Thursday, April 26, 2012

Just do it - PM & KM

I've finally made up my mind.  For several years now, I've been tempted by the idea of becoming PMP certified.  It started at my previous jobs.  We were clearly involved in project work, yet not using any kind of rigorous methodology for implementing projects.  At NASA, project management is taken very seriously, and since I work directly with the office that is the equivalent of a PMO (Project Management Office), projet management terminology and methodology is everywhere.  It's taken me a while, but I'm finally getting it.  I first had to dwelve into PMBOK when I had to develop a basic taxonomy for a SharePoint site that serves as a centralized access point for lessons learned and insights from projects.  Interestingly, there was already a pretty good match between our existing categories of lessons learned and the "knowledge areas" used in PMBOK.  Once I mapped out the relationships and equivalencies between PMBOK and NASA's own policies for project management (NPR 7120.5), I was on a roll.

On top of that, my primary job involves getting projects to pay attention to "projet learning." PMBOK talks about lessons learned as a closing process.  The main point that needs to get across to project managers is that lessons learned isn't something you do only at the end of the project in the closing phase of the project, it's something you do as an iterative process at the end of each phase of the project. They understand the iterative nature of the project management process groups.  The next step is to make sure that they spell this out in their project plan so that they include project learning activities as an element of phase closing processes.

Now that I've opened my eyes to the potential for linkages between what I was working on (KM), how the PMO and Project Managers think and operate, I've finally made up my mind.  I'm studying for PMP certification. 

What did it for me?
  • The projects I manage are very small (on a NASA scale). PM methodologies can be tailored to even the smallest of projects.  Just thinking of what I do as distinct projects is helpful.  Reporting and communicating about my projects with project management tools, techniques and terminology in mind can't hurt.
  • Since I work primarily with PMP certified folks, it helps to understand their language and their mental framework (even if I am neither an engineer or scientist).
  • I just like to have specific learning goals.  Informal learning is great, but once in a while, I like to focus on something that fits within clear boundaries.  PMP certification is definitely a well scoped out learning goal, though I realize it's just a beginning in terms of project management learning. 
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Saturday, March 03, 2012

What happens when I read a non-fiction book?

A lot happens before I sit down to read in terms of deciding to check this book out but here I am talking about a book that I have already decided is worth reading, for whatever reason.  Therefore I am sitting with this book intending to read it, not just scan through it.

1. To take notes or not
Within a few pages, I know whether this is a book I am going to end up scanning for the overall message or this is a book I am going to take notes on.  Most books will not hold my interest fully to the end.  Somewhere after the mid-point, I start skipping paragraphs that I recognize as fluff based on the pattern established in previous chapters, and I skip them.  I also skip extended descriptions in fiction. 

2. What to capture in notes
Assuming the book is interesting enough for me to take notes, I'll tend to write the chapter title, perhaps a couple of key points per chapter, a quote here and there, and I tend to make a note of other books mentioned in the text.  I know there is usually a list of books and related references in an appendix but I like to make note of the books mentioned in the context within which they were mentioned. 

3. Connecting
Once I'm deep into the book, my mind starts wandering and I start making connections with totally different aspects of my life.  I also start giving myself tasks or action items.  I mark those with an empty check box in my notes.  Of course, I never go back to check them, but it's a way of differentiating a thought from the book from my own thoughts and to do lists.

4. Dissent
Sometimes, I start to get annoyed by the author's argument or recommendations because they suggest something I would never do. I never do exercises.  I know the whole point of the exercise is to act upon newly acquired knowledge but the exercises are not useful to me.  I should rephrase that. Following the exercises in the exact manner they've been laid out is not something I ever do.  However, I don't skip the exercise sections altogether.  I read them and sometimes they inspire me to do something related.  In general, I'd much rather come up with my own follow up activities because they're much more likely to be related to something I NEED to figure out or improve.

5. Useful interruptions
I get interrupted, read something else, and the connections between the two items I've been reading appear.

The idea to reflect a little upon this question, "what happens when I read a non-fiction book?" came from reading Madelyn Blair's Riding the Current: How to Deal with the Daily Deluge of Data. I've read the book quickly.  It wasn't trash reading, but I did skip a lot of the stories and because it is written in a simple, readable style, it is a quick read.    I wanted to get a better handle on the key elements of the framework being presented.  It's actually difficult to get a good handle on them by skipping the stories.  The chapter "lessons" help a little.

