M E L I A
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ldquoCreating and nurturing the MELIA Community of Practice (CoP) A strategic Knowledge Management and Dissemination Platform for the discovering and implementation of the Good Practices in IWRM based on the EU-WFD recommendations in
the Mediterranean Areardquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
hellipLetrsquos remember again the main targets of MELIA Project
Building a knowledge base for integrated water resources management (IWRM) planning based on integrating contributions from different perspectives involving the wide spectrum of stakeholders and based on the general frame defined by EU Water Framework Directive
Develop a Mediterranean-wide awareness of the social (cultural and participatory) economic and technological issues related to water management
Propose participatory mechanisms and prevention tools to avoid competition in resources allocation between regions states and different waters users
Provide legislative and administrative bodies with criteria and arguments agreed in a consensual way by a wide representation of social economic scientific and political actors from different countries to support sustainable water policies and economy
hellipThe dissemination of the results of MELIA will be the most relevant and appreciable output carried out by means of a wide communication strategy addressed to all those involved actors in water use who set up the MELIA Community or Practice (CoP) in rising awareness at educational level in research administration and policy making
Contribute to the construction of a common frame and knowledge and to the development of a common terminology and semantic and help water negotiations hellipBUThellip
Provide the intellectual basis and the indicators to perform a benchmarking exercise of Integrated Water resources management in the Mediterranean area
hellipBUT in this sense WHAT is a Community of Practice (CoP) Some important theoretical definitions to take into accounthellip
Choosing the definition provided by WengerDermottSnyder (2002) they define CoPs as follows
rdquoCommunities of practice are groups of people who share a concern a set of problems or a passion about a topic and who deepen their knowledge and expertise in this area by
interacting in an ongoing basisrdquo
Internal Communities of Practice entirely within individual organizations
Communities of Practice in Network Organizations A network organization is a relationship among independent organizations (Powell 1990)
In an initial classification criterion of the CoPs they are divided in 2 groups
Communities of Practice in Network Organizations
Member organizations in a network work in close and continuous cooperation on projects or processes involving partnerships common products andor services and even a common strategy
In solving problems in todayrsquos environment it is becoming increasingly important to cross boundaries either within the organization or to unconnected organizations for fresh insights
Learning and knowledge exchange through networks focuses on the inter-organizational network as a resource generator to enhance learning
ldquoNetworks of Practicerdquo
At this point ldquoextra-organizationalrdquo CoPs can be defined as networks of practiceA network of practice is an open activity system focused on work practice and it may exist primarily through electronic communication It is a type of CoP in that it is a social space where individuals working on similar problems help each other and share perspectives about their practice
However in a network of practice people working within occupations or having similar interests congregate to engage in knowledge exchange about the
problems and issues that are common to their occupational community and shared practice
ldquoNetworks of Practicerdquo CoPs
ldquoSelf-organizingrdquo NoPsCoPs ldquoFormalrdquo NoPsCoPs
A self-organizing network of practice is a loosely organized and informal network that has no central management authority or sponsor membership is voluntary and there is little explicit commitment
A formal network of practice has a membership that is controlled by fees andor acceptance through some central coordination authority that also assists in organizing facilitating and supporting member communications events and discussion topics
However a network of practice has a focus on specific work issues and strategies of immediate importance to the membership and it may in fact become an adjunct to an affinity network An example of an affinity network is purchasing managers members of an association who may form networks of practice where they communicate on a regular basis on strategies practices opportunities and innovations
bull Additionally despite the many similarities of these CoPs there are also important differences that have to be considered like competition or different organisational cultures coming together which make rich these structures
bull Together with the last classification there is a important distinction to be made
As it was described before there are CoPs within organisations and across organisations but as well there are CoPs which contain others CoPs and they
donrsquot know the existence of each other necessarilyhellip
These ones can be discovered by the application of Social Analysis Techniques
These initiatives have already undergone many phases Initially the new Information and Communication Technologies (ICT) were in the focus of many strategies
In the last few years attention has been paid increasingly to soft factors like culture or trust and to personal networks
Communities of practice (CoP) are considered as a particularly successful and promising way for Knowledge Sharing Nowadays communities of practice are a widespread form of knowledge sharing and learning not only in Research and Technologic Development Cooperation but applied to other thematic areas of the Knowledge Society
Is the MELIA CoP a Network of Practice with Formal structure attributes
Letrsquos analyse in detail the MELIA CoP Context (Theoretical Framework)
Theoretical background based on the CoP Theoretical Framework (WengerDermottSnyder (2002)) Modelling which shapes the setting for the MELIA CoP
According to these arguments a CoP is combination of three structural elements
bull1048707 The DOMAIN of knowledge which defines the area of shared inquiry the set of issues discussed in the community
bull1048707 The COMMUNITY the members of a community the social fabric their motivation and interactions
bull1048707 The PRACTICE the set of frameworks ideas tools information styles language stories and documents that the community members share
Every CoP has some kind of output outcome and impact These three terms are defined as follows
1048707 OUTCOME Results of a programme or project relative to its objectives that aregenerated by its respective partnersrsquo outputs
1048707 OUTPUT The tangible products (goods services) of a programme or project
1048707 IMPACT Positive and negative primary and secondary long-term changes oreffects produced by a programme or project directly or indirectly intended orunintended
In this sense It is clear that depending on this positive andor negative IMPACT the SUSTAINABILITY willwonrsquot be guarantee
The COMMUNITY is subject to a process and changes itself as time goes by It is initiated and develops over time to the current shape and is also embedded in a political environmental social and economical context that is ever evolving There is a mutual interaction between the COMMUNITY and its surrounding CONTEXT
Additionally there are 4 HIDDEN essentials are
bull MOTIVATIONndash of its members visible in their personal interest and in the priority they attribute to CoP in their daily activities
bull MANDATE ndash of the concerned organisation(s) defines on one side the thematic focus with the declared interest of the organisation in a concrete outcome on the other side the mandate gives open space for self-commitment to its members (working time and financial resources)
bull A little bit of ldquordquoINFORMALrdquordquo structure inside the official Formal NoP structure ndash beyond organisational boxes and lines Most CoPs make a link between organisational units and between organisations (ldquoflexibilityrdquo)
Legitimate peripheral participation (LPP) is a theoretical description of how newcomers become experienced members and eventually old timers of a CoP or collaborative project
bull According to LPP newcomers become members of a community initially by participating in minute and superficial yet productive and necessary tasks that contribute to the overall goal of the community These activities are typically simple and carry low risk to the community as a whole but are also important
bull Through peripheral activities novices become acquainted with the tasks vocabulary and organizing principles of the community Gradually as newcomers become old timers their participation takes forms that are more and more central to the functioning of the community
bull LPP suggests that membership in a community of practice is mediated by the possible forms of participation to which newcomers have access both physically and socially If newcomers can directly observe the practices of experts they understand the broader context into which their own efforts fit Conversely LPP suggests that newcomers who are separated from the experts have limited access to their tools and community and therefore have limited growth
bull LPP is not reserved for descriptions of membership in formal organizations or professions whose practices are highly defined (this is interestinghellip)
It crucially involves participation as a way of learning mdashof both absorbing and
being absorbed inmdashthe ldquoculture of practicerdquo by means of a ldquoabsorptive capacityrdquo of the new knowledge created and feedbacked again by the CoP
An extended period of legitimate peripherality provides learners with opportunities to make the culture of practice theirs (Lave and Wenger 1992)
So now it is time to answer the following ldquobrainstormingrdquo questions referred to the MELIA CoP
What is the size of the groupWho is participating What isthe commitment
What is the inner structure ofthe group What roles can bedifferentiated
What is the domain of concern(theme topic) Who defines it
What is the aim of theinteraction
To what extent motivation andinterests are personal and towhat extent mandated by theinstitution
What kinds of results areexpected Who defines them
What is the planned durationof the interaction (initially)
How is the working mood ofthe group
Where is the source of theinformationknowledgeexperience
What are the working tools ofthe CoP Worgroups
How is the group financedWho has an interest in itsfinancing
Now it is time to put names in the Theoretical MELIA CoP Context
MELIA CoP DOMAIN
The MELIA CoP DOMAIN is based on the establishment and support of a Strategic and Sustainable Knowledge Management and Dissemination Platform for the Dialogue (Information and Knowledge Sharing ) with other running or past research projects and initiatives dealing with the Integrated Water Resources Management (IWRM) in the Mediterranean Area and the other target objectives described in the Work Plans of its corresponding Coordination Action Technical Annex objectives
The Knowledge Thematic Areas covered by this DOMAIN are structured in the following way
MELIA CoP COMMUNITY
The MELIA CoP COMMUNITY is structured in
bull The COMMUNITY Core Group Partnership Consortium
41
6
2
1
1
4
1
2
1
3
1
4
13
3
3
hellipBUT looking at the map shown above it is clear that although the most relevant stakeholders in IWRM are represented in the MELIA CoP COMMUNITY CORE GROUP Membership NOT all the Mediterranean Area organizations (research centres governments regulators users and providers) belong to this Consortium
In this way they should be invited to participate as active actors in this process of Knowledge Management and Dissemination in the MELIA CoP because of the fact that IWRM is supposed to be one of the leading topics identifies by the Monitoring Committee of the Euro-Mediterranean Partnership in Science Technology and Innovation as a key field for the SUSTAINABLE development of the Mediterranean Countries additionally with the general purpose of opening up the European Research Area to the Mediterranean Space and the application of the principles and actions of the European Water Framework Directive (WFD) to this area
MELIA CoP COMMUNITYThe last reasoning justifies the expansion of the CORE Group to new Members for the COMMUNITY CoP who constitute the MELIA CoP Legitimate Peripheral Participation (LPP) (ldquonewcomersrdquo role described in previous slides) ldquoSIMILARrdquo PROJECTS
bull Mainly focused on EU-INCO-MED Projects past current and future initiatives (WASAMED FOGGARA WADAMED MED-REUNET SED-Net DESURVEYWADIhellip)
bull Rest of Projects (Related to the Mediterranean Area (SEMIDE-EMWISEU-MEDA-WATER MED-EUWI EU-MEDSTAT-ENV etchellip)
bull Related to the rest of EU and World Areas (EU-WFDEU-LIFEEU-SMAPUNEP-MAPEXACT INCO-DEV Asiahellip)
ldquoINDEPENDENTrdquo IWRM EXPERTS
bull As well mainly focused on their INCO-MED Projects past current and future initiatives participation (ie experts from MED7 Renewable Energies and Water Risk Management Workshop Athens May 2005 hellip)
bull Coming from the rest of Projects in IWRM Related to the Mediterranean Area Related to the rest of World Areas
EXPERTS FROM ANOTHER THEMATIC AREAS
MELIA CoP COMMUNITY
bull For instance Environmental Sciences Renewable Energies Sociology hellip
MELIA CoPLPP DECISION-MAKERS (which not belong to the MELIA CoP CORE GROUP)
Benefits for Decision-Makers from participation in MELIA CoP
Get access to information and know-how Increase personal network Facilitator for partnerships
Other benefits
1048707 Gaining power of persuasion1048707 Being involved while remaining independent1048707 Test new ideas and innovative solutions1048707 Multiplier for resources1048707 Benchmarking1048707 Increased reputation1048707 Other personal benefits like having fun
Mainly focused on the Mediterranean Area active participation
The public concern about water is deeply rooted in the cultural basis of the Mediterranean societies but the progressive urbanisation and industrialisation of the agricultural production has distanced the common people on the practical issues related to water management reducing the debate on the water related problems to technical levels or conflicts of interests between competing users of an scarce resource
hellip and LAST BUT NOT LEAST ALL THE CITIZENS
MELIA CoP COMMUNITY
The public do not participate in these debates and this situation provokes lacks of concerns or worse loses of opportunities to reach a sustainable management of water with the complicity and participation of ALL users including the common citizens Raising awareness of the competing demands of water and the conflicts related to this issue is one of the target of MELIA
hellipBUT the relevance of the content is not the only reason why this community is thrive MELIA CoP would have to cultivate a unique community spirit that holds the group together
MELIA CoP COMMUNITY
The members should always be looking forward to meeting their colleagues some consider each other as friends This community spirit was also supported by the common events or special social events during the MELIA CoP workshops
In the MELIA CoP - like every community of practice - individuals with different backgrounds and interest must come together There are always hierarchies in communities but the hierarchy among the members should only be applied on the Coordination and Managerial (Administrative) Project aspects
