Dal Web2.0 al Project Management 2.0: il mondo Open Source edi principali strumenti disponibili. Stefano Morpurgo PMP PMI NIC Chivasso, 5 / 3 / 2009

Transcript

1 Dal Web2.0 al Project Management 2.0: il mondo Open Source edi principali strumenti disponibili Stefano Morpurgo PMP PMI NIC Chivasso, 5 / 3 / 2009

2 Agenda 2 Introduzione: cosa, come, perché Tassonomia e classificazione Panoramica degli strumenti Consigli ai naviganti Esperienze di vita vissuta

3 Una rivoluzione copernicana 3 Il Web 2.0 ha spostato la produzione dei contenuti

4 dal centro alla periferia verso i cosiddetti prosumer, produttori e consumatori allo stesso tempo Forrester definisce il Web 2.0 così: 4 A set of technologies and applications that enable efficient interaction among people, content, and data in support of collectively fostering new businesses, technology offerings, and social structures.

5 Un crescendo di variazioni Il Web 2.0 a cascata ha generato infiniti altri Enterprise 2.0 Project Management 2.0 Ecc.

6 L Information Workplace In parallelo assistiamo alla nascita di un nuovo modo di organizzare la postazione di lavoro: 6 An Information Workplace is the digital workplace of the future for all kinds of workers: traditional office workers, people who work primarily with other people, and people who work primarily with the physical world. Information Workplaces provide a seamless, guided, visual, role-based, contextual, multimodal, social and quick work experience. Information Workplace platforms provide content management, portals, collaboration, office productivity, dashboards, and learning. (Forrester)

7 Convergenza One of the major trends in the tech industry today is the adoption of Web 2.0 technologies such as blogs, wikis, podcasts, and RSS. While most of Web 2.0 technologies are evolutionary, it s the convergence of these technologies along with fundamental shifts in the nature of business, a changing workforce, and geopolitical and economic imperatives that can produce revolutionary breakthroughs. Already, we see that Web 2.0: Fosters fundamental changes in consumer behavior Enables business efficiency (Forrester) 7

8 Il problema 8 Il PM come pivot del progetto, ma con il pericolo di diventare un collo di bottiglia Gli strumenti tradizionali di PM, un grosso aiuto sugli aspetti quantitativi ma non su quelli qualitativi La nascita del Web 2.0: un cambio di paradigma dove scompare la divisione tra produttori e fruitori di contenuti Nasce spontanea la domanda: possiamo usare gli strumenti del Web 2.0 nell ambito del Project Management?

9 Gli aspetti nascosti 9 Una comunità Web 2.0 è una piazza, un luogo virtuale in cui su base volontaria - tutti raccontano a tutti Per contro, un progetto spesso ha degli aspetti delicati di riservatezza di cui bisogna tenere conto Ancora più difficile da gestire: la partecipazione non è volontaria, e la disponibilità di raccontare tutto a tutti non è affatto scontata C è dunque un trade-off da stabilire e - talvolta - da cercare di raggiungere

10 L utilizzo nel Project Management Il PMBOK accenna spesso agli aspetti relazionali e comunicativi: 10 Coinvolgimento degli stakeholders La gestione della comunicazione nel gruppo di lavoro Il passaggio delle informazioni tra progetti attraverso lo strumento delle Lessons learned In una parola Collaborazione. In queste attività possiamo usare gli strumenti di collaborazione a patto che

11 Quando il PM 2.0? 11 Cultura della condivisione Progetti piatti e sparsi : tanti partecipanti lontani nello spazio e nel tempo Situazioni fortemente dinamiche Project Manager e top management sponsor forti dell approccio

12 Consigli ai naviganti E una questione organizzativa, non tecnica 12 Ambienti stabili? Controllo dei costi strategico? Cultura gerarchica? Se si, allora il PM 2.0 non va bene

