confluence adoption: techniques for growing your wiki

Confluence Adoption: Techniques for Growing

Your WikiMichael Mielke of Deutsche Bahn

Bill Arconati of Atlassian

1DB Training | GE Beratung (TQM-Team), 12.05.2009

DB Mobility Logistics AG

Michael Mielke

Implementing Confluence and Web 2.0

Knowledge Management System MARVIN

Frankfurt, January 2009

DB Training – Learning & Consulting

Deutsche Bahn AG

Business Unit Consulting (TQM-Team)


„WEB 2.0 is an attitude, not a technology„

„Enterprise 2.0: The Dawn of Emergent Collaboration“

(Andrew McAffee, Harvard Business School)

Demand for the future –changing paradigmas towards „Wikinomics“ by new mind-sets


Example (1) for change through WEB 2.0 – The voter as active designer of a campaign


Example (2) for change through Marketing 2.0 –„Customer driven innovation“ at the new Fiat 500

WEB 2.0 concept and implementation at Fiat:

� 5 Million users with about 250.000 designs => � roughly 500.000 product-variations� Marketing-Innovation through a collective development of advertises, radio-ringles, TV-spots online-encyclopedia such as Wikipedia („500 wants youRAD“)


Wiki-development-principles and their effects

� OPEN

– Every user is a potential deliverer of competence

– Knowledge is available for free

� Incermental

– Gaps in knowledge are invisible

– Developement of structures depend on the users need

� Oragnic

– Knowledge and its context are dynamic

– Simply managed access-control

� Easy

– Minor barriers in the use of knowledge

� Precise

– Context of knowlegde is administrated

– Objectivity is guaranteed by self-adjusting mechanisms

� Comprehensive

– Evolution of knowledge is reconstructable

� Convergent

– Redundant knowledge is pooled [Vgl. u. a. Müller 2006 / Paquet 2006 / Back et al. 2008]


Effects of WEB 2.0 are the improvement of communication, networking and knowledge-acuisition

N=384 (gemittelt)

N=386 (gemittelt)

BITKOM 2008:9/19Components of use

Change in broadcast of information –

from request to subscribe

Shift from software-issues to web-

based services

Users have the possibility to rate

contents and add tags to it

Simplified integration of services and

contents

Social-networking by the users

Deployment of information by the

users

Structuring of informations by its user

Amount of interviewed persons

Relevancy

very high

high

no relevancy

small

average

Effects of Enterprise 2.0

Improved communication between

business partners

Improved internal communication

Improved cooperation with customers

Improved customer satisfication

through improved quality of services

Consolidation of IT-infrastructure

information procurement with

minimal effort

More efficient use of explicit

and implicit knowledge

Fast reaction on changing

markets

Improved basis of

decisionmaking for executives


Intensity of effect

strong

average

low

no effect


Beyond that, WEB 2.0 technologies have a positive effect on the cooperation of employees and their motivation.

BITKOM 2008:21

Influence on corporate culture

Simplified corporate hierarchy

Cooperation of departments

Integration of employees

Motivation of employees


N=330 (averaged)

Evaluation of the influence of Enterprise 2.0 on corporate culture


In case WEB 2.0 technologies are in action, often employee-support by the management is missing

DGFP 2008 b, S. 18

Which methods do you use to train your employees in the use of Web

2.0 applikations?

We increase acceptance by clarifiing the advantages

We developed guidelindes for the use of Web 2.0

We offer trainins

We offer technical support

We set up policies regulating the creation of Wiki and blogs

Other measures

We don‘t train our employees in Web 2.0 applikations

Multiple answers, n=16


…but, you probably can imagine the use of WEB 2.0 in HR

DGFP 2008 b, S. 9Does your company use Web 2.0?

For corporate Information-management

To call attention for potential applicants

For corporate employee-training

For project-management?