Everybody feel that he or she benefit from the MELIA CoP meetings In fact IT IS MORE A DISTRIBUTION OF FUNCTIONS AND ROLES Some members could be more active than others other members that could often be quite expressive others could be more introspective It is important for the group spirit that nobody goes to the meetings just to gain without giving something back to the group - there is a win-win-situation for everybody
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
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- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
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- Slide 54
- Slide 55
hellipLetrsquos remember again the main targets of MELIA Project
Building a knowledge base for integrated water resources management (IWRM) planning based on integrating contributions from different perspectives involving the wide spectrum of stakeholders and based on the general frame defined by EU Water Framework Directive
Develop a Mediterranean-wide awareness of the social (cultural and participatory) economic and technological issues related to water management
Propose participatory mechanisms and prevention tools to avoid competition in resources allocation between regions states and different waters users
Provide legislative and administrative bodies with criteria and arguments agreed in a consensual way by a wide representation of social economic scientific and political actors from different countries to support sustainable water policies and economy
hellipThe dissemination of the results of MELIA will be the most relevant and appreciable output carried out by means of a wide communication strategy addressed to all those involved actors in water use who set up the MELIA Community or Practice (CoP) in rising awareness at educational level in research administration and policy making
Contribute to the construction of a common frame and knowledge and to the development of a common terminology and semantic and help water negotiations hellipBUThellip
Provide the intellectual basis and the indicators to perform a benchmarking exercise of Integrated Water resources management in the Mediterranean area
hellipBUT in this sense WHAT is a Community of Practice (CoP) Some important theoretical definitions to take into accounthellip
Choosing the definition provided by WengerDermottSnyder (2002) they define CoPs as follows
rdquoCommunities of practice are groups of people who share a concern a set of problems or a passion about a topic and who deepen their knowledge and expertise in this area by
interacting in an ongoing basisrdquo
Internal Communities of Practice entirely within individual organizations
Communities of Practice in Network Organizations A network organization is a relationship among independent organizations (Powell 1990)
In an initial classification criterion of the CoPs they are divided in 2 groups
Communities of Practice in Network Organizations
Member organizations in a network work in close and continuous cooperation on projects or processes involving partnerships common products andor services and even a common strategy
In solving problems in todayrsquos environment it is becoming increasingly important to cross boundaries either within the organization or to unconnected organizations for fresh insights
Learning and knowledge exchange through networks focuses on the inter-organizational network as a resource generator to enhance learning
ldquoNetworks of Practicerdquo
At this point ldquoextra-organizationalrdquo CoPs can be defined as networks of practiceA network of practice is an open activity system focused on work practice and it may exist primarily through electronic communication It is a type of CoP in that it is a social space where individuals working on similar problems help each other and share perspectives about their practice
However in a network of practice people working within occupations or having similar interests congregate to engage in knowledge exchange about the
problems and issues that are common to their occupational community and shared practice
ldquoNetworks of Practicerdquo CoPs
ldquoSelf-organizingrdquo NoPsCoPs ldquoFormalrdquo NoPsCoPs
A self-organizing network of practice is a loosely organized and informal network that has no central management authority or sponsor membership is voluntary and there is little explicit commitment
A formal network of practice has a membership that is controlled by fees andor acceptance through some central coordination authority that also assists in organizing facilitating and supporting member communications events and discussion topics
However a network of practice has a focus on specific work issues and strategies of immediate importance to the membership and it may in fact become an adjunct to an affinity network An example of an affinity network is purchasing managers members of an association who may form networks of practice where they communicate on a regular basis on strategies practices opportunities and innovations
bull Additionally despite the many similarities of these CoPs there are also important differences that have to be considered like competition or different organisational cultures coming together which make rich these structures
bull Together with the last classification there is a important distinction to be made
As it was described before there are CoPs within organisations and across organisations but as well there are CoPs which contain others CoPs and they
donrsquot know the existence of each other necessarilyhellip
These ones can be discovered by the application of Social Analysis Techniques
These initiatives have already undergone many phases Initially the new Information and Communication Technologies (ICT) were in the focus of many strategies
In the last few years attention has been paid increasingly to soft factors like culture or trust and to personal networks
Communities of practice (CoP) are considered as a particularly successful and promising way for Knowledge Sharing Nowadays communities of practice are a widespread form of knowledge sharing and learning not only in Research and Technologic Development Cooperation but applied to other thematic areas of the Knowledge Society
Is the MELIA CoP a Network of Practice with Formal structure attributes
Letrsquos analyse in detail the MELIA CoP Context (Theoretical Framework)
Theoretical background based on the CoP Theoretical Framework (WengerDermottSnyder (2002)) Modelling which shapes the setting for the MELIA CoP
According to these arguments a CoP is combination of three structural elements
bull1048707 The DOMAIN of knowledge which defines the area of shared inquiry the set of issues discussed in the community
bull1048707 The COMMUNITY the members of a community the social fabric their motivation and interactions
bull1048707 The PRACTICE the set of frameworks ideas tools information styles language stories and documents that the community members share
Every CoP has some kind of output outcome and impact These three terms are defined as follows
1048707 OUTCOME Results of a programme or project relative to its objectives that aregenerated by its respective partnersrsquo outputs
1048707 OUTPUT The tangible products (goods services) of a programme or project
1048707 IMPACT Positive and negative primary and secondary long-term changes oreffects produced by a programme or project directly or indirectly intended orunintended
In this sense It is clear that depending on this positive andor negative IMPACT the SUSTAINABILITY willwonrsquot be guarantee
The COMMUNITY is subject to a process and changes itself as time goes by It is initiated and develops over time to the current shape and is also embedded in a political environmental social and economical context that is ever evolving There is a mutual interaction between the COMMUNITY and its surrounding CONTEXT
Additionally there are 4 HIDDEN essentials are
bull MOTIVATIONndash of its members visible in their personal interest and in the priority they attribute to CoP in their daily activities
bull MANDATE ndash of the concerned organisation(s) defines on one side the thematic focus with the declared interest of the organisation in a concrete outcome on the other side the mandate gives open space for self-commitment to its members (working time and financial resources)
bull A little bit of ldquordquoINFORMALrdquordquo structure inside the official Formal NoP structure ndash beyond organisational boxes and lines Most CoPs make a link between organisational units and between organisations (ldquoflexibilityrdquo)
Legitimate peripheral participation (LPP) is a theoretical description of how newcomers become experienced members and eventually old timers of a CoP or collaborative project
bull According to LPP newcomers become members of a community initially by participating in minute and superficial yet productive and necessary tasks that contribute to the overall goal of the community These activities are typically simple and carry low risk to the community as a whole but are also important
bull Through peripheral activities novices become acquainted with the tasks vocabulary and organizing principles of the community Gradually as newcomers become old timers their participation takes forms that are more and more central to the functioning of the community
bull LPP suggests that membership in a community of practice is mediated by the possible forms of participation to which newcomers have access both physically and socially If newcomers can directly observe the practices of experts they understand the broader context into which their own efforts fit Conversely LPP suggests that newcomers who are separated from the experts have limited access to their tools and community and therefore have limited growth
bull LPP is not reserved for descriptions of membership in formal organizations or professions whose practices are highly defined (this is interestinghellip)
It crucially involves participation as a way of learning mdashof both absorbing and
being absorbed inmdashthe ldquoculture of practicerdquo by means of a ldquoabsorptive capacityrdquo of the new knowledge created and feedbacked again by the CoP
An extended period of legitimate peripherality provides learners with opportunities to make the culture of practice theirs (Lave and Wenger 1992)
So now it is time to answer the following ldquobrainstormingrdquo questions referred to the MELIA CoP
What is the size of the groupWho is participating What isthe commitment
What is the inner structure ofthe group What roles can bedifferentiated
What is the domain of concern(theme topic) Who defines it
What is the aim of theinteraction
To what extent motivation andinterests are personal and towhat extent mandated by theinstitution
What kinds of results areexpected Who defines them
What is the planned durationof the interaction (initially)
How is the working mood ofthe group
Where is the source of theinformationknowledgeexperience
What are the working tools ofthe CoP Worgroups
How is the group financedWho has an interest in itsfinancing
Now it is time to put names in the Theoretical MELIA CoP Context
MELIA CoP DOMAIN
The MELIA CoP DOMAIN is based on the establishment and support of a Strategic and Sustainable Knowledge Management and Dissemination Platform for the Dialogue (Information and Knowledge Sharing ) with other running or past research projects and initiatives dealing with the Integrated Water Resources Management (IWRM) in the Mediterranean Area and the other target objectives described in the Work Plans of its corresponding Coordination Action Technical Annex objectives
The Knowledge Thematic Areas covered by this DOMAIN are structured in the following way
MELIA CoP COMMUNITY
The MELIA CoP COMMUNITY is structured in
bull The COMMUNITY Core Group Partnership Consortium
41
6
2
1
1
4
1
2
1
3
1
4
13
3
3
hellipBUT looking at the map shown above it is clear that although the most relevant stakeholders in IWRM are represented in the MELIA CoP COMMUNITY CORE GROUP Membership NOT all the Mediterranean Area organizations (research centres governments regulators users and providers) belong to this Consortium
In this way they should be invited to participate as active actors in this process of Knowledge Management and Dissemination in the MELIA CoP because of the fact that IWRM is supposed to be one of the leading topics identifies by the Monitoring Committee of the Euro-Mediterranean Partnership in Science Technology and Innovation as a key field for the SUSTAINABLE development of the Mediterranean Countries additionally with the general purpose of opening up the European Research Area to the Mediterranean Space and the application of the principles and actions of the European Water Framework Directive (WFD) to this area
MELIA CoP COMMUNITYThe last reasoning justifies the expansion of the CORE Group to new Members for the COMMUNITY CoP who constitute the MELIA CoP Legitimate Peripheral Participation (LPP) (ldquonewcomersrdquo role described in previous slides) ldquoSIMILARrdquo PROJECTS
bull Mainly focused on EU-INCO-MED Projects past current and future initiatives (WASAMED FOGGARA WADAMED MED-REUNET SED-Net DESURVEYWADIhellip)
bull Rest of Projects (Related to the Mediterranean Area (SEMIDE-EMWISEU-MEDA-WATER MED-EUWI EU-MEDSTAT-ENV etchellip)
bull Related to the rest of EU and World Areas (EU-WFDEU-LIFEEU-SMAPUNEP-MAPEXACT INCO-DEV Asiahellip)
ldquoINDEPENDENTrdquo IWRM EXPERTS
bull As well mainly focused on their INCO-MED Projects past current and future initiatives participation (ie experts from MED7 Renewable Energies and Water Risk Management Workshop Athens May 2005 hellip)
bull Coming from the rest of Projects in IWRM Related to the Mediterranean Area Related to the rest of World Areas
EXPERTS FROM ANOTHER THEMATIC AREAS
MELIA CoP COMMUNITY
bull For instance Environmental Sciences Renewable Energies Sociology hellip
MELIA CoPLPP DECISION-MAKERS (which not belong to the MELIA CoP CORE GROUP)
Benefits for Decision-Makers from participation in MELIA CoP
Get access to information and know-how Increase personal network Facilitator for partnerships
Other benefits
1048707 Gaining power of persuasion1048707 Being involved while remaining independent1048707 Test new ideas and innovative solutions1048707 Multiplier for resources1048707 Benchmarking1048707 Increased reputation1048707 Other personal benefits like having fun
Mainly focused on the Mediterranean Area active participation
The public concern about water is deeply rooted in the cultural basis of the Mediterranean societies but the progressive urbanisation and industrialisation of the agricultural production has distanced the common people on the practical issues related to water management reducing the debate on the water related problems to technical levels or conflicts of interests between competing users of an scarce resource
hellip and LAST BUT NOT LEAST ALL THE CITIZENS
MELIA CoP COMMUNITY
The public do not participate in these debates and this situation provokes lacks of concerns or worse loses of opportunities to reach a sustainable management of water with the complicity and participation of ALL users including the common citizens Raising awareness of the competing demands of water and the conflicts related to this issue is one of the target of MELIA
hellipBUT the relevance of the content is not the only reason why this community is thrive MELIA CoP would have to cultivate a unique community spirit that holds the group together
