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Similar a Early proposal for how to change our internal collaboration and communication systems
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Early proposal for how to change our internal collaboration and communication systems
- 1. Road forward Ideas and data Gabriele Sani 16 April 2013
- 2. Page 2 Guidelines • The best solution is the one that offers the highest Business Value for the same amount of investment • 24mins/week is roughly 1% of the work time of a person – this is several times higher than any other cost or gain USERS FIRST
- 3. Page 3 Context 1. We need to learn to work differently 1. Eg: the OSP points at a stronger focus on working with partners – how can we support it? 2. In the expected lifetime of the solution (+5 years), technology and business needs will change, and failing to adapt to the user’s needs is a cost 2. Budget is constrained 1. We cannot set a target and expect to receive the necessary resources to reach it, thus we have to focus on the delivering as much as we can with the budget that is available
- 5. Page 5 Understand the user’s needs • Collect the results from workshops and individual feedback • Analyse scenarios validated by end users • Weight scenarios by their significance • Eg: coordinate the response to a new humanitarian emergency vs organize a celebrity visit • Identify the importance of each tool in a scenario • Eg: Find the people you need to talk to vs have a video chat instead of audio-only Scenarios are fundamental
- 6. Page 6 1 2 3 4 5 … From Scenarios to Business Value Scenarios Tools Business Value estimate Weight by significance Weight by importance
- 7. Page 7 Cost Estimates • Costs should be evaluated over the whole expected lifetime of the project • The cost estimate should include: • User’s time • Training costs • Opportunity costs • Licence costs • Initial Development & Integration costs • Maintenance costs • Cost to access expert advice on the platform (find a good consultant) • Future development & integration costs (expect changes!) • Initial migration TO the system • Technical support costs • Usability Studies • System Analytics (can reduce the costs for the three items above) • Opportunity costs (cost of vendor lock downs) • Migration FROM the system • …
- 9. Page 9 Information needs Links Highlights Lists and digests Work papers and references Casual readers Interested readers Professional interest Anyone ENGAGING COMPREHENSIVE DETAILED FAST Different users need to reach different depths in different areas
- 10. Page 10 How this fits with the FC3 • The FC3 scenarios are often facets of a single task: how to quickly reach relevant information • Unless following a link to a specific resource, users access any system from the top of the pyramid (menu items) • Paths from the top to the bottom of the pyramid map how users reach relevant information • Sumus, like many other systems, has was wealth of information at the bottom layer, but it does not provide enough paths to it, hence the common “I cannot find content” problem • We need a system that can provide those paths • The same user may need to reach different levels in different areas • They may not be aware of information that could be useful to their job, how can we enrich those paths without adding too much noise?
- 11. Page 11 Audiences and Tools • Different audiences have different needs BUT • Information management needs are similar • Access the right amount of data • Avoid information silos • Encourage sharing ideas • Simplify exploring other areas • Keep people informed • One Oxfam • Reward sharing • Talent management • … Campaigns Communications User 1User 2User 3User 4
- 12. Page 12 Current gap Links Highlights Lists and digests Work papers and references Casual readers Interested readers Professional interest Anyone The system is more geared for retaining knowledge than sharing information, but it lacks an IA strategy! Sumus is weak in these areas
- 13. Page 13 Links Highlights Lists and digests Work papers and references Filling the gap Casual readers Interested readers Professional interest Anyone Menus Recommended Links Summaries Internal articles Homepage links Tag Pages Info Groups Portals Working groups Humanitarian Resp. Internal Comms Portal The goal of the Internal Comms portal is to foster cultural change
- 14. Page 14 Links Highlights Lists and digests Work papers and references Filling the gap Casual readers Interested readers Professional interest Anyone Menus Recommended Links Summaries Internal articles Homepage links Tag Pages Info Groups Portals Working groups Humanitarian Resp. The goal of the Internal Comms portal is to foster cultural change Tag pages and Info Portals
- 15. Scenarios
- 16. Page 16 Scenarios 1. Project Team Lead - Setting up project, team, team space 2. Team Member - Country project 3. External Stakeholder - Fundraising person doing an appeal around an emergency response. 4. Staff member - New manager has to prepare report for new financial year. 5. Editorial - IT person in Oxfam Novib creates & publishes revised security policy in response to incidents. 6. Coordinator - Regional program advisor for EI is writing a strategy paper for the region. 7. Member - Someone joins a smaller affiliate with remit to improve their T4D strategy. 8. Member - WASH HSP is deployed to a rapid onset emergency. 9. Coordinator - Regional funding coordinator is preparing a donor report. 10. External stakeholder - Programme director recruiting new Program Manager looking for job description, remuneration policies, etc 11. Leader - New country director wants to get to know their team/program and communicate their approach. 12. Coordinator - Setting up Trustee meeting to approve strategy. 13. Audience - Corporate announcement to as many people as possible.