For image-care

For corporate job-training

To gain information on an applicant

To gain information on how formers employees report on their emploer

yes no, but we‘re thinking about it no


Business Excellence

Four Competence Centres represent the focus ofDB Training – Learning & Consulting | business unit consulting

Qualification &Training

Monitoring

Consulting

Process-Attendance

Qualification &Training

Monitoring

DB TrainingLearning & Consulting

Process-Attendance

Coaching of employees

pooling of activities

professional support

optimizing results

Capture of internal

situation & the level

of motivation

target oriented

realization

Independent support &

controlling

effective &

efficientimplementation

Competence Centre

Embedded Consulting

Embedded Consulting

Management-Consulting Consulting

Business Controlling & Information-Management

Corporate Development & Psychological Services

Process-Management


Overview: Enviroment at DB Training

„dynamic“ WEB 2.0 System-Logic

cre

ation/

develo

pm

ent

usage/

dis

trib

ution

Safe

Co

rpo

rate

kn

ow

led

ge

„static“ System-Logic

organizational

Competence-Maturity-Level

„Know-how Transfer“

„Navigator“

File-Processing-System

Quality-Management

EFQM-Process-Visualization

DB employee-portal

Leraning-Management-System

/

Learning-Plattform

CB- / WB-Trainings

� conception/ consulting

� Development-Systems

� Author-/Editor-

Management-Systems

� Virtual classroom

� Inspection-database

Improvement-Management

Best-Practice-Navigator

Value-Management

Value-Forum

„KnowledgeScan“

� Plattform of topics

� News / information

� Training-offers

� Karrieremöglichkeiten

� (Online-) forms

� HR-management system

� Order-sales-management

SSP

� Digital personnel-file

Wiki-System

„Marvin“

� Employee-Profile

� organizational matters

� News for customers

� Topic-/ Project-

Backgrounds

� Experiences in

consulting and training

Podcasts

Blogs

Best Practice Day

Competence-Management

Change-Management /

Approach of consulting

� Further Development

systemic Management /

OU

� „Mikro-Change“

� complementary,

reflexive consulting

Prototyping

Group-folders

„TaskOrganizer“

Project- / Measure-Controlling

„EASY“

Entwicklung / Migration

modulare IT-Systeme

DB Training

Management-Hanbook

Setup-Proceeding-

Organziation

„ProSell“

Pipeline-Management-Process


Focus of a new Knowledge-Managament-System should be knowledge that is critical to the success of an organization: ...what is critical to success?

Knowledge, that…

Wic

hti

gk

eit

Availability

low high

low

hig

h

Knowledge critical to success

medium

med

ium

� is needed to create or improve products and internal

and external services that have influence on our

market share

� is only available for some individuals or small a

group of employees

� on short notice, can not be found on the external

market with an appropriate amount of personnel an

financial resources

Critical to success is


The meaning of Knowledge-Management for an organization and its serious benefit...

Increasing

quality

Increasing

efficiency

Lowering

costs

defined and evolutionary

processes regarding

creation and editing of a file

Saved seek time,

error corrections

fast access to information,

easy file distribution,

simplified cooperation Nutzen-Potenziale


...the advantage should be visible for the user

� user friendliness

� confident corporate culture

� voluntariness

� emotional pressure

� support-strategies

� simplification of work

� profiling-possibilities through presentation of an expertise

Factors critical to success (from the view of the user)


TOM-Model as basis for a successful implementation of a corporate Knowledge-Management

Wissens-

management

Human

Organi-

zationTechnique

An organizational structure

considering the central

knowledge-processes

Creation of a corporate

culture that is providing a

continous know-how

transfer and a climate for

knowledge

Technologies supporting

a continous and flexible

transfer of knowledge

16DB Training | GE Beratung (TQM-Team), 12.05.2009 16

Aim of project „Marvin“

Focus is the improvement of Knowledge within TQM-Team

Specific aims:

1. More transparency & re-use of existing knowledge� Templates for everdy-day work

� Useable presentations for short-time meetings

2. Optimal cast & usage of experience� „Whom can is ask needing information X?“

� „Who has contact to customer Y?“

3. Improving the availability for our customers� Preparation of offers by Knowledge-Management

4. Improved sheduling by an active developement of topics� Active creation of new topics

� Overview on topics developement-level


An innovative Knowledge-Management-System has to meet the needs of its users

Intuitiv handling

helpful seek

functionality

incomplex access stimulation of

networks

relevant

information right

on place and time

Quality and

completeness of

information

„easy and simple“

requirements most important

Systematic and

active share

„makes fun“


Control loop for a successful Knowledge-Plattform

Structuring systemsStructuring systemsStructuring systemsStructuring systemsDefining accessDefining accessDefining accessDefining access

initiating, sponsoring,defining tasks

analysis of systems

Gathering & structuringthe collection of knowledge,

Qualification

Continous endorsement of content Optmizing systems

Monitoring and evaluating processes and contents

Integrating other plattforms &

systems

Creating & maintainingcommitment

Distributing & connecting

knowledge

WikiRegelkreis

Concept of motivation

Concept of architecture

Concept of communication

Concept of integration


People, Playgrounds, Prospects, Projects

People� Who are we? What are our talents?

� What is faszinating us?

Playground� Creation of topics

� Creation of new consulting-products

Prospects� Customers & contact to customers

� Knowledge on customers problems and current issues

Projects� Information on Projects: Who was involved?

� What experiences have been made in an project?


Ich finde...

Ich komme von...

People Playgrounds Prospects Projects

People Phonebook, Employee-Profile, Org Chart

This Employees is working on which topics?

This employee has made experiences whit which customers?

The employee worked in which projects ?

Playgrounds Who is dealing with a specific problem?

Overview on topics, Framework Navigator, Product-Navigator

Among which customers this topic is a current issue?

Which projects to a specific issue have been accomplished?

Prospects Who are the contact persons?Who knows this customer?

From the perspective of this customer, what are the current issues?

Customer database, Org Charts of customers, Customer-management, Pipeline

What are the customers projects we worked on?

Projects Who was involved in this project?

What are the topics handeled in this project?

references, contact persons to a project, customers feedback

Project database, project-controlling, project-portfolio-management

4P: Find the connections between thefour dimensions

+ Contexts,

Standards,

Templates

Stammdaten


Marvin-Change- &Promotion-Conzept:Content-creation through „Research against Knowledge“ plus Support

Further measures:

� Creation of a handook for users

� In the beginning: content-quality prior to quality

� Establishment of a Support-Hotline

� Supervision of employees by a Wiki-Trainer on site

in their running projects

� „media-days“ IT-Tools

� Developement of Plug-ins / forms

� IT-translation (English � German)

� Rules: „Netiquette“ &Charter

� „no alternatives“ / target agreement

� „processing time“

� „Marvin-Award“ =>


Realization of “Marvin-Awards” as a measure of change management

Best consultant homepage

Best presentation of a topic

Best presentation of methods

Best representation of a CC

Best customer-reference

Best workshop concept

Beste project homepage

Best information page (generic)

Categories of assesment


…und wie ging es in 2007 weiter….


Screenshots der aktuellen Wiki-Version –Bsp. Einstiegsmaske (1/4)


Screenshots der aktuellen Wiki-Version –Bsp. Beraterprofile (2/4)


Screenshots der aktuellen Wiki-Version –Bsp. Themen (3/4)


Screenshots der aktuellen Wiki-Version –Bsp. Kundenprofile (4/4)


communication Kick-off meeting Newsletter

min. 1 per month

Project-

homepage

Best Practise

Day

(3 per year)

Podcast and

Storytelling

media-

workshop

(min 1 per month)

Floorwalking

support

in the office

knowledge mapping Structures-workshop basic structuresextension ofstructures

support of operativ

processes

analog access

basic sysytems

group-

folders

infrastructure /

plattformdigital access

Global Space

Wiki

local Space 1

local Space 2

local Space 3

using the systems

integration

Plug-ins

motivationconcept of-

motivation

openaccess,

less rules

competition

awards

actions like

Treasure-hunt

laudation &

appreciation

agreement on

objectives

communities of

practise

identification of

expertsregeln & benefits

Integration of:Management of improvements & innovations

Circles of innovationreport on topics

rules

scheduling &communication

KVP, proposals wanted analysis of systems concept of implementation

dep

loym

en

to

f

pla

ttfo

rm

rooms & moderators

competition

integration in overall concept

Aw

ard

&

co

mm

un

icati

on

Possible parts of a concept dealing with the implementation of a broad social software systems

integration

Plug-ins


Project „Marvin“ – factors for success

� strategic top-down-approach

� sponsoring by the management

� aim of project was clearly defined

� Active project-team

� own roadmap including guidelines/ milestones, but a also hight flexibility

� external consulting / project-support

� reconditioning of projects hypothesis + visionary work oriented on solution and resources (Future-