MELIA CoP COMMUNITY
The members should always be looking forward to meeting their colleagues some consider each other as friends This community spirit was also supported by the common events or special social events during the MELIA CoP workshops
In the MELIA CoP - like every community of practice - individuals with different backgrounds and interest must come together There are always hierarchies in communities but the hierarchy among the members should only be applied on the Coordination and Managerial (Administrative) Project aspects
Everybody feel that he or she benefit from the MELIA CoP meetings In fact IT IS MORE A DISTRIBUTION OF FUNCTIONS AND ROLES Some members could be more active than others other members that could often be quite expressive others could be more introspective It is important for the group spirit that nobody goes to the meetings just to gain without giving something back to the group - there is a win-win-situation for everybody
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
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- Slide 33
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- Slide 35
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- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
hellipThe dissemination of the results of MELIA will be the most relevant and appreciable output carried out by means of a wide communication strategy addressed to all those involved actors in water use who set up the MELIA Community or Practice (CoP) in rising awareness at educational level in research administration and policy making
Contribute to the construction of a common frame and knowledge and to the development of a common terminology and semantic and help water negotiations hellipBUThellip
Provide the intellectual basis and the indicators to perform a benchmarking exercise of Integrated Water resources management in the Mediterranean area
hellipBUT in this sense WHAT is a Community of Practice (CoP) Some important theoretical definitions to take into accounthellip
Choosing the definition provided by WengerDermottSnyder (2002) they define CoPs as follows
rdquoCommunities of practice are groups of people who share a concern a set of problems or a passion about a topic and who deepen their knowledge and expertise in this area by
interacting in an ongoing basisrdquo
Internal Communities of Practice entirely within individual organizations
Communities of Practice in Network Organizations A network organization is a relationship among independent organizations (Powell 1990)
In an initial classification criterion of the CoPs they are divided in 2 groups
Communities of Practice in Network Organizations
Member organizations in a network work in close and continuous cooperation on projects or processes involving partnerships common products andor services and even a common strategy
In solving problems in todayrsquos environment it is becoming increasingly important to cross boundaries either within the organization or to unconnected organizations for fresh insights
Learning and knowledge exchange through networks focuses on the inter-organizational network as a resource generator to enhance learning
ldquoNetworks of Practicerdquo
At this point ldquoextra-organizationalrdquo CoPs can be defined as networks of practiceA network of practice is an open activity system focused on work practice and it may exist primarily through electronic communication It is a type of CoP in that it is a social space where individuals working on similar problems help each other and share perspectives about their practice
However in a network of practice people working within occupations or having similar interests congregate to engage in knowledge exchange about the
problems and issues that are common to their occupational community and shared practice
ldquoNetworks of Practicerdquo CoPs
ldquoSelf-organizingrdquo NoPsCoPs ldquoFormalrdquo NoPsCoPs
A self-organizing network of practice is a loosely organized and informal network that has no central management authority or sponsor membership is voluntary and there is little explicit commitment
A formal network of practice has a membership that is controlled by fees andor acceptance through some central coordination authority that also assists in organizing facilitating and supporting member communications events and discussion topics
However a network of practice has a focus on specific work issues and strategies of immediate importance to the membership and it may in fact become an adjunct to an affinity network An example of an affinity network is purchasing managers members of an association who may form networks of practice where they communicate on a regular basis on strategies practices opportunities and innovations
bull Additionally despite the many similarities of these CoPs there are also important differences that have to be considered like competition or different organisational cultures coming together which make rich these structures
bull Together with the last classification there is a important distinction to be made
As it was described before there are CoPs within organisations and across organisations but as well there are CoPs which contain others CoPs and they
donrsquot know the existence of each other necessarilyhellip
These ones can be discovered by the application of Social Analysis Techniques
These initiatives have already undergone many phases Initially the new Information and Communication Technologies (ICT) were in the focus of many strategies
In the last few years attention has been paid increasingly to soft factors like culture or trust and to personal networks
Communities of practice (CoP) are considered as a particularly successful and promising way for Knowledge Sharing Nowadays communities of practice are a widespread form of knowledge sharing and learning not only in Research and Technologic Development Cooperation but applied to other thematic areas of the Knowledge Society
Is the MELIA CoP a Network of Practice with Formal structure attributes
Letrsquos analyse in detail the MELIA CoP Context (Theoretical Framework)
Theoretical background based on the CoP Theoretical Framework (WengerDermottSnyder (2002)) Modelling which shapes the setting for the MELIA CoP
According to these arguments a CoP is combination of three structural elements
bull1048707 The DOMAIN of knowledge which defines the area of shared inquiry the set of issues discussed in the community
bull1048707 The COMMUNITY the members of a community the social fabric their motivation and interactions
bull1048707 The PRACTICE the set of frameworks ideas tools information styles language stories and documents that the community members share
Every CoP has some kind of output outcome and impact These three terms are defined as follows
1048707 OUTCOME Results of a programme or project relative to its objectives that aregenerated by its respective partnersrsquo outputs
1048707 OUTPUT The tangible products (goods services) of a programme or project
1048707 IMPACT Positive and negative primary and secondary long-term changes oreffects produced by a programme or project directly or indirectly intended orunintended
In this sense It is clear that depending on this positive andor negative IMPACT the SUSTAINABILITY willwonrsquot be guarantee
The COMMUNITY is subject to a process and changes itself as time goes by It is initiated and develops over time to the current shape and is also embedded in a political environmental social and economical context that is ever evolving There is a mutual interaction between the COMMUNITY and its surrounding CONTEXT
Additionally there are 4 HIDDEN essentials are
bull MOTIVATIONndash of its members visible in their personal interest and in the priority they attribute to CoP in their daily activities
bull MANDATE ndash of the concerned organisation(s) defines on one side the thematic focus with the declared interest of the organisation in a concrete outcome on the other side the mandate gives open space for self-commitment to its members (working time and financial resources)
bull A little bit of ldquordquoINFORMALrdquordquo structure inside the official Formal NoP structure ndash beyond organisational boxes and lines Most CoPs make a link between organisational units and between organisations (ldquoflexibilityrdquo)
Legitimate peripheral participation (LPP) is a theoretical description of how newcomers become experienced members and eventually old timers of a CoP or collaborative project
bull According to LPP newcomers become members of a community initially by participating in minute and superficial yet productive and necessary tasks that contribute to the overall goal of the community These activities are typically simple and carry low risk to the community as a whole but are also important
bull Through peripheral activities novices become acquainted with the tasks vocabulary and organizing principles of the community Gradually as newcomers become old timers their participation takes forms that are more and more central to the functioning of the community
bull LPP suggests that membership in a community of practice is mediated by the possible forms of participation to which newcomers have access both physically and socially If newcomers can directly observe the practices of experts they understand the broader context into which their own efforts fit Conversely LPP suggests that newcomers who are separated from the experts have limited access to their tools and community and therefore have limited growth
bull LPP is not reserved for descriptions of membership in formal organizations or professions whose practices are highly defined (this is interestinghellip)
It crucially involves participation as a way of learning mdashof both absorbing and
being absorbed inmdashthe ldquoculture of practicerdquo by means of a ldquoabsorptive capacityrdquo of the new knowledge created and feedbacked again by the CoP
An extended period of legitimate peripherality provides learners with opportunities to make the culture of practice theirs (Lave and Wenger 1992)
So now it is time to answer the following ldquobrainstormingrdquo questions referred to the MELIA CoP
What is the size of the groupWho is participating What isthe commitment
What is the inner structure ofthe group What roles can bedifferentiated
What is the domain of concern(theme topic) Who defines it
What is the aim of theinteraction
To what extent motivation andinterests are personal and towhat extent mandated by theinstitution
What kinds of results areexpected Who defines them
What is the planned durationof the interaction (initially)
How is the working mood ofthe group
Where is the source of theinformationknowledgeexperience
What are the working tools ofthe CoP Worgroups
How is the group financedWho has an interest in itsfinancing
Now it is time to put names in the Theoretical MELIA CoP Context
MELIA CoP DOMAIN
The MELIA CoP DOMAIN is based on the establishment and support of a Strategic and Sustainable Knowledge Management and Dissemination Platform for the Dialogue (Information and Knowledge Sharing ) with other running or past research projects and initiatives dealing with the Integrated Water Resources Management (IWRM) in the Mediterranean Area and the other target objectives described in the Work Plans of its corresponding Coordination Action Technical Annex objectives
The Knowledge Thematic Areas covered by this DOMAIN are structured in the following way
MELIA CoP COMMUNITY
The MELIA CoP COMMUNITY is structured in
bull The COMMUNITY Core Group Partnership Consortium
41
6
2
1
1
4
1
2
1
3
1
4
13
3
3
hellipBUT looking at the map shown above it is clear that although the most relevant stakeholders in IWRM are represented in the MELIA CoP COMMUNITY CORE GROUP Membership NOT all the Mediterranean Area organizations (research centres governments regulators users and providers) belong to this Consortium
In this way they should be invited to participate as active actors in this process of Knowledge Management and Dissemination in the MELIA CoP because of the fact that IWRM is supposed to be one of the leading topics identifies by the Monitoring Committee of the Euro-Mediterranean Partnership in Science Technology and Innovation as a key field for the SUSTAINABLE development of the Mediterranean Countries additionally with the general purpose of opening up the European Research Area to the Mediterranean Space and the application of the principles and actions of the European Water Framework Directive (WFD) to this area
MELIA CoP COMMUNITYThe last reasoning justifies the expansion of the CORE Group to new Members for the COMMUNITY CoP who constitute the MELIA CoP Legitimate Peripheral Participation (LPP) (ldquonewcomersrdquo role described in previous slides) ldquoSIMILARrdquo PROJECTS
bull Mainly focused on EU-INCO-MED Projects past current and future initiatives (WASAMED FOGGARA WADAMED MED-REUNET SED-Net DESURVEYWADIhellip)
bull Rest of Projects (Related to the Mediterranean Area (SEMIDE-EMWISEU-MEDA-WATER MED-EUWI EU-MEDSTAT-ENV etchellip)
bull Related to the rest of EU and World Areas (EU-WFDEU-LIFEEU-SMAPUNEP-MAPEXACT INCO-DEV Asiahellip)
ldquoINDEPENDENTrdquo IWRM EXPERTS
bull As well mainly focused on their INCO-MED Projects past current and future initiatives participation (ie experts from MED7 Renewable Energies and Water Risk Management Workshop Athens May 2005 hellip)
bull Coming from the rest of Projects in IWRM Related to the Mediterranean Area Related to the rest of World Areas
EXPERTS FROM ANOTHER THEMATIC AREAS
MELIA CoP COMMUNITY
bull For instance Environmental Sciences Renewable Energies Sociology hellip
MELIA CoPLPP DECISION-MAKERS (which not belong to the MELIA CoP CORE GROUP)
Benefits for Decision-Makers from participation in MELIA CoP
Get access to information and know-how Increase personal network Facilitator for partnerships
Other benefits
1048707 Gaining power of persuasion1048707 Being involved while remaining independent1048707 Test new ideas and innovative solutions1048707 Multiplier for resources1048707 Benchmarking1048707 Increased reputation1048707 Other personal benefits like having fun
Mainly focused on the Mediterranean Area active participation
The public concern about water is deeply rooted in the cultural basis of the Mediterranean societies but the progressive urbanisation and industrialisation of the agricultural production has distanced the common people on the practical issues related to water management reducing the debate on the water related problems to technical levels or conflicts of interests between competing users of an scarce resource
hellip and LAST BUT NOT LEAST ALL THE CITIZENS
MELIA CoP COMMUNITY
The public do not participate in these debates and this situation provokes lacks of concerns or worse loses of opportunities to reach a sustainable management of water with the complicity and participation of ALL users including the common citizens Raising awareness of the competing demands of water and the conflicts related to this issue is one of the target of MELIA
hellipBUT the relevance of the content is not the only reason why this community is thrive MELIA CoP would have to cultivate a unique community spirit that holds the group together
MELIA CoP COMMUNITY
The members should always be looking forward to meeting their colleagues some consider each other as friends This community spirit was also supported by the common events or special social events during the MELIA CoP workshops
In the MELIA CoP - like every community of practice - individuals with different backgrounds and interest must come together There are always hierarchies in communities but the hierarchy among the members should only be applied on the Coordination and Managerial (Administrative) Project aspects