- 17. Page 17 Additional Scenarios • Coordinate the response to a Humanitarian Emergency • Modify Cat of a Humanitarian Emergency • Start a working group for a new global Campaign • Start a new partnership • A new affiliate joins the confederation • …more? • We should start from the most important ones!!!
- 18. Page 18 A Country Media Coordinator arranges the visit of a celebrity Scenario 1 Steps ToolsQuestions Ideas Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 UC FS Musician X is due to visit Tanzania to promote Oxfam’s work - this was arranged some time ago between his agent and the Mark, the celebrity coordinator in Oxfam Ireland HQ. The visit has been agreed in principle by the country director, who has asked Sharon, the Tanzania media coordinator, to organise things. (see slide notes for details) Step 1 Q1 Q2 PD In PD UC Q3 In UC In PD In UC FS UC PD FS PD In Q4 In UC FS FSi1 i2 i3
- 19. Page 19 Business Value • Tools for the assessment • the OSP and other key Oxfam strategic papers • Past experiences of existing collaboration tools in Oxfam • the FC3 workshops, surveys, and the individual interviews • Best practices and case studies of similar tools to the ones adopted • Studies of collaboration tools • Suggestions of experts …
- 20. Tool Selection
- 21. Page 21 Three strategies 1) Consolidate what we have 2) Develop a new stack of best-of-breed solutions 3) Choose a single-vendor solution
- 22. Page 22 1) Consolidation Pros • Minimal upfront investment • Reduced migration costs and time • Fast and cheap improvements • Reduced training costs • No vendor lock down • Individual components can be changed in the future Costs Business Value Integration Customization Development Cons • May be expensive to maintain • Limited or no integration between tools • Limited scope of improvement • Additional developments may be expensive, and of quite limited scope • Buy-in from the users may be difficult
- 23. Page 23 2) Best-Of-Breed Pros • May be cheap to maintain • May be cheap to customize • No vendor lock-down • Individual components can be changed in the future Costs Business Value Integration Customization Development Cons • May require a high initial investment, in terms of budget and time • Complex project management • Some developments may be expensive • Requires multiple licence agreements or the use of Open Source software
- 24. Page 24 3) Single vendor Pros • Almost no integration costs • Simpler project management • Large number of commercial integrations with other technologies • Enterprise-ready tools • Economy of scale on a single licence agreement Costs Business Value Integration Customization Development Cons • Ongoing Licence costs • Only 3 players: Google, IBM, Microsoft • Vendor lock-down • May require a single mailing system • Customization can be very expensive • Some customizations may not be possible
- 25. Page 25 Making a choice • Compare the business value, not the tools • There is no absolutely superior choice 1. Fix the budget, and choose the solution with the highest business value 2. Fix the business value, and allocate enough budget to meet it Current costs Currently Delivered BV Costs Business Value Visionary Backward Ingenious Misguided Now Impractical: budget constrains cannot be avoided
Notas del editor
- Other Projects: New databases like the Advocacy Contacts Database and improvement of the Corporate Contacts Database Taxonomy Pages: see, for example, Countries in Sumus - https://sumus.oxfam.org/node/106129 Info Groups: similar to what is being developed for the RiC group, and to the Humanitarian Response Portal
- Other Projects: New databases like the Advocacy Contacts Database and improvement of the Corporate Contacts Database Tag Pages: see, for example, Countries in Sumus - https://sumus.oxfam.org/node/106129 Info Groups: similar to what is being developed for the RiC group, and to the Humanitarian Response Portal
