management is the process of creating high performing project teams.
Due to projects being considered temporary organisations, that is, they exist for a finite time period; teams are often created from different functional departments to match the criteria of the project. This can create pressure and potential conflict (Huemanna et al., 2007).
In order for teams to achieve a high level of performance there are several stages of the team development process that must be progressed through in order to establish trust and build productive team norms (Pinto, 2007).
These stages consist of forming, storming, norming and performing.
Carrying on looking at some of the challenging factors to effective project management today we look at the particular organisational structure that project style work is set in and how that impacts on the project.
The organisational structure the project is expected to operate in can adversely affect the outcome of a project. Traditional functional structured organisations attempting to respond to the increasingly complex business environment are introducing formal project methodologies and forming what is known as Matrix structures. Thirty & Deguire (2007, p. 655) supports this by suggesting that there is a tendency for organisations to try to “force-fit” the ideas of project management to existing structures in lieu of “looking for ways to adapt the organisation to the project-based approach”.
Over the next few weeks I thought I would discuss and post some blog post into some of the challenges in effectively managing projects. While in particular I myself work in managing IT and Web related projects but many of the ideas I would like to bring up I think apply across the board for project management in many sectors.
I am finding myself filling the role of project manager with my clients more and more, and the following blog posts come from a study of project management through Massey University I completed last year.
Each blog post (of which there will be 7 including this one) will outline, discuss and provide references to further reading.
The new year has kicked in with some vigor already.
I sat down to do a mind map of all the business opportunities coming up in the next few months and the result resembled some sort of spider web very quickly.
Surfice to say I need to sit down and look at all the pros and cons of each opportunity focusing on ones that are in-line with my core values and my approach to business.
With all this work going on I have decided to start each and everyday by doing something creative and give my brain that morning positive boost to keep me going through the day.
I have taken up.... Origami... the Japanese art of paper folding.
Often though we need to make sure we are choosing the right method of communication for the right situation.
For clear facts and tasks plus communication that doesn't require much emotive input; email,Instant Message(IM) or leaving a messageboard post on BaseCamp should be ok.
This is fine when what is needed to be done is very concise and is results based.
The more uncertain or ambiguous the message, brainstorm or conversation and the more you need to convey emotion, we need to start looking and making phone calls, video chatting right up to face to face meetings.
Choosing the right method is almost as important as the message.
For Example… delivering really bad news via a txt message or email… the message is not as important as the method here as it shows a lack of respect or tact.
as always… USE YOUR BEST JUDGMENT!