Everybody feel that he or she benefit from the MELIA CoP meetings In fact IT IS MORE A DISTRIBUTION OF FUNCTIONS AND ROLES Some members could be more active than others other members that could often be quite expressive others could be more introspective It is important for the group spirit that nobody goes to the meetings just to gain without giving something back to the group - there is a win-win-situation for everybody
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
Choosing the definition provided by WengerDermottSnyder (2002) they define CoPs as follows
rdquoCommunities of practice are groups of people who share a concern a set of problems or a passion about a topic and who deepen their knowledge and expertise in this area by
interacting in an ongoing basisrdquo
Internal Communities of Practice entirely within individual organizations
Communities of Practice in Network Organizations A network organization is a relationship among independent organizations (Powell 1990)
In an initial classification criterion of the CoPs they are divided in 2 groups
Communities of Practice in Network Organizations
Member organizations in a network work in close and continuous cooperation on projects or processes involving partnerships common products andor services and even a common strategy
In solving problems in todayrsquos environment it is becoming increasingly important to cross boundaries either within the organization or to unconnected organizations for fresh insights
Learning and knowledge exchange through networks focuses on the inter-organizational network as a resource generator to enhance learning
ldquoNetworks of Practicerdquo
At this point ldquoextra-organizationalrdquo CoPs can be defined as networks of practiceA network of practice is an open activity system focused on work practice and it may exist primarily through electronic communication It is a type of CoP in that it is a social space where individuals working on similar problems help each other and share perspectives about their practice
However in a network of practice people working within occupations or having similar interests congregate to engage in knowledge exchange about the
problems and issues that are common to their occupational community and shared practice
ldquoNetworks of Practicerdquo CoPs
ldquoSelf-organizingrdquo NoPsCoPs ldquoFormalrdquo NoPsCoPs
A self-organizing network of practice is a loosely organized and informal network that has no central management authority or sponsor membership is voluntary and there is little explicit commitment
A formal network of practice has a membership that is controlled by fees andor acceptance through some central coordination authority that also assists in organizing facilitating and supporting member communications events and discussion topics
However a network of practice has a focus on specific work issues and strategies of immediate importance to the membership and it may in fact become an adjunct to an affinity network An example of an affinity network is purchasing managers members of an association who may form networks of practice where they communicate on a regular basis on strategies practices opportunities and innovations
bull Additionally despite the many similarities of these CoPs there are also important differences that have to be considered like competition or different organisational cultures coming together which make rich these structures
bull Together with the last classification there is a important distinction to be made
As it was described before there are CoPs within organisations and across organisations but as well there are CoPs which contain others CoPs and they
donrsquot know the existence of each other necessarilyhellip
These ones can be discovered by the application of Social Analysis Techniques
These initiatives have already undergone many phases Initially the new Information and Communication Technologies (ICT) were in the focus of many strategies
In the last few years attention has been paid increasingly to soft factors like culture or trust and to personal networks
Communities of practice (CoP) are considered as a particularly successful and promising way for Knowledge Sharing Nowadays communities of practice are a widespread form of knowledge sharing and learning not only in Research and Technologic Development Cooperation but applied to other thematic areas of the Knowledge Society
Is the MELIA CoP a Network of Practice with Formal structure attributes
Letrsquos analyse in detail the MELIA CoP Context (Theoretical Framework)
Theoretical background based on the CoP Theoretical Framework (WengerDermottSnyder (2002)) Modelling which shapes the setting for the MELIA CoP
According to these arguments a CoP is combination of three structural elements
bull1048707 The DOMAIN of knowledge which defines the area of shared inquiry the set of issues discussed in the community
bull1048707 The COMMUNITY the members of a community the social fabric their motivation and interactions
bull1048707 The PRACTICE the set of frameworks ideas tools information styles language stories and documents that the community members share
Every CoP has some kind of output outcome and impact These three terms are defined as follows
1048707 OUTCOME Results of a programme or project relative to its objectives that aregenerated by its respective partnersrsquo outputs
1048707 OUTPUT The tangible products (goods services) of a programme or project
1048707 IMPACT Positive and negative primary and secondary long-term changes oreffects produced by a programme or project directly or indirectly intended orunintended
In this sense It is clear that depending on this positive andor negative IMPACT the SUSTAINABILITY willwonrsquot be guarantee
The COMMUNITY is subject to a process and changes itself as time goes by It is initiated and develops over time to the current shape and is also embedded in a political environmental social and economical context that is ever evolving There is a mutual interaction between the COMMUNITY and its surrounding CONTEXT
Additionally there are 4 HIDDEN essentials are
bull MOTIVATIONndash of its members visible in their personal interest and in the priority they attribute to CoP in their daily activities
bull MANDATE ndash of the concerned organisation(s) defines on one side the thematic focus with the declared interest of the organisation in a concrete outcome on the other side the mandate gives open space for self-commitment to its members (working time and financial resources)
bull A little bit of ldquordquoINFORMALrdquordquo structure inside the official Formal NoP structure ndash beyond organisational boxes and lines Most CoPs make a link between organisational units and between organisations (ldquoflexibilityrdquo)
Legitimate peripheral participation (LPP) is a theoretical description of how newcomers become experienced members and eventually old timers of a CoP or collaborative project
bull According to LPP newcomers become members of a community initially by participating in minute and superficial yet productive and necessary tasks that contribute to the overall goal of the community These activities are typically simple and carry low risk to the community as a whole but are also important
bull Through peripheral activities novices become acquainted with the tasks vocabulary and organizing principles of the community Gradually as newcomers become old timers their participation takes forms that are more and more central to the functioning of the community
bull LPP suggests that membership in a community of practice is mediated by the possible forms of participation to which newcomers have access both physically and socially If newcomers can directly observe the practices of experts they understand the broader context into which their own efforts fit Conversely LPP suggests that newcomers who are separated from the experts have limited access to their tools and community and therefore have limited growth
bull LPP is not reserved for descriptions of membership in formal organizations or professions whose practices are highly defined (this is interestinghellip)
It crucially involves participation as a way of learning mdashof both absorbing and
being absorbed inmdashthe ldquoculture of practicerdquo by means of a ldquoabsorptive capacityrdquo of the new knowledge created and feedbacked again by the CoP
An extended period of legitimate peripherality provides learners with opportunities to make the culture of practice theirs (Lave and Wenger 1992)
So now it is time to answer the following ldquobrainstormingrdquo questions referred to the MELIA CoP
What is the size of the groupWho is participating What isthe commitment
What is the inner structure ofthe group What roles can bedifferentiated
What is the domain of concern(theme topic) Who defines it
What is the aim of theinteraction
To what extent motivation andinterests are personal and towhat extent mandated by theinstitution
What kinds of results areexpected Who defines them
What is the planned durationof the interaction (initially)
How is the working mood ofthe group
Where is the source of theinformationknowledgeexperience
What are the working tools ofthe CoP Worgroups
How is the group financedWho has an interest in itsfinancing
Now it is time to put names in the Theoretical MELIA CoP Context
MELIA CoP DOMAIN
The MELIA CoP DOMAIN is based on the establishment and support of a Strategic and Sustainable Knowledge Management and Dissemination Platform for the Dialogue (Information and Knowledge Sharing ) with other running or past research projects and initiatives dealing with the Integrated Water Resources Management (IWRM) in the Mediterranean Area and the other target objectives described in the Work Plans of its corresponding Coordination Action Technical Annex objectives
The Knowledge Thematic Areas covered by this DOMAIN are structured in the following way
MELIA CoP COMMUNITY
The MELIA CoP COMMUNITY is structured in
bull The COMMUNITY Core Group Partnership Consortium
41
6
2
1
1
4
1
2
1
3
1
4
13
3
3
hellipBUT looking at the map shown above it is clear that although the most relevant stakeholders in IWRM are represented in the MELIA CoP COMMUNITY CORE GROUP Membership NOT all the Mediterranean Area organizations (research centres governments regulators users and providers) belong to this Consortium
In this way they should be invited to participate as active actors in this process of Knowledge Management and Dissemination in the MELIA CoP because of the fact that IWRM is supposed to be one of the leading topics identifies by the Monitoring Committee of the Euro-Mediterranean Partnership in Science Technology and Innovation as a key field for the SUSTAINABLE development of the Mediterranean Countries additionally with the general purpose of opening up the European Research Area to the Mediterranean Space and the application of the principles and actions of the European Water Framework Directive (WFD) to this area
MELIA CoP COMMUNITYThe last reasoning justifies the expansion of the CORE Group to new Members for the COMMUNITY CoP who constitute the MELIA CoP Legitimate Peripheral Participation (LPP) (ldquonewcomersrdquo role described in previous slides) ldquoSIMILARrdquo PROJECTS
bull Mainly focused on EU-INCO-MED Projects past current and future initiatives (WASAMED FOGGARA WADAMED MED-REUNET SED-Net DESURVEYWADIhellip)
bull Rest of Projects (Related to the Mediterranean Area (SEMIDE-EMWISEU-MEDA-WATER MED-EUWI EU-MEDSTAT-ENV etchellip)
bull Related to the rest of EU and World Areas (EU-WFDEU-LIFEEU-SMAPUNEP-MAPEXACT INCO-DEV Asiahellip)
ldquoINDEPENDENTrdquo IWRM EXPERTS
bull As well mainly focused on their INCO-MED Projects past current and future initiatives participation (ie experts from MED7 Renewable Energies and Water Risk Management Workshop Athens May 2005 hellip)
bull Coming from the rest of Projects in IWRM Related to the Mediterranean Area Related to the rest of World Areas
EXPERTS FROM ANOTHER THEMATIC AREAS
MELIA CoP COMMUNITY
bull For instance Environmental Sciences Renewable Energies Sociology hellip
MELIA CoPLPP DECISION-MAKERS (which not belong to the MELIA CoP CORE GROUP)
Benefits for Decision-Makers from participation in MELIA CoP
Get access to information and know-how Increase personal network Facilitator for partnerships
Other benefits
1048707 Gaining power of persuasion1048707 Being involved while remaining independent1048707 Test new ideas and innovative solutions1048707 Multiplier for resources1048707 Benchmarking1048707 Increased reputation1048707 Other personal benefits like having fun
Mainly focused on the Mediterranean Area active participation
The public concern about water is deeply rooted in the cultural basis of the Mediterranean societies but the progressive urbanisation and industrialisation of the agricultural production has distanced the common people on the practical issues related to water management reducing the debate on the water related problems to technical levels or conflicts of interests between competing users of an scarce resource
hellip and LAST BUT NOT LEAST ALL THE CITIZENS
MELIA CoP COMMUNITY
The public do not participate in these debates and this situation provokes lacks of concerns or worse loses of opportunities to reach a sustainable management of water with the complicity and participation of ALL users including the common citizens Raising awareness of the competing demands of water and the conflicts related to this issue is one of the target of MELIA
hellipBUT the relevance of the content is not the only reason why this community is thrive MELIA CoP would have to cultivate a unique community spirit that holds the group together
MELIA CoP COMMUNITY
The members should always be looking forward to meeting their colleagues some consider each other as friends This community spirit was also supported by the common events or special social events during the MELIA CoP workshops
In the MELIA CoP - like every community of practice - individuals with different backgrounds and interest must come together There are always hierarchies in communities but the hierarchy among the members should only be applied on the Coordination and Managerial (Administrative) Project aspects
Everybody feel that he or she benefit from the MELIA CoP meetings In fact IT IS MORE A DISTRIBUTION OF FUNCTIONS AND ROLES Some members could be more active than others other members that could often be quite expressive others could be more introspective It is important for the group spirit that nobody goes to the meetings just to gain without giving something back to the group - there is a win-win-situation for everybody
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
Internal Communities of Practice entirely within individual organizations
Communities of Practice in Network Organizations A network organization is a relationship among independent organizations (Powell 1990)
In an initial classification criterion of the CoPs they are divided in 2 groups
Communities of Practice in Network Organizations
Member organizations in a network work in close and continuous cooperation on projects or processes involving partnerships common products andor services and even a common strategy
In solving problems in todayrsquos environment it is becoming increasingly important to cross boundaries either within the organization or to unconnected organizations for fresh insights
Learning and knowledge exchange through networks focuses on the inter-organizational network as a resource generator to enhance learning