13 Lo studio di NWM da parte di Forrester Motivating Factors Usage: For blogging, Awareness implemented identity servers that manage who can log into and contribute content. Employee Adoption: Seeded with 8 respected employees blogs before opening it up to all employees Enlisted blogging evangelizers Benefits seen: Northwestern Mutual is in the highly regulated insurance industry. They developed a working team to ensure compliance. They ensure that corporate document retention policies are followed and have implemented tools to flag potentially unprofessional words or phrases. Security Blogs-i1313nternal and external RSS wikis (on a limited scale. Looking at vendors and solutions currently) podcasts (experimental) Compliance Issues CEO Edward Zoe s strategy to open the windows and increase collaboration and communication across the enterprise. Build an institutional memory due to 1/3 of employees due to retire within 5 years. Improvements in corporate communications Individual productivity Team productivity When we get to the meeting, we are a little more up to speed on issues we ve raised on the project blog and a little farther down the road on our thinking. It leads to greater productivity. (Tom Lemke, Manager of Communications Technology, Northwestern Mutual) Advice Establish blogging guidelines and best practices 13 people feeling freedom to express their opinions at all levels and being encouraged to do that is easy in theory but is more difficult in practice. People do feel intimidated; they do feel vulnerable. It takes a long time to foster that kind of environment. Edward Zoe

14 Un tassello di una strategia più ampia Why Develop An Enterprise Collaboration Strategy? 14 Start With Roles And Responsibilities, Not Technology The High-Level Collaboration Strategy Committee Generates The Plan The Executive Sponsor Lends Influence To Overcome Cultural Resistance The Cross-Functional IT Architecture Team Executes The Plan The Program Manager Coordinates It All Treat Your Collaboration Strategy As A Living Document Developing An Enterprise Strategy Is An Exercise In Collaboration organize a high-level collaboration strategy committee, identify an executive sponsor, create a cross-functional collaboration architecture team, and designate a program manager (Forrester)

15 Quanto PM 2.0? 15 Cominciare con una comunità piccola e coesa. Sperimentare i tool e gli aspetti culturali Indirizzare le fasi più piatte e comunicative (la raccolta dei requisiti, la raccolta degli avanzamenti, i feedback dagli utenti, le lessons learned ) Estendere progressivamente

16 Le regole dell Enterprise 2.0 Three products in the social-software toolbox -- blogs, wikis and RSS -- have begun to gain traction inside companies. IT'S OK TO START SMALL BROADER SUCCESS REQUIRES MANAGEMENT SUPPORT PICK THE RIGHT TOOL. Most Enterprise 2.0 projects start out modestly Blogs are best for time-sensitive or time-stamped information, and for details that are best tied to a particular author Wikis work best for information that needs to last and be frequently revised, and where the information is more important than knowing who contributed. TRUST, BUT HAVE POLICIES (MICHAEL TOTTY) 16

17 La filosofia del PM 2.0 At the heart of the new project management (let s call it PM 2.0) is collaboration, and people now are defining a project as any work undertaken to achieve a business objective. When we start to think of projects as based on collaboration - instead of on control - a new approach to managing projects emerges. The need for shared insight and the ability to look across the board and see things holistically is at the forefront of PM 2.0. With insight and collaboration driving a project, people and businesses are accomplishing much more than when they relied on silos of information that were built around control and an adherence to traditional PM rules that fit work around a PM system, rather than the PM system fitting around the work. This shift in project management is similar to the change that took place in word processing. Whereas once you would hand a document or notes to someone for them to type up, we now have a variety of word processing tools that empower the people within an organization to take that responsibility themselves. However, this transition to PM 2.0 has not been seamless - organizations have been giving business people PM responsibilities without realizing they don t speak the language of the old PM. Today, businesses need to look to leaders within their organization who can drive toward a common business objective and are willing to collaborate to get there. Since teams are spread over so many different boundaries (geographic, organizational, objectives, etc.), collaboration becomes the key component to PM 2.0. (Chris Lynch of eproject) 17

18 Riconoscete l Agile? Leisa Reichelt is interested in the changes going on in project management and she calls these changes Social Project Management or Project Management 2.0. At Enterprise 2.0 Conference 2007, she gave a presentation on Social Project Management, where she pointed out several distinctive features of the new wave in the project management discipline. According to Leisa, they are: 18 small teams, motivated people, limited planning, minimal scope, small projects, rapid release, responsiveness, iterations. Leisa noted that there are other ways to manage projects than ye olde fashioned waterfall methodology. According to her, these ways emerge in project management due to the penetration of social software into in the enterprise.

