An approach to implementing Web 2.0 using Communities of Practice. Describes the process and deliverables involved in establishing a Community of Practice. Describes how to initiate and plan a Community of Practice to meet strategic objectives. Describes metrics for CoPs. Lists common Web 2.0 features for CoPs.

1. Web 2.0: A Community-
Based Adoption
Approach
Brian Richardson, PMP

2. Objectives
• Describe Web 2.0 implementation using a
Community-based approach
• Identify the process, roles and deliverables
involved in establishing a Community of Practice
• Extract data from a case study to create a
Community of Practice charter
• Extract data from a case study to review a
Community of Practice

3. Agenda
• Define Web 2.0
• The promise of Web 2.0 technologies, and
results so far
• Why a Community-based approach
• Define a Community of Practice
• Identify the process and deliverables involved in
establishing a Community of Practice
• Case Study
• Q&A

4. What is Web X.0?
Web 1.0 – • Information delivery (brochure sites)
• Transactions (eBay, Amazon)
Static Web
• Entertainment (ESPN.com, YouTube, Netflix OnDemand)
Web 2.0 • Social networking (Facebook, LinkedIn)
• Collaboration (Wikipedia)
• Applications and data storage (Cloud Computing)
• Data sharing/publishing (Twitter, blogs, YouTube)

5. The Promise of Web 2.0
Solutions that harness the relationship capital
within social networks can address a number of
critical business challenges, including:
• Brand awareness, value, and reputation
• Innovation capabilities
• Corporate social responsibility
• Strategic talent, learning, and recruiting initiatives
• Collaboration and knowledge management (KM) strategies
• Customer relationship management (CRM)
• Workforce virtualization

6. Web 2.0/3.0 Results
• In a 2008 McKinsey survey (McKinsey, 2008), 22% of
executives voiced strong dissatisfaction with Web
2.0/3.0 tools and only 21% reported being satisfied
overall with their use of these tools.
• For those organizations that consider their
implementations successful, one of the most-commonly
cited best practices (Burton Group, 2009) was the use of
a managed community (vs. technology-centric)
approach to implementation.

7. Key Elements to Web 2.0 Adoption
People and
Process
Governance Flexibility

8. What is a Community of Practice (CoP)?
A network of people • A CoP defines itself in the doing, as members share experiences,
insights, and best practices related to a topic or discipline using
who come together… collective norms and processes
…to share information • Exchange ideas, collaborate, and learn from one another in face-
to-face and virtual environments
and knowledge… • Capture best practices, develop expertise, and steward bodies of
knowledge
• Are able to access a constant flow of information to do their jobs
better and more consistently across segments
• Develop a communal memory, so individuals do not have to
remember everything themselves
…with a practice • Clear ties to business objectives and organizational strategy
• Balance between executive support and grassroots initiatives
orientation. • Expert-led communities, which produce more reliable content
• Strong objectives and focus to help integrate activities into
normal workflow vs. being “one more thing”

9. Characteristics of CoPs
Domain
Community Practice

10. CoP Lifecycle
Initiation Planning Activation
Monitor and
Closure Execution
Control

11. Key Deliverables
Communication
Initiative List and Marketing Governance
Charter
Plan Plan
• What is our • What will we • Who will we • Who will set and
purpose? do? reach? enforce policy?
• What are our • By when? • What are our • How will we
goals? • Who is key messages? measure
• Who do we responsible? • How will we success?
serve? reach them? • How will we
coordinate
areas of the
organization?

12. Key Roles
Role Definition
Knowledge Manager •Support and oversight role; not necessarily part of the CoP
•Helps set-up CoP, provides structure and guidance
•Provides training on process and tools
Practice Area (Domain) •Provides strategic direction for practice areas
Owner •Determines which CoPs should be supported
•Determines if CoP recommendations align with strategic vision
•Provides input on related CoPs
CoP Sponsor •Reviews and approves key CoP deliverables
•Responsible for membership and content
•May or may not be Practice Area Owner
Moderator •Monitors content
•Ensures compliance with company standards and governance
•Ensures questions are being answered
Practice Area (Domain) •Provides input on activities and deliverables
Expert •Mentors other practitioners
•Assists CoP Sponsors and Community Managers
•Creates content (blogs, knowledge assets)
•Facilitates discussions and answers questions.
Community Member •Shares information, knowledge, experiences, insights and best practices around shared
(Practitioner) goals
•Is invited or applies to join CoP

13. Key Roles, continued
Role Definition
Human Capital Partner •Business advisor who identifies, develops and implements Human Capital solutions
which contribute to achievement of business goals
•Monitors business performance focusing on people-related metrics and trends
•Aligns CoP activities to Human Capital strategy
Governance Board •Reviews CoP progress against goals
•Determines synergistic opportunities
•Identifies and promotes CoP accomplishments
•Identifies duplication of efforts

14. Overview
Role Initiation Planning Activation Execution Monitor Close
Practice Area
Owner
Sponsor •Gather
inputs
•Complete •Identify
request form leadership
Moderator •Go to training •Determine
•CoP works toward achieving goals
•Complete and focus •Launch CoP
•Establish mentoring relationships
submit charter
•Create and enhance social and
•Identify •Kick-off key
Expert deliverables initiatives
•Create
initiative list
•Create
HCP marketing /
intellectual capital
comm plan
Members Recruited/
apply
Governance Assess goal •Fulfilled charter
Review / achievement, •Lost momentum
Board time spend and •No longer aligned
approve charter
satisfaction to strategy
Knowledge
Manager SUPPORTS CoP

15. CoP Metrics
Adoption • % of target audience reached
• % of users contributing/participating
• % of users subscribing/following
Knowledge • # Experts identified
• # Questions answered
Creation/Transfer • # Expert blog posts
• # Knowledge assets created
• Knowledge asset usage
• Knowledge asset quality
Goal Achievement • Communication/marketing milestones
• Initiatives
• Business results

16. Case Study
Case Study
• Your role = process expert (not content expert)
• Part 1 – Complete Charter
• Part 2 – Complete CoP Checkpoint

17. Questions? Contact us.
Brian Richardson
www.richardsonconsultinggroup.com
773-474-1834
brian@richardsonconsultinggroup.com
http://www.linkedin.com/in/briandrichardson
Twitter: @briandrichardso

18. Appendix

19. Appendix - Sample Features
Content Management • Approval/publishing workflows
• Version control
• Content types
• Metadata management
• Flag of inappropriate/incorrect content
• Expert blog/wiki /microblogging
• Rich media
• Moderator features
• RSS feeds
• Analytics
Collaboration • Discussion forums/threads
• Wiki
• Adhoc workspaces
• Online meeting/whiteboarding
• Instant message/chat
Social • User profiles
• Ability to follow people, discussions
• Expert search
• Rating of content/answers
• Comment/Bookmark
• Polling
• Tagging
Integration • HRIS
• LMS
• Skills DB
• Performance Management
• Desktop Applications (word processing, spreadsheet, etc.)
• Business Applications and Data

20. Appendix
• Common Technology Platforms
– Jive Software (jivesoftware.com)
– NewsGator (newsgator.com)
– MediaWiki (mediawiki.org)
– Sharepoint/MOSS (sharepoint.microsoft.com)
– Drupal (drupal.org)
– Confluence (atlassian.com/software/confluence)
– Yammer (yammer.com)