ldquoNetworks of Practicerdquo
At this point ldquoextra-organizationalrdquo CoPs can be defined as networks of practiceA network of practice is an open activity system focused on work practice and it may exist primarily through electronic communication It is a type of CoP in that it is a social space where individuals working on similar problems help each other and share perspectives about their practice
However in a network of practice people working within occupations or having similar interests congregate to engage in knowledge exchange about the
problems and issues that are common to their occupational community and shared practice
ldquoNetworks of Practicerdquo CoPs
ldquoSelf-organizingrdquo NoPsCoPs ldquoFormalrdquo NoPsCoPs
A self-organizing network of practice is a loosely organized and informal network that has no central management authority or sponsor membership is voluntary and there is little explicit commitment
A formal network of practice has a membership that is controlled by fees andor acceptance through some central coordination authority that also assists in organizing facilitating and supporting member communications events and discussion topics
However a network of practice has a focus on specific work issues and strategies of immediate importance to the membership and it may in fact become an adjunct to an affinity network An example of an affinity network is purchasing managers members of an association who may form networks of practice where they communicate on a regular basis on strategies practices opportunities and innovations
bull Additionally despite the many similarities of these CoPs there are also important differences that have to be considered like competition or different organisational cultures coming together which make rich these structures
bull Together with the last classification there is a important distinction to be made
As it was described before there are CoPs within organisations and across organisations but as well there are CoPs which contain others CoPs and they
donrsquot know the existence of each other necessarilyhellip
These ones can be discovered by the application of Social Analysis Techniques
These initiatives have already undergone many phases Initially the new Information and Communication Technologies (ICT) were in the focus of many strategies
In the last few years attention has been paid increasingly to soft factors like culture or trust and to personal networks
Communities of practice (CoP) are considered as a particularly successful and promising way for Knowledge Sharing Nowadays communities of practice are a widespread form of knowledge sharing and learning not only in Research and Technologic Development Cooperation but applied to other thematic areas of the Knowledge Society
Is the MELIA CoP a Network of Practice with Formal structure attributes
Letrsquos analyse in detail the MELIA CoP Context (Theoretical Framework)
Theoretical background based on the CoP Theoretical Framework (WengerDermottSnyder (2002)) Modelling which shapes the setting for the MELIA CoP
According to these arguments a CoP is combination of three structural elements
bull1048707 The DOMAIN of knowledge which defines the area of shared inquiry the set of issues discussed in the community
bull1048707 The COMMUNITY the members of a community the social fabric their motivation and interactions
bull1048707 The PRACTICE the set of frameworks ideas tools information styles language stories and documents that the community members share
Every CoP has some kind of output outcome and impact These three terms are defined as follows
1048707 OUTCOME Results of a programme or project relative to its objectives that aregenerated by its respective partnersrsquo outputs
1048707 OUTPUT The tangible products (goods services) of a programme or project
1048707 IMPACT Positive and negative primary and secondary long-term changes oreffects produced by a programme or project directly or indirectly intended orunintended
In this sense It is clear that depending on this positive andor negative IMPACT the SUSTAINABILITY willwonrsquot be guarantee
The COMMUNITY is subject to a process and changes itself as time goes by It is initiated and develops over time to the current shape and is also embedded in a political environmental social and economical context that is ever evolving There is a mutual interaction between the COMMUNITY and its surrounding CONTEXT
Additionally there are 4 HIDDEN essentials are
bull MOTIVATIONndash of its members visible in their personal interest and in the priority they attribute to CoP in their daily activities
bull MANDATE ndash of the concerned organisation(s) defines on one side the thematic focus with the declared interest of the organisation in a concrete outcome on the other side the mandate gives open space for self-commitment to its members (working time and financial resources)
bull A little bit of ldquordquoINFORMALrdquordquo structure inside the official Formal NoP structure ndash beyond organisational boxes and lines Most CoPs make a link between organisational units and between organisations (ldquoflexibilityrdquo)
Legitimate peripheral participation (LPP) is a theoretical description of how newcomers become experienced members and eventually old timers of a CoP or collaborative project
bull According to LPP newcomers become members of a community initially by participating in minute and superficial yet productive and necessary tasks that contribute to the overall goal of the community These activities are typically simple and carry low risk to the community as a whole but are also important
bull Through peripheral activities novices become acquainted with the tasks vocabulary and organizing principles of the community Gradually as newcomers become old timers their participation takes forms that are more and more central to the functioning of the community
bull LPP suggests that membership in a community of practice is mediated by the possible forms of participation to which newcomers have access both physically and socially If newcomers can directly observe the practices of experts they understand the broader context into which their own efforts fit Conversely LPP suggests that newcomers who are separated from the experts have limited access to their tools and community and therefore have limited growth
bull LPP is not reserved for descriptions of membership in formal organizations or professions whose practices are highly defined (this is interestinghellip)
It crucially involves participation as a way of learning mdashof both absorbing and
being absorbed inmdashthe ldquoculture of practicerdquo by means of a ldquoabsorptive capacityrdquo of the new knowledge created and feedbacked again by the CoP
An extended period of legitimate peripherality provides learners with opportunities to make the culture of practice theirs (Lave and Wenger 1992)
So now it is time to answer the following ldquobrainstormingrdquo questions referred to the MELIA CoP
What is the size of the groupWho is participating What isthe commitment
What is the inner structure ofthe group What roles can bedifferentiated
What is the domain of concern(theme topic) Who defines it
What is the aim of theinteraction
To what extent motivation andinterests are personal and towhat extent mandated by theinstitution
What kinds of results areexpected Who defines them
What is the planned durationof the interaction (initially)
How is the working mood ofthe group
Where is the source of theinformationknowledgeexperience
What are the working tools ofthe CoP Worgroups
How is the group financedWho has an interest in itsfinancing
Now it is time to put names in the Theoretical MELIA CoP Context
MELIA CoP DOMAIN
The MELIA CoP DOMAIN is based on the establishment and support of a Strategic and Sustainable Knowledge Management and Dissemination Platform for the Dialogue (Information and Knowledge Sharing ) with other running or past research projects and initiatives dealing with the Integrated Water Resources Management (IWRM) in the Mediterranean Area and the other target objectives described in the Work Plans of its corresponding Coordination Action Technical Annex objectives
The Knowledge Thematic Areas covered by this DOMAIN are structured in the following way
MELIA CoP COMMUNITY
The MELIA CoP COMMUNITY is structured in
bull The COMMUNITY Core Group Partnership Consortium
41
6
2
1
1
4
1
2
1
3
1
4
13
3
3
hellipBUT looking at the map shown above it is clear that although the most relevant stakeholders in IWRM are represented in the MELIA CoP COMMUNITY CORE GROUP Membership NOT all the Mediterranean Area organizations (research centres governments regulators users and providers) belong to this Consortium
In this way they should be invited to participate as active actors in this process of Knowledge Management and Dissemination in the MELIA CoP because of the fact that IWRM is supposed to be one of the leading topics identifies by the Monitoring Committee of the Euro-Mediterranean Partnership in Science Technology and Innovation as a key field for the SUSTAINABLE development of the Mediterranean Countries additionally with the general purpose of opening up the European Research Area to the Mediterranean Space and the application of the principles and actions of the European Water Framework Directive (WFD) to this area
MELIA CoP COMMUNITYThe last reasoning justifies the expansion of the CORE Group to new Members for the COMMUNITY CoP who constitute the MELIA CoP Legitimate Peripheral Participation (LPP) (ldquonewcomersrdquo role described in previous slides) ldquoSIMILARrdquo PROJECTS
bull Mainly focused on EU-INCO-MED Projects past current and future initiatives (WASAMED FOGGARA WADAMED MED-REUNET SED-Net DESURVEYWADIhellip)
bull Rest of Projects (Related to the Mediterranean Area (SEMIDE-EMWISEU-MEDA-WATER MED-EUWI EU-MEDSTAT-ENV etchellip)
bull Related to the rest of EU and World Areas (EU-WFDEU-LIFEEU-SMAPUNEP-MAPEXACT INCO-DEV Asiahellip)
ldquoINDEPENDENTrdquo IWRM EXPERTS
bull As well mainly focused on their INCO-MED Projects past current and future initiatives participation (ie experts from MED7 Renewable Energies and Water Risk Management Workshop Athens May 2005 hellip)
bull Coming from the rest of Projects in IWRM Related to the Mediterranean Area Related to the rest of World Areas
EXPERTS FROM ANOTHER THEMATIC AREAS
MELIA CoP COMMUNITY
bull For instance Environmental Sciences Renewable Energies Sociology hellip
MELIA CoPLPP DECISION-MAKERS (which not belong to the MELIA CoP CORE GROUP)
Benefits for Decision-Makers from participation in MELIA CoP
Get access to information and know-how Increase personal network Facilitator for partnerships
Other benefits
1048707 Gaining power of persuasion1048707 Being involved while remaining independent1048707 Test new ideas and innovative solutions1048707 Multiplier for resources1048707 Benchmarking1048707 Increased reputation1048707 Other personal benefits like having fun
Mainly focused on the Mediterranean Area active participation
The public concern about water is deeply rooted in the cultural basis of the Mediterranean societies but the progressive urbanisation and industrialisation of the agricultural production has distanced the common people on the practical issues related to water management reducing the debate on the water related problems to technical levels or conflicts of interests between competing users of an scarce resource
hellip and LAST BUT NOT LEAST ALL THE CITIZENS
MELIA CoP COMMUNITY
The public do not participate in these debates and this situation provokes lacks of concerns or worse loses of opportunities to reach a sustainable management of water with the complicity and participation of ALL users including the common citizens Raising awareness of the competing demands of water and the conflicts related to this issue is one of the target of MELIA
hellipBUT the relevance of the content is not the only reason why this community is thrive MELIA CoP would have to cultivate a unique community spirit that holds the group together
MELIA CoP COMMUNITY
The members should always be looking forward to meeting their colleagues some consider each other as friends This community spirit was also supported by the common events or special social events during the MELIA CoP workshops
In the MELIA CoP - like every community of practice - individuals with different backgrounds and interest must come together There are always hierarchies in communities but the hierarchy among the members should only be applied on the Coordination and Managerial (Administrative) Project aspects
Everybody feel that he or she benefit from the MELIA CoP meetings In fact IT IS MORE A DISTRIBUTION OF FUNCTIONS AND ROLES Some members could be more active than others other members that could often be quite expressive others could be more introspective It is important for the group spirit that nobody goes to the meetings just to gain without giving something back to the group - there is a win-win-situation for everybody
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
Communities of Practice in Network Organizations
Member organizations in a network work in close and continuous cooperation on projects or processes involving partnerships common products andor services and even a common strategy
In solving problems in todayrsquos environment it is becoming increasingly important to cross boundaries either within the organization or to unconnected organizations for fresh insights
Learning and knowledge exchange through networks focuses on the inter-organizational network as a resource generator to enhance learning
ldquoNetworks of Practicerdquo
At this point ldquoextra-organizationalrdquo CoPs can be defined as networks of practiceA network of practice is an open activity system focused on work practice and it may exist primarily through electronic communication It is a type of CoP in that it is a social space where individuals working on similar problems help each other and share perspectives about their practice
However in a network of practice people working within occupations or having similar interests congregate to engage in knowledge exchange about the
problems and issues that are common to their occupational community and shared practice
ldquoNetworks of Practicerdquo CoPs
ldquoSelf-organizingrdquo NoPsCoPs ldquoFormalrdquo NoPsCoPs
A self-organizing network of practice is a loosely organized and informal network that has no central management authority or sponsor membership is voluntary and there is little explicit commitment
A formal network of practice has a membership that is controlled by fees andor acceptance through some central coordination authority that also assists in organizing facilitating and supporting member communications events and discussion topics
However a network of practice has a focus on specific work issues and strategies of immediate importance to the membership and it may in fact become an adjunct to an affinity network An example of an affinity network is purchasing managers members of an association who may form networks of practice where they communicate on a regular basis on strategies practices opportunities and innovations
bull Additionally despite the many similarities of these CoPs there are also important differences that have to be considered like competition or different organisational cultures coming together which make rich these structures
bull Together with the last classification there is a important distinction to be made
As it was described before there are CoPs within organisations and across organisations but as well there are CoPs which contain others CoPs and they