19 Modalità di interazione Riemer, Kai, European Research Center for Information Systems (ERCIS), University of Münster, Leonardo-Campus 3, D Münster, Germany 19

20 Livelli di collaborazione 20

21 Elementi costitutivi della collaborazione 21

22 Nuvole di strumenti 22 Il Web 2.0 è padre ed allo stesso tempo figlio di una grande varietà di tecnologie, strumenti e servizi, per la maggior parte gratuiti e spesso anche Open Source

23 Quali strumenti? Tante classi di strumenti: 23 PM Tradizionale (WBS, Stime, Time Sheet, ) GDT ( Getting Things Done ) Wiki Blog RSS Forum Groupware Document Management Systems

24 THE MARKET FOR ECOLLABORATION SYSTEMS Riemer, Kai, European Research Center for Information Systems (ERCIS), University of Münster, Leonardo-Campus 3, D Münster, Germany 24

25 Quadrante magico degli strumenti di collaborazione 25 Il campo dei leader è ancora vuoto Grande varietà di strumenti, origini, modo di accesso, costo Un mondo in grande evoluzione

26 Open Source Software Software gratuito E Liberamente modificabile da chiunque 26 Precede storicamente il web 2.0 ma ne condivide la filosofia (software dal basso ) L esempio di TrueCrypt

27 Open? Una scelta difficile 27 Forte legame culturale con Web 2.0 Evolvono rapidamente ma altrettanto rapidamente possono morire Tendenza ad integrare e a favorire l integrabilità (anche con strumenti proprietari) Base installata talvolta molto ampia Possibilità di sviluppare moduli e personalizzazioni Costi nascosti Bisogna saper scegliere

28 Altri elementi distintivi 28 Funzionalità Sicurezza e segregazione Piattaforma HW / SW Facilità e gradevolezza di uso Interfacciabilità Numero di progetti / numero di partecipanti Ampiezza della community

29 PM Classico dotproject PHProjekt ]Project-Open[ Zoho Project Condivisione di: 29 Calendario Rubrica Task / Gantt / Pert Milestones Time sheet, budget, costi Files

30 PM Classico 30 dotproject

31 Tasks & Todo s / GDT Basecamp & Descendents 31 Condivisione di: ActiveCollab Project Pier OpenGoo GoPlan Wrike Task & Milestones Files Messaggi / commenti Files Remember the Milk Trak

32 GDT ( Getting Things Done ) 32 projectpier

33 Wiki 33 TWiki TikiWiki DocuWiki MediaWiki Condivisione di: Documentazione Manuali Glossari Testi strutturati

34 Wiki 34 TikiWiki

35 Blog 35 WordPress WikyBlog MovableType Condivisione di: Opinioni dei singoli Resoconti Lessons learned

36 Blog 36 MovableType

37 RSS Condivisione (notifica) di: 37 Aggiornamenti

38 Collaborative Text Writing 38 Google Apps Social Text Zoho Writer Condivisione di: Testi brevi Lettere tipo Template

39 Collaborative Text Writing 39 Zoho Writer

40 Forum 40 phpbb

41 Document Sharing 41 KnowledgeTree Owl Epiware Alfresco Condivisione di: Documenti Files

42 Groupware 42 Group Office EGroupWare PHPGroupWare SimpleGroupware OpenGroupware Zimbra Scalix Condivisione di: Calendario Rubrica Task/To do Mail Schede progetto Files