- Step 1 Sharon sends Mark a link to the intranet Country Visitor form that people complete when arranging a country visit. This is a standard Oxfam form and covers who is coming, why, when, any special circumstances etc. Questions: How can she find the correct procedure, and past experiences? Where can she find the form? Will it be the right one to use? Tools: People Directory Respective Email and Job Title Intranet: list of policies, possibly linked to best practices/ past experiences information about the celebrity, if available list of places that could be worth visiting, with contact information Step 2 Mark fills in the form and returns it to Sharon by email. They have a quick online chat to set up a call to discuss the details, negotiate what is feasible, etc. Tools: People Directory Respective timezones and working days Respective Online/Offline status Contact details for IM Unified Communications Chat Step 3 They have the call, and use video for part of it as a good way of starting to get to know each other. They discuss the content of the form, and share a document afterwards with the agreed meeting notes. Tools: Unified Communications Video chat File Sharing Step 4 Mark turns the notes into a formal ToR, which Sharon reviews. She suggests a few changes and they discuss and agree this on another call. The agreed ToR is saved in the Tanzania section of the intranet, so everyone involved in the visit can easily find it. UC, intranet, file sharing Questions: How can we make the task of creating a ToR simple and fast? How can he find a ToR template How can he find relevant (in country and celebrity visit) ToRs Tools: Intranet Find relevant ToR template Online form with fields from/to the database Be alerted to past relevant ToRs Ability to share the ToR with all Tanzania colleagues Simple ToR approval process Unified Communications Chat Ideas: Can we setup automatic processes to reduce the time spent on paperwork while improving the processes? Step 5 Sharon then directs Mark to the “Visiting Tanzania” section of the Tanzania country information on the intranet so he can find out what Musician X and his entourage will need by way of Visa info, Medical info, Security updates, Cultural background, etc. Tools: Intranet Have a “Visit this country” area Ideas: Highlight if a document is missing Step 6 Meanwhile Sharon sends the link to the ToR to the program team, and sets up a call/meeting with them to discuss the visit + start preparing an itinerary and other arrangements Tools: People Directory List of in country programme teams Intranet Shared calendar synchronized with people’s individual calendars Unified communications Group call File Sharing Shared itinerary – people can comment on it Step 7 They have a meeting to agree on a draft itinerary to finalize over the next week. They share this with the media team in HQ, so they can comment on it and highlight any potential issues as early as possible. Sharon coordinates this process with a few IM sessions and calls, and negotiates something everyone can commit to. Tools: Unified communications Group call People Directory List of in country, HQ, and regional media people File Sharing Shared itinerary – people can comment on it Step 8 The itinerary is put in the news section of the Tanzania event, and on their events page/calendar, and an alert is sent to the whole Tanzania team and the East Africa media coordinator Tools: People Directory List of in country employees List of region media coordinators Intranet Country News item, shared with Media and Celebrity groups Itinerary dates are logged on relevant team and individual calendars Step 9 Sharon creates a personal checklist of stuff she needs to arrange the visit -- this is based on previous checklists she’s used, with a few tweaks: airport transfers, hotels, drivers etc. Questions Can she learn from other people’s experiences? Tools: Intranet Archive personal documents for later reuse Be alerted to similar documents Ideas: Find feedback on suppliers Step 10 A week before the visit, Sharon, Mark and Musician X’s agent have a video conference call. Sharon is introduced to the agent and they run through and agree on final arrangements, check that everything is in place, set the scene for how the visit will go, do a final briefing on country context and any special requirements or cultural issues all parties need to be aware of. Tools: Unified Communications Video Chat File Sharing Share file with non-Oxfam people