History-Prozess, metaphor)

� 4P-Approach

� elaborated Change-Management-Approach

� creation of a learning wiki system (principle of self-organization)

� long-run change-approach

Was führte zum Erfolg des Projektes:


Sources

� (Michael Mielke / Michael Schulte / Andreas Neus 2008): Wissensmanagement mit Social Software in der Management-Beratung - Das Wiki-Prinzip der Selbstorganisation. In: Back, Andrea / Gronau, Norbert / Tochtermann, Klaus 2008 (Hrsg.): Web 2.0 in der Unternehmenspraxis - Grundlagen, Fallstudien und Trends zum Einsatz von Social Software. Oldernbourg 2008. ISBN: 978-3-486-58579-7.

� (Bitkom 2008): Enterprise 2.0: Analyse zu Stand und Perspektiven in der Wirtschaft. Berlin 2008.

� (Bitkom 2008): Enterprise 2.0 – Auf der Suche nach dem CEO 2.0: Neue Unternehmensphilosophie gewinnt Konturen. Berlin 2008.

� (DGFP 2008 a): Web 2.0 im Personalmanagement: Orientierungshilfe für die Praxis. (Hrsg.) Deutsche Gesellschaft für Personalführung e. V.. Düsseldorf, Praxispapiere Ausgabe 3/2008.

� (DGFP 2008 b): Web 2.0 – Chance oder Risiko für das Personalmanagement. (Hrsg.) Deutsche Gesellschaft für Personalführung e. V.. Düsseldorf, Praxispapiere Ausgabe 1/2008.

� (Kienbaum 2008): Changes and Chances: HR Excellence, Diversity, Compliance. Siebte Kienbaum Jahrestagung, Ehreshoven 2008.

� (Kienbaum 2006): HR-Strategie-Studie 2006: Strategie und Organisation der Human Resource Managements im deutschsprachigen Raum.

� (Pawlowsky, Peter / Wilkens/Uta 2003): Personalarbeit in einer wissensbasierten Wirtschaft 2003. In: Becker, M. / Rother, G. (Hrsg.) Personalwirtschaft in der Unternehmenstransformation, München 2003.

� (Pawlowsky, Peter / Mistele, Peter 2008) (Hrsg.): Hochleistungsmanagement: Leistungspotenziale in Organisationen gezielt fördern. Gabler-Verlag 2008, ISBN-10: 383490709X, ISBN-13: 978-3834907097.

How AtlassianDrives Confluence Adoption

Techniques for Growing Your Wiki

#1 - Start on day oneCreate personal space

Write or blog about yourself

Edit the wiki on day one with a personal introduction

#2 - Give them a reason

Text

(edit me)

Spaces: My Team All

Dashboard

Most Commented Blog Posts in Last 3 Days

12

7

5

5

5

5

4

4

4

4

3

3

3

3

3

A team label is used to group together a list of spaces relevant to a project team. You can

display a team's spaces by selecting a label from below:

View Spaces for Team: sales

Boots Wang

Design

Atlassian Design Team.

Recently Updated - Team Spaces

Craig

Sharkie

about an

hour ago

Re: FishEye Icons II

Quick update! Following the

standup between Paul, JT, and

myself, I've the Release M9

column to hold the final versions...


Same page it is then! Just

remember then that no one can

look at this page which predates

me by the better part of a mo...