donrsquot know the existence of each other necessarilyhellip
These ones can be discovered by the application of Social Analysis Techniques
These initiatives have already undergone many phases Initially the new Information and Communication Technologies (ICT) were in the focus of many strategies
In the last few years attention has been paid increasingly to soft factors like culture or trust and to personal networks
Communities of practice (CoP) are considered as a particularly successful and promising way for Knowledge Sharing Nowadays communities of practice are a widespread form of knowledge sharing and learning not only in Research and Technologic Development Cooperation but applied to other thematic areas of the Knowledge Society
Is the MELIA CoP a Network of Practice with Formal structure attributes
Letrsquos analyse in detail the MELIA CoP Context (Theoretical Framework)
Theoretical background based on the CoP Theoretical Framework (WengerDermottSnyder (2002)) Modelling which shapes the setting for the MELIA CoP
According to these arguments a CoP is combination of three structural elements
bull1048707 The DOMAIN of knowledge which defines the area of shared inquiry the set of issues discussed in the community
bull1048707 The COMMUNITY the members of a community the social fabric their motivation and interactions
bull1048707 The PRACTICE the set of frameworks ideas tools information styles language stories and documents that the community members share
Every CoP has some kind of output outcome and impact These three terms are defined as follows
1048707 OUTCOME Results of a programme or project relative to its objectives that aregenerated by its respective partnersrsquo outputs
1048707 OUTPUT The tangible products (goods services) of a programme or project
1048707 IMPACT Positive and negative primary and secondary long-term changes oreffects produced by a programme or project directly or indirectly intended orunintended
In this sense It is clear that depending on this positive andor negative IMPACT the SUSTAINABILITY willwonrsquot be guarantee
The COMMUNITY is subject to a process and changes itself as time goes by It is initiated and develops over time to the current shape and is also embedded in a political environmental social and economical context that is ever evolving There is a mutual interaction between the COMMUNITY and its surrounding CONTEXT
Additionally there are 4 HIDDEN essentials are
bull MOTIVATIONndash of its members visible in their personal interest and in the priority they attribute to CoP in their daily activities
bull MANDATE ndash of the concerned organisation(s) defines on one side the thematic focus with the declared interest of the organisation in a concrete outcome on the other side the mandate gives open space for self-commitment to its members (working time and financial resources)
bull A little bit of ldquordquoINFORMALrdquordquo structure inside the official Formal NoP structure ndash beyond organisational boxes and lines Most CoPs make a link between organisational units and between organisations (ldquoflexibilityrdquo)
Legitimate peripheral participation (LPP) is a theoretical description of how newcomers become experienced members and eventually old timers of a CoP or collaborative project
bull According to LPP newcomers become members of a community initially by participating in minute and superficial yet productive and necessary tasks that contribute to the overall goal of the community These activities are typically simple and carry low risk to the community as a whole but are also important
bull Through peripheral activities novices become acquainted with the tasks vocabulary and organizing principles of the community Gradually as newcomers become old timers their participation takes forms that are more and more central to the functioning of the community
bull LPP suggests that membership in a community of practice is mediated by the possible forms of participation to which newcomers have access both physically and socially If newcomers can directly observe the practices of experts they understand the broader context into which their own efforts fit Conversely LPP suggests that newcomers who are separated from the experts have limited access to their tools and community and therefore have limited growth
bull LPP is not reserved for descriptions of membership in formal organizations or professions whose practices are highly defined (this is interestinghellip)
It crucially involves participation as a way of learning mdashof both absorbing and
being absorbed inmdashthe ldquoculture of practicerdquo by means of a ldquoabsorptive capacityrdquo of the new knowledge created and feedbacked again by the CoP
An extended period of legitimate peripherality provides learners with opportunities to make the culture of practice theirs (Lave and Wenger 1992)
So now it is time to answer the following ldquobrainstormingrdquo questions referred to the MELIA CoP
What is the size of the groupWho is participating What isthe commitment
What is the inner structure ofthe group What roles can bedifferentiated
What is the domain of concern(theme topic) Who defines it
What is the aim of theinteraction
To what extent motivation andinterests are personal and towhat extent mandated by theinstitution
What kinds of results areexpected Who defines them
What is the planned durationof the interaction (initially)
How is the working mood ofthe group
Where is the source of theinformationknowledgeexperience
What are the working tools ofthe CoP Worgroups
How is the group financedWho has an interest in itsfinancing
Now it is time to put names in the Theoretical MELIA CoP Context
MELIA CoP DOMAIN
The MELIA CoP DOMAIN is based on the establishment and support of a Strategic and Sustainable Knowledge Management and Dissemination Platform for the Dialogue (Information and Knowledge Sharing ) with other running or past research projects and initiatives dealing with the Integrated Water Resources Management (IWRM) in the Mediterranean Area and the other target objectives described in the Work Plans of its corresponding Coordination Action Technical Annex objectives
The Knowledge Thematic Areas covered by this DOMAIN are structured in the following way
MELIA CoP COMMUNITY
The MELIA CoP COMMUNITY is structured in
bull The COMMUNITY Core Group Partnership Consortium
41
6
2
1
1
4
1
2
1
3
1
4
13
3
3
hellipBUT looking at the map shown above it is clear that although the most relevant stakeholders in IWRM are represented in the MELIA CoP COMMUNITY CORE GROUP Membership NOT all the Mediterranean Area organizations (research centres governments regulators users and providers) belong to this Consortium
In this way they should be invited to participate as active actors in this process of Knowledge Management and Dissemination in the MELIA CoP because of the fact that IWRM is supposed to be one of the leading topics identifies by the Monitoring Committee of the Euro-Mediterranean Partnership in Science Technology and Innovation as a key field for the SUSTAINABLE development of the Mediterranean Countries additionally with the general purpose of opening up the European Research Area to the Mediterranean Space and the application of the principles and actions of the European Water Framework Directive (WFD) to this area
MELIA CoP COMMUNITYThe last reasoning justifies the expansion of the CORE Group to new Members for the COMMUNITY CoP who constitute the MELIA CoP Legitimate Peripheral Participation (LPP) (ldquonewcomersrdquo role described in previous slides) ldquoSIMILARrdquo PROJECTS
bull Mainly focused on EU-INCO-MED Projects past current and future initiatives (WASAMED FOGGARA WADAMED MED-REUNET SED-Net DESURVEYWADIhellip)
bull Rest of Projects (Related to the Mediterranean Area (SEMIDE-EMWISEU-MEDA-WATER MED-EUWI EU-MEDSTAT-ENV etchellip)
bull Related to the rest of EU and World Areas (EU-WFDEU-LIFEEU-SMAPUNEP-MAPEXACT INCO-DEV Asiahellip)
ldquoINDEPENDENTrdquo IWRM EXPERTS
bull As well mainly focused on their INCO-MED Projects past current and future initiatives participation (ie experts from MED7 Renewable Energies and Water Risk Management Workshop Athens May 2005 hellip)
bull Coming from the rest of Projects in IWRM Related to the Mediterranean Area Related to the rest of World Areas
EXPERTS FROM ANOTHER THEMATIC AREAS
MELIA CoP COMMUNITY
bull For instance Environmental Sciences Renewable Energies Sociology hellip
MELIA CoPLPP DECISION-MAKERS (which not belong to the MELIA CoP CORE GROUP)
Benefits for Decision-Makers from participation in MELIA CoP
Get access to information and know-how Increase personal network Facilitator for partnerships
Other benefits
1048707 Gaining power of persuasion1048707 Being involved while remaining independent1048707 Test new ideas and innovative solutions1048707 Multiplier for resources1048707 Benchmarking1048707 Increased reputation1048707 Other personal benefits like having fun
Mainly focused on the Mediterranean Area active participation
The public concern about water is deeply rooted in the cultural basis of the Mediterranean societies but the progressive urbanisation and industrialisation of the agricultural production has distanced the common people on the practical issues related to water management reducing the debate on the water related problems to technical levels or conflicts of interests between competing users of an scarce resource
hellip and LAST BUT NOT LEAST ALL THE CITIZENS
MELIA CoP COMMUNITY
The public do not participate in these debates and this situation provokes lacks of concerns or worse loses of opportunities to reach a sustainable management of water with the complicity and participation of ALL users including the common citizens Raising awareness of the competing demands of water and the conflicts related to this issue is one of the target of MELIA
hellipBUT the relevance of the content is not the only reason why this community is thrive MELIA CoP would have to cultivate a unique community spirit that holds the group together
MELIA CoP COMMUNITY
The members should always be looking forward to meeting their colleagues some consider each other as friends This community spirit was also supported by the common events or special social events during the MELIA CoP workshops
In the MELIA CoP - like every community of practice - individuals with different backgrounds and interest must come together There are always hierarchies in communities but the hierarchy among the members should only be applied on the Coordination and Managerial (Administrative) Project aspects
Everybody feel that he or she benefit from the MELIA CoP meetings In fact IT IS MORE A DISTRIBUTION OF FUNCTIONS AND ROLES Some members could be more active than others other members that could often be quite expressive others could be more introspective It is important for the group spirit that nobody goes to the meetings just to gain without giving something back to the group - there is a win-win-situation for everybody
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
ldquoNetworks of Practicerdquo CoPs
ldquoSelf-organizingrdquo NoPsCoPs ldquoFormalrdquo NoPsCoPs
A self-organizing network of practice is a loosely organized and informal network that has no central management authority or sponsor membership is voluntary and there is little explicit commitment
A formal network of practice has a membership that is controlled by fees andor acceptance through some central coordination authority that also assists in organizing facilitating and supporting member communications events and discussion topics
However a network of practice has a focus on specific work issues and strategies of immediate importance to the membership and it may in fact become an adjunct to an affinity network An example of an affinity network is purchasing managers members of an association who may form networks of practice where they communicate on a regular basis on strategies practices opportunities and innovations
bull Additionally despite the many similarities of these CoPs there are also important differences that have to be considered like competition or different organisational cultures coming together which make rich these structures
bull Together with the last classification there is a important distinction to be made
As it was described before there are CoPs within organisations and across organisations but as well there are CoPs which contain others CoPs and they
donrsquot know the existence of each other necessarilyhellip
These ones can be discovered by the application of Social Analysis Techniques
These initiatives have already undergone many phases Initially the new Information and Communication Technologies (ICT) were in the focus of many strategies
In the last few years attention has been paid increasingly to soft factors like culture or trust and to personal networks
Communities of practice (CoP) are considered as a particularly successful and promising way for Knowledge Sharing Nowadays communities of practice are a widespread form of knowledge sharing and learning not only in Research and Technologic Development Cooperation but applied to other thematic areas of the Knowledge Society
Is the MELIA CoP a Network of Practice with Formal structure attributes
Letrsquos analyse in detail the MELIA CoP Context (Theoretical Framework)
Theoretical background based on the CoP Theoretical Framework (WengerDermottSnyder (2002)) Modelling which shapes the setting for the MELIA CoP
According to these arguments a CoP is combination of three structural elements
bull1048707 The DOMAIN of knowledge which defines the area of shared inquiry the set of issues discussed in the community
bull1048707 The COMMUNITY the members of a community the social fabric their motivation and interactions
bull1048707 The PRACTICE the set of frameworks ideas tools information styles language stories and documents that the community members share
Every CoP has some kind of output outcome and impact These three terms are defined as follows
1048707 OUTCOME Results of a programme or project relative to its objectives that aregenerated by its respective partnersrsquo outputs
1048707 OUTPUT The tangible products (goods services) of a programme or project
1048707 IMPACT Positive and negative primary and secondary long-term changes oreffects produced by a programme or project directly or indirectly intended orunintended
In this sense It is clear that depending on this positive andor negative IMPACT the SUSTAINABILITY willwonrsquot be guarantee
The COMMUNITY is subject to a process and changes itself as time goes by It is initiated and develops over time to the current shape and is also embedded in a political environmental social and economical context that is ever evolving There is a mutual interaction between the COMMUNITY and its surrounding CONTEXT
Additionally there are 4 HIDDEN essentials are
bull MOTIVATIONndash of its members visible in their personal interest and in the priority they attribute to CoP in their daily activities
bull MANDATE ndash of the concerned organisation(s) defines on one side the thematic focus with the declared interest of the organisation in a concrete outcome on the other side the mandate gives open space for self-commitment to its members (working time and financial resources)
bull A little bit of ldquordquoINFORMALrdquordquo structure inside the official Formal NoP structure ndash beyond organisational boxes and lines Most CoPs make a link between organisational units and between organisations (ldquoflexibilityrdquo)