I came to this book with a pretty good understanding of my own learning style and having used personal learning plans before.  Therefore, I was looking for ways to revive, re-energize my personal learning practice rather than start from scratch.  One of my first reactions was to realize that in my existing approach, I did not have a practice partner or accompanier.  I also don't have a very "social" approach to personal learning.  Everybody knows that learning is social, so I must be missing a great deal.  Well, the chapter on "Finding the Right Crew" is what started to annoy me.  As an introvert, when I am told that I need to go learn by interviewing people, I am likely to skip the chapter and move on.  While the author acknowledges that some people will be uncomfortable with the approach and she provides some guidance on how to interview people, I think it would have been much more useful to offer alternatives.  The author's bias towards conversations and interactions could be tempered by recognizing that all learning styles are equally valid and there are alternative approaches for introverts.  Here, the useful interruption in my reading happened when I picked up Quiet: The Power of Introverts in a World That Can't Stop Talking, by Susan Cain, and revolted internally against recommendations that appear to assume we're all extroverts (and if we're not we should really make an effort to become extroverts because we're really missing out on some good stuff!).  No, I will not go interview people.  I will find my own way to get relevant information.  I know ME.  An interview will not help me.

So, while I am not going to do the exercises, I did gain some useful insights and will be able to take some action based on 1) a renewed interest in better understanding how I learn best; 2) a sense of mission in terms of finding approaches that would be palatable to introverts.  Last but not least, I noted a half dozen other books that I'd like to check out.

But Madelyn Blair would most likely agree with me that a book, any book, will mean different things to different people.  Some readers will trash read it and others will go all the way and do all the exercises.  I was somewhere in the middle.

Here's my list of follow up actions based on reading Riding the Current:
  • Inventory all the resources and processes I use (or have used in the past) to learn something new.
  • Assess the value added, eliminate what's not working well, think of new approaches that would address the social dimension of learning from an introvert's perspective.
  • Add five books mentioned in Riding the Current to my "to read" list.
  • Consider options for establishing a book group at work focused on the many dimensions of "learning" and connect with the library, human resources staff, and key "friends" of our KM office.
  • Find introvert-appropriate ways to share what I learn. 
  • Strengthen the connection between my learning resources and processes to my long-term professional/career goals.

Wednesday, December 21, 2011

Knowledge Transfer

Most if not all of the books, articles, blog posts and papers I read about knowledge management are talking about relatively simple and traditional organizational environments.  Silos, if they exist, are silos within a single organization.  I am looking for resources that address more complex environments.  How do you efficiently manage knowledge transfer in an environment where the matrixed organization is superimposed on layers of contractors.  On specific projects, everyone on the "team" (contractor or not)  may recognize the need to collaborate around the goals of the team/project, but when it comes to supporting the longer-term goals of the organization, isn't each individual expected to run back to his/her respective home base.  If you are a contractor, how much of your personal knowledge are you comfortable transferring to someone working on another contract?

Saturday, September 17, 2011

KM Research Questions

I recently participated in a Twitter Chat focused on Knowledge Management Research (#KMers chat archive).

The conversation prompted me to think about key research questions I'd like to answer within the context of my own work.
  • What is different about knowledge management in the public sector (compared to the private sector)?
    Related Hypothesis: KM in the public sector is strongly impacted by contractor/government relationships and other types of "partnerships," creating organizational boundaries that inhibit knowledge sharing?
    Impact:  Barriers need to be recognized and addressed upfront.
  • What is the role of project managers and project management in knowledge management within the context of project-based organizations?
    Hypothesis:  1) Project-level knowledge management efforts need to be embedded in standard project management practices (not an add-on supported by the KM office); 2) In the absence of (and in addition to) formal KM requirements or embedding of KM practices in project management practices, the project manager plays a key role in ensuring the KM is taken seriously and not just a "check the box" activity.
    Impact:  We need to better understand how to embed KM practices and principles within established project management processes and we need to bring project managers on board.
  • What knowledge should knowledge management efforts focus on?
    Hypothesis:  KM efforts are often vague about the knowledge domain they will focus on or address, as if it was obvious or KM efforts were expected to cover all knowledge domains relevant to the organization.
    Impact: Be clear about what your KM efforts are covering or not covering.  Be strategic and focused. Don't try to do it all.
 Looks like I've skipped some steps and tried to answer my questions as I was asking them.
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