FishEye Icons II

Bill

Arconati

about 2

hours ago

Re: Confluence 3.0 Sales

Readiness

Awesome job at putting our best

foot forward with 3.0 features and

pricing. We look so coordinated

externally :)

rmk

about 4

hours ago

Reasons For Not Buying FishEye

Mark

Chaimungkalanont

about 4 hours ago


...and that I'm watching this

page to see which icons I

can pinch for Bamboo, so

we should keep this page

Paul Slade

about 5

hours ago


sharkie, this page has a nice

catchy ring to the title so we

should keep it....

Craig


Morning All I've added the

remainder of the delivered files to

the beta2.0 column. As you can

Add Page Add News

searchDashboard Browse Bill Arconati

Spot the mistake

Embarassingly popular issues...

Come to dinner tonight with Ernie and me

Hellooo atlassiansummit

Thanks for lunch Marketing — Keynote rocked!

Idea - Twitter as a medium for release notes

ICFP Programming Contest 2009

Google Wave and Confluence... An Intern Rambles

Indonesian Gamelan Music Treat on Saturday the 6th of June

Confluence BUGs cleaning - volunteers wanted !

I want a fukn pony dammit...virtualisation FTW

4.5m kite for landboarding or snowkiting

Getting serious about AppLinks

Confluence 3.0 Sales Readiness

Smith Chips Recall

Staff List

Real-time Dashboards

Popular Content

(edit me)

Spaces: My Team All

Dashboard

Most Commented Blog Posts in Last 3 Days

12

7

5

5

5

5

4

4

4

4

3

3

3

3

3

A team label is used to group together a list of spaces relevant to a project team. You can

display a team's spaces by selecting a label from below:

View Spaces for Team: sales

Boots Wang

Design

Atlassian Design Team.

Recently Updated - Team Spaces

Craig

Sharkie

about an

hour ago


Quick update! Following the

standup between Paul, JT, and

myself, I've the Release M9

column to hold the final versions...


Same page it is then! Just

remember then that no one can

look at this page which predates

me by the better part of a mo...

FishEye Icons II

Bill

Arconati

about 2

hours ago

Re: Confluence 3.0 Sales

Readiness

Awesome job at putting our best

foot forward with 3.0 features and

pricing. We look so coordinated

externally :)

rmk

about 4

hours ago

Reasons For Not Buying FishEye

Mark

Chaimungkalanont

about 4 hours ago


...and that I'm watching this

page to see which icons I

can pinch for Bamboo, so

we should keep this page

Paul Slade

about 5

hours ago


sharkie, this page has a nice

catchy ring to the title so we

should keep it....

Craig


Morning All I've added the

remainder of the delivered files to

the beta2.0 column. As you can

Add Page Add News

searchDashboard Browse Bill Arconati

Spot the mistake

Embarassingly popular issues...

Come to dinner tonight with Ernie and me

Hellooo atlassiansummit

Thanks for lunch Marketing — Keynote rocked!

Idea - Twitter as a medium for release notes

ICFP Programming Contest 2009

Google Wave and Confluence... An Intern Rambles

Indonesian Gamelan Music Treat on Saturday the 6th of June

Confluence BUGs cleaning - volunteers wanted !

I want a fukn pony dammit...virtualisation FTW

4.5m kite for landboarding or snowkiting

Getting serious about AppLinks

Confluence 3.0 Sales Readiness

Smith Chips Recall

#3 - Create Editing Cycles

Agenda Minutes

StatusTasks

Meetings

Move familiar activities to the wiki

#4 - Share news and discourse• Internal Blog–Reports–News–Debates

#5 - Be as open as you can

Lock down only as needed

Trust your employeesEncourage non-work use.

Would you ban Facebook?

Is adoption is a problem?

“Training is not required....But itʼs necessary"

Second-User ExperienceExperimental Plugin

For secondary users

• What is this wiki thing?

• How do I use it?

Context sensitive

• Get on the right path

• Get in early

Administrative Control

Set Your Own URL

• Host it yourself or

• Use a remote resource

Use Localized Content

confluence adoption: techniques for growing your wiki

Technology

bill foot

fukn pony

sales boots

commented

fisheye icons

atlassian

buying fisheye

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