Legitimate peripheral participation (LPP) is a theoretical description of how newcomers become experienced members and eventually old timers of a CoP or collaborative project
bull According to LPP newcomers become members of a community initially by participating in minute and superficial yet productive and necessary tasks that contribute to the overall goal of the community These activities are typically simple and carry low risk to the community as a whole but are also important
bull Through peripheral activities novices become acquainted with the tasks vocabulary and organizing principles of the community Gradually as newcomers become old timers their participation takes forms that are more and more central to the functioning of the community
bull LPP suggests that membership in a community of practice is mediated by the possible forms of participation to which newcomers have access both physically and socially If newcomers can directly observe the practices of experts they understand the broader context into which their own efforts fit Conversely LPP suggests that newcomers who are separated from the experts have limited access to their tools and community and therefore have limited growth
bull LPP is not reserved for descriptions of membership in formal organizations or professions whose practices are highly defined (this is interestinghellip)
It crucially involves participation as a way of learning mdashof both absorbing and
being absorbed inmdashthe ldquoculture of practicerdquo by means of a ldquoabsorptive capacityrdquo of the new knowledge created and feedbacked again by the CoP
An extended period of legitimate peripherality provides learners with opportunities to make the culture of practice theirs (Lave and Wenger 1992)
So now it is time to answer the following ldquobrainstormingrdquo questions referred to the MELIA CoP
What is the size of the groupWho is participating What isthe commitment
What is the inner structure ofthe group What roles can bedifferentiated
What is the domain of concern(theme topic) Who defines it
What is the aim of theinteraction
To what extent motivation andinterests are personal and towhat extent mandated by theinstitution
What kinds of results areexpected Who defines them
What is the planned durationof the interaction (initially)
How is the working mood ofthe group
Where is the source of theinformationknowledgeexperience
What are the working tools ofthe CoP Worgroups
How is the group financedWho has an interest in itsfinancing
Now it is time to put names in the Theoretical MELIA CoP Context
MELIA CoP DOMAIN
The MELIA CoP DOMAIN is based on the establishment and support of a Strategic and Sustainable Knowledge Management and Dissemination Platform for the Dialogue (Information and Knowledge Sharing ) with other running or past research projects and initiatives dealing with the Integrated Water Resources Management (IWRM) in the Mediterranean Area and the other target objectives described in the Work Plans of its corresponding Coordination Action Technical Annex objectives
The Knowledge Thematic Areas covered by this DOMAIN are structured in the following way
MELIA CoP COMMUNITY
The MELIA CoP COMMUNITY is structured in
bull The COMMUNITY Core Group Partnership Consortium
41
6
2
1
1
4
1
2
1
3
1
4
13
3
3
hellipBUT looking at the map shown above it is clear that although the most relevant stakeholders in IWRM are represented in the MELIA CoP COMMUNITY CORE GROUP Membership NOT all the Mediterranean Area organizations (research centres governments regulators users and providers) belong to this Consortium
In this way they should be invited to participate as active actors in this process of Knowledge Management and Dissemination in the MELIA CoP because of the fact that IWRM is supposed to be one of the leading topics identifies by the Monitoring Committee of the Euro-Mediterranean Partnership in Science Technology and Innovation as a key field for the SUSTAINABLE development of the Mediterranean Countries additionally with the general purpose of opening up the European Research Area to the Mediterranean Space and the application of the principles and actions of the European Water Framework Directive (WFD) to this area
MELIA CoP COMMUNITYThe last reasoning justifies the expansion of the CORE Group to new Members for the COMMUNITY CoP who constitute the MELIA CoP Legitimate Peripheral Participation (LPP) (ldquonewcomersrdquo role described in previous slides) ldquoSIMILARrdquo PROJECTS
bull Mainly focused on EU-INCO-MED Projects past current and future initiatives (WASAMED FOGGARA WADAMED MED-REUNET SED-Net DESURVEYWADIhellip)
bull Rest of Projects (Related to the Mediterranean Area (SEMIDE-EMWISEU-MEDA-WATER MED-EUWI EU-MEDSTAT-ENV etchellip)
bull Related to the rest of EU and World Areas (EU-WFDEU-LIFEEU-SMAPUNEP-MAPEXACT INCO-DEV Asiahellip)
ldquoINDEPENDENTrdquo IWRM EXPERTS
bull As well mainly focused on their INCO-MED Projects past current and future initiatives participation (ie experts from MED7 Renewable Energies and Water Risk Management Workshop Athens May 2005 hellip)
bull Coming from the rest of Projects in IWRM Related to the Mediterranean Area Related to the rest of World Areas
EXPERTS FROM ANOTHER THEMATIC AREAS
MELIA CoP COMMUNITY
bull For instance Environmental Sciences Renewable Energies Sociology hellip
MELIA CoPLPP DECISION-MAKERS (which not belong to the MELIA CoP CORE GROUP)
Benefits for Decision-Makers from participation in MELIA CoP
Get access to information and know-how Increase personal network Facilitator for partnerships
Other benefits
1048707 Gaining power of persuasion1048707 Being involved while remaining independent1048707 Test new ideas and innovative solutions1048707 Multiplier for resources1048707 Benchmarking1048707 Increased reputation1048707 Other personal benefits like having fun
Mainly focused on the Mediterranean Area active participation
The public concern about water is deeply rooted in the cultural basis of the Mediterranean societies but the progressive urbanisation and industrialisation of the agricultural production has distanced the common people on the practical issues related to water management reducing the debate on the water related problems to technical levels or conflicts of interests between competing users of an scarce resource
hellip and LAST BUT NOT LEAST ALL THE CITIZENS
MELIA CoP COMMUNITY
The public do not participate in these debates and this situation provokes lacks of concerns or worse loses of opportunities to reach a sustainable management of water with the complicity and participation of ALL users including the common citizens Raising awareness of the competing demands of water and the conflicts related to this issue is one of the target of MELIA
hellipBUT the relevance of the content is not the only reason why this community is thrive MELIA CoP would have to cultivate a unique community spirit that holds the group together
MELIA CoP COMMUNITY
The members should always be looking forward to meeting their colleagues some consider each other as friends This community spirit was also supported by the common events or special social events during the MELIA CoP workshops
In the MELIA CoP - like every community of practice - individuals with different backgrounds and interest must come together There are always hierarchies in communities but the hierarchy among the members should only be applied on the Coordination and Managerial (Administrative) Project aspects
Everybody feel that he or she benefit from the MELIA CoP meetings In fact IT IS MORE A DISTRIBUTION OF FUNCTIONS AND ROLES Some members could be more active than others other members that could often be quite expressive others could be more introspective It is important for the group spirit that nobody goes to the meetings just to gain without giving something back to the group - there is a win-win-situation for everybody
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
bull Additionally despite the many similarities of these CoPs there are also important differences that have to be considered like competition or different organisational cultures coming together which make rich these structures
bull Together with the last classification there is a important distinction to be made
As it was described before there are CoPs within organisations and across organisations but as well there are CoPs which contain others CoPs and they
donrsquot know the existence of each other necessarilyhellip
These ones can be discovered by the application of Social Analysis Techniques
These initiatives have already undergone many phases Initially the new Information and Communication Technologies (ICT) were in the focus of many strategies
In the last few years attention has been paid increasingly to soft factors like culture or trust and to personal networks
Communities of practice (CoP) are considered as a particularly successful and promising way for Knowledge Sharing Nowadays communities of practice are a widespread form of knowledge sharing and learning not only in Research and Technologic Development Cooperation but applied to other thematic areas of the Knowledge Society
Is the MELIA CoP a Network of Practice with Formal structure attributes
Letrsquos analyse in detail the MELIA CoP Context (Theoretical Framework)
Theoretical background based on the CoP Theoretical Framework (WengerDermottSnyder (2002)) Modelling which shapes the setting for the MELIA CoP
According to these arguments a CoP is combination of three structural elements
bull1048707 The DOMAIN of knowledge which defines the area of shared inquiry the set of issues discussed in the community
bull1048707 The COMMUNITY the members of a community the social fabric their motivation and interactions
bull1048707 The PRACTICE the set of frameworks ideas tools information styles language stories and documents that the community members share
Every CoP has some kind of output outcome and impact These three terms are defined as follows
1048707 OUTCOME Results of a programme or project relative to its objectives that aregenerated by its respective partnersrsquo outputs
1048707 OUTPUT The tangible products (goods services) of a programme or project
1048707 IMPACT Positive and negative primary and secondary long-term changes oreffects produced by a programme or project directly or indirectly intended orunintended
In this sense It is clear that depending on this positive andor negative IMPACT the SUSTAINABILITY willwonrsquot be guarantee
The COMMUNITY is subject to a process and changes itself as time goes by It is initiated and develops over time to the current shape and is also embedded in a political environmental social and economical context that is ever evolving There is a mutual interaction between the COMMUNITY and its surrounding CONTEXT
Additionally there are 4 HIDDEN essentials are
bull MOTIVATIONndash of its members visible in their personal interest and in the priority they attribute to CoP in their daily activities
bull MANDATE ndash of the concerned organisation(s) defines on one side the thematic focus with the declared interest of the organisation in a concrete outcome on the other side the mandate gives open space for self-commitment to its members (working time and financial resources)
bull A little bit of ldquordquoINFORMALrdquordquo structure inside the official Formal NoP structure ndash beyond organisational boxes and lines Most CoPs make a link between organisational units and between organisations (ldquoflexibilityrdquo)
Legitimate peripheral participation (LPP) is a theoretical description of how newcomers become experienced members and eventually old timers of a CoP or collaborative project
bull According to LPP newcomers become members of a community initially by participating in minute and superficial yet productive and necessary tasks that contribute to the overall goal of the community These activities are typically simple and carry low risk to the community as a whole but are also important
bull Through peripheral activities novices become acquainted with the tasks vocabulary and organizing principles of the community Gradually as newcomers become old timers their participation takes forms that are more and more central to the functioning of the community
bull LPP suggests that membership in a community of practice is mediated by the possible forms of participation to which newcomers have access both physically and socially If newcomers can directly observe the practices of experts they understand the broader context into which their own efforts fit Conversely LPP suggests that newcomers who are separated from the experts have limited access to their tools and community and therefore have limited growth
bull LPP is not reserved for descriptions of membership in formal organizations or professions whose practices are highly defined (this is interestinghellip)
It crucially involves participation as a way of learning mdashof both absorbing and
being absorbed inmdashthe ldquoculture of practicerdquo by means of a ldquoabsorptive capacityrdquo of the new knowledge created and feedbacked again by the CoP
An extended period of legitimate peripherality provides learners with opportunities to make the culture of practice theirs (Lave and Wenger 1992)
So now it is time to answer the following ldquobrainstormingrdquo questions referred to the MELIA CoP
What is the size of the groupWho is participating What isthe commitment
What is the inner structure ofthe group What roles can bedifferentiated
What is the domain of concern(theme topic) Who defines it
What is the aim of theinteraction
To what extent motivation andinterests are personal and towhat extent mandated by theinstitution
What kinds of results areexpected Who defines them
What is the planned durationof the interaction (initially)
How is the working mood ofthe group
Where is the source of theinformationknowledgeexperience
What are the working tools ofthe CoP Worgroups
How is the group financedWho has an interest in itsfinancing
Now it is time to put names in the Theoretical MELIA CoP Context
MELIA CoP DOMAIN
The MELIA CoP DOMAIN is based on the establishment and support of a Strategic and Sustainable Knowledge Management and Dissemination Platform for the Dialogue (Information and Knowledge Sharing ) with other running or past research projects and initiatives dealing with the Integrated Water Resources Management (IWRM) in the Mediterranean Area and the other target objectives described in the Work Plans of its corresponding Coordination Action Technical Annex objectives
The Knowledge Thematic Areas covered by this DOMAIN are structured in the following way
MELIA CoP COMMUNITY
The MELIA CoP COMMUNITY is structured in
bull The COMMUNITY Core Group Partnership Consortium
41
6
2
1
1
4
1
2
1
3
1
4
13
3
3
hellipBUT looking at the map shown above it is clear that although the most relevant stakeholders in IWRM are represented in the MELIA CoP COMMUNITY CORE GROUP Membership NOT all the Mediterranean Area organizations (research centres governments regulators users and providers) belong to this Consortium
In this way they should be invited to participate as active actors in this process of Knowledge Management and Dissemination in the MELIA CoP because of the fact that IWRM is supposed to be one of the leading topics identifies by the Monitoring Committee of the Euro-Mediterranean Partnership in Science Technology and Innovation as a key field for the SUSTAINABLE development of the Mediterranean Countries additionally with the general purpose of opening up the European Research Area to the Mediterranean Space and the application of the principles and actions of the European Water Framework Directive (WFD) to this area
MELIA CoP COMMUNITYThe last reasoning justifies the expansion of the CORE Group to new Members for the COMMUNITY CoP who constitute the MELIA CoP Legitimate Peripheral Participation (LPP) (ldquonewcomersrdquo role described in previous slides) ldquoSIMILARrdquo PROJECTS
bull Mainly focused on EU-INCO-MED Projects past current and future initiatives (WASAMED FOGGARA WADAMED MED-REUNET SED-Net DESURVEYWADIhellip)
bull Rest of Projects (Related to the Mediterranean Area (SEMIDE-EMWISEU-MEDA-WATER MED-EUWI EU-MEDSTAT-ENV etchellip)
bull Related to the rest of EU and World Areas (EU-WFDEU-LIFEEU-SMAPUNEP-MAPEXACT INCO-DEV Asiahellip)
ldquoINDEPENDENTrdquo IWRM EXPERTS
bull As well mainly focused on their INCO-MED Projects past current and future initiatives participation (ie experts from MED7 Renewable Energies and Water Risk Management Workshop Athens May 2005 hellip)
bull Coming from the rest of Projects in IWRM Related to the Mediterranean Area Related to the rest of World Areas
EXPERTS FROM ANOTHER THEMATIC AREAS
MELIA CoP COMMUNITY
bull For instance Environmental Sciences Renewable Energies Sociology hellip
MELIA CoPLPP DECISION-MAKERS (which not belong to the MELIA CoP CORE GROUP)
Benefits for Decision-Makers from participation in MELIA CoP
Get access to information and know-how Increase personal network Facilitator for partnerships
Other benefits
1048707 Gaining power of persuasion1048707 Being involved while remaining independent1048707 Test new ideas and innovative solutions1048707 Multiplier for resources1048707 Benchmarking1048707 Increased reputation1048707 Other personal benefits like having fun
Mainly focused on the Mediterranean Area active participation
The public concern about water is deeply rooted in the cultural basis of the Mediterranean societies but the progressive urbanisation and industrialisation of the agricultural production has distanced the common people on the practical issues related to water management reducing the debate on the water related problems to technical levels or conflicts of interests between competing users of an scarce resource
hellip and LAST BUT NOT LEAST ALL THE CITIZENS
MELIA CoP COMMUNITY
The public do not participate in these debates and this situation provokes lacks of concerns or worse loses of opportunities to reach a sustainable management of water with the complicity and participation of ALL users including the common citizens Raising awareness of the competing demands of water and the conflicts related to this issue is one of the target of MELIA
hellipBUT the relevance of the content is not the only reason why this community is thrive MELIA CoP would have to cultivate a unique community spirit that holds the group together
MELIA CoP COMMUNITY
The members should always be looking forward to meeting their colleagues some consider each other as friends This community spirit was also supported by the common events or special social events during the MELIA CoP workshops
In the MELIA CoP - like every community of practice - individuals with different backgrounds and interest must come together There are always hierarchies in communities but the hierarchy among the members should only be applied on the Coordination and Managerial (Administrative) Project aspects
Everybody feel that he or she benefit from the MELIA CoP meetings In fact IT IS MORE A DISTRIBUTION OF FUNCTIONS AND ROLES Some members could be more active than others other members that could often be quite expressive others could be more introspective It is important for the group spirit that nobody goes to the meetings just to gain without giving something back to the group - there is a win-win-situation for everybody
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
Is the MELIA CoP a Network of Practice with Formal structure attributes
Letrsquos analyse in detail the MELIA CoP Context (Theoretical Framework)
Theoretical background based on the CoP Theoretical Framework (WengerDermottSnyder (2002)) Modelling which shapes the setting for the MELIA CoP
According to these arguments a CoP is combination of three structural elements
bull1048707 The DOMAIN of knowledge which defines the area of shared inquiry the set of issues discussed in the community
bull1048707 The COMMUNITY the members of a community the social fabric their motivation and interactions
bull1048707 The PRACTICE the set of frameworks ideas tools information styles language stories and documents that the community members share
Every CoP has some kind of output outcome and impact These three terms are defined as follows
1048707 OUTCOME Results of a programme or project relative to its objectives that aregenerated by its respective partnersrsquo outputs
1048707 OUTPUT The tangible products (goods services) of a programme or project
1048707 IMPACT Positive and negative primary and secondary long-term changes oreffects produced by a programme or project directly or indirectly intended orunintended
In this sense It is clear that depending on this positive andor negative IMPACT the SUSTAINABILITY willwonrsquot be guarantee
The COMMUNITY is subject to a process and changes itself as time goes by It is initiated and develops over time to the current shape and is also embedded in a political environmental social and economical context that is ever evolving There is a mutual interaction between the COMMUNITY and its surrounding CONTEXT
Additionally there are 4 HIDDEN essentials are
bull MOTIVATIONndash of its members visible in their personal interest and in the priority they attribute to CoP in their daily activities
bull MANDATE ndash of the concerned organisation(s) defines on one side the thematic focus with the declared interest of the organisation in a concrete outcome on the other side the mandate gives open space for self-commitment to its members (working time and financial resources)
bull A little bit of ldquordquoINFORMALrdquordquo structure inside the official Formal NoP structure ndash beyond organisational boxes and lines Most CoPs make a link between organisational units and between organisations (ldquoflexibilityrdquo)
Legitimate peripheral participation (LPP) is a theoretical description of how newcomers become experienced members and eventually old timers of a CoP or collaborative project
bull According to LPP newcomers become members of a community initially by participating in minute and superficial yet productive and necessary tasks that contribute to the overall goal of the community These activities are typically simple and carry low risk to the community as a whole but are also important
bull Through peripheral activities novices become acquainted with the tasks vocabulary and organizing principles of the community Gradually as newcomers become old timers their participation takes forms that are more and more central to the functioning of the community
bull LPP suggests that membership in a community of practice is mediated by the possible forms of participation to which newcomers have access both physically and socially If newcomers can directly observe the practices of experts they understand the broader context into which their own efforts fit Conversely LPP suggests that newcomers who are separated from the experts have limited access to their tools and community and therefore have limited growth
bull LPP is not reserved for descriptions of membership in formal organizations or professions whose practices are highly defined (this is interestinghellip)
It crucially involves participation as a way of learning mdashof both absorbing and
being absorbed inmdashthe ldquoculture of practicerdquo by means of a ldquoabsorptive capacityrdquo of the new knowledge created and feedbacked again by the CoP
An extended period of legitimate peripherality provides learners with opportunities to make the culture of practice theirs (Lave and Wenger 1992)
So now it is time to answer the following ldquobrainstormingrdquo questions referred to the MELIA CoP
What is the size of the groupWho is participating What isthe commitment
What is the inner structure ofthe group What roles can bedifferentiated
What is the domain of concern(theme topic) Who defines it
What is the aim of theinteraction
To what extent motivation andinterests are personal and towhat extent mandated by theinstitution
What kinds of results areexpected Who defines them
What is the planned durationof the interaction (initially)
How is the working mood ofthe group
Where is the source of theinformationknowledgeexperience
What are the working tools ofthe CoP Worgroups
How is the group financedWho has an interest in itsfinancing
Now it is time to put names in the Theoretical MELIA CoP Context
MELIA CoP DOMAIN
The MELIA CoP DOMAIN is based on the establishment and support of a Strategic and Sustainable Knowledge Management and Dissemination Platform for the Dialogue (Information and Knowledge Sharing ) with other running or past research projects and initiatives dealing with the Integrated Water Resources Management (IWRM) in the Mediterranean Area and the other target objectives described in the Work Plans of its corresponding Coordination Action Technical Annex objectives
The Knowledge Thematic Areas covered by this DOMAIN are structured in the following way
MELIA CoP COMMUNITY
The MELIA CoP COMMUNITY is structured in
bull The COMMUNITY Core Group Partnership Consortium
41
6
2
1
1
4
1
2
1
3
1
4
13
3
3
hellipBUT looking at the map shown above it is clear that although the most relevant stakeholders in IWRM are represented in the MELIA CoP COMMUNITY CORE GROUP Membership NOT all the Mediterranean Area organizations (research centres governments regulators users and providers) belong to this Consortium
In this way they should be invited to participate as active actors in this process of Knowledge Management and Dissemination in the MELIA CoP because of the fact that IWRM is supposed to be one of the leading topics identifies by the Monitoring Committee of the Euro-Mediterranean Partnership in Science Technology and Innovation as a key field for the SUSTAINABLE development of the Mediterranean Countries additionally with the general purpose of opening up the European Research Area to the Mediterranean Space and the application of the principles and actions of the European Water Framework Directive (WFD) to this area
MELIA CoP COMMUNITYThe last reasoning justifies the expansion of the CORE Group to new Members for the COMMUNITY CoP who constitute the MELIA CoP Legitimate Peripheral Participation (LPP) (ldquonewcomersrdquo role described in previous slides) ldquoSIMILARrdquo PROJECTS
bull Mainly focused on EU-INCO-MED Projects past current and future initiatives (WASAMED FOGGARA WADAMED MED-REUNET SED-Net DESURVEYWADIhellip)
bull Rest of Projects (Related to the Mediterranean Area (SEMIDE-EMWISEU-MEDA-WATER MED-EUWI EU-MEDSTAT-ENV etchellip)
bull Related to the rest of EU and World Areas (EU-WFDEU-LIFEEU-SMAPUNEP-MAPEXACT INCO-DEV Asiahellip)
ldquoINDEPENDENTrdquo IWRM EXPERTS
bull As well mainly focused on their INCO-MED Projects past current and future initiatives participation (ie experts from MED7 Renewable Energies and Water Risk Management Workshop Athens May 2005 hellip)
bull Coming from the rest of Projects in IWRM Related to the Mediterranean Area Related to the rest of World Areas
EXPERTS FROM ANOTHER THEMATIC AREAS
MELIA CoP COMMUNITY
bull For instance Environmental Sciences Renewable Energies Sociology hellip
MELIA CoPLPP DECISION-MAKERS (which not belong to the MELIA CoP CORE GROUP)
Benefits for Decision-Makers from participation in MELIA CoP
Get access to information and know-how Increase personal network Facilitator for partnerships
Other benefits
1048707 Gaining power of persuasion1048707 Being involved while remaining independent1048707 Test new ideas and innovative solutions1048707 Multiplier for resources1048707 Benchmarking1048707 Increased reputation1048707 Other personal benefits like having fun
Mainly focused on the Mediterranean Area active participation
The public concern about water is deeply rooted in the cultural basis of the Mediterranean societies but the progressive urbanisation and industrialisation of the agricultural production has distanced the common people on the practical issues related to water management reducing the debate on the water related problems to technical levels or conflicts of interests between competing users of an scarce resource
hellip and LAST BUT NOT LEAST ALL THE CITIZENS
MELIA CoP COMMUNITY
The public do not participate in these debates and this situation provokes lacks of concerns or worse loses of opportunities to reach a sustainable management of water with the complicity and participation of ALL users including the common citizens Raising awareness of the competing demands of water and the conflicts related to this issue is one of the target of MELIA
hellipBUT the relevance of the content is not the only reason why this community is thrive MELIA CoP would have to cultivate a unique community spirit that holds the group together
MELIA CoP COMMUNITY
The members should always be looking forward to meeting their colleagues some consider each other as friends This community spirit was also supported by the common events or special social events during the MELIA CoP workshops
In the MELIA CoP - like every community of practice - individuals with different backgrounds and interest must come together There are always hierarchies in communities but the hierarchy among the members should only be applied on the Coordination and Managerial (Administrative) Project aspects
Everybody feel that he or she benefit from the MELIA CoP meetings In fact IT IS MORE A DISTRIBUTION OF FUNCTIONS AND ROLES Some members could be more active than others other members that could often be quite expressive others could be more introspective It is important for the group spirit that nobody goes to the meetings just to gain without giving something back to the group - there is a win-win-situation for everybody
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
According to these arguments a CoP is combination of three structural elements
bull1048707 The DOMAIN of knowledge which defines the area of shared inquiry the set of issues discussed in the community
bull1048707 The COMMUNITY the members of a community the social fabric their motivation and interactions
bull1048707 The PRACTICE the set of frameworks ideas tools information styles language stories and documents that the community members share
Every CoP has some kind of output outcome and impact These three terms are defined as follows
1048707 OUTCOME Results of a programme or project relative to its objectives that aregenerated by its respective partnersrsquo outputs
1048707 OUTPUT The tangible products (goods services) of a programme or project
1048707 IMPACT Positive and negative primary and secondary long-term changes oreffects produced by a programme or project directly or indirectly intended orunintended
In this sense It is clear that depending on this positive andor negative IMPACT the SUSTAINABILITY willwonrsquot be guarantee
The COMMUNITY is subject to a process and changes itself as time goes by It is initiated and develops over time to the current shape and is also embedded in a political environmental social and economical context that is ever evolving There is a mutual interaction between the COMMUNITY and its surrounding CONTEXT
Additionally there are 4 HIDDEN essentials are
bull MOTIVATIONndash of its members visible in their personal interest and in the priority they attribute to CoP in their daily activities
bull MANDATE ndash of the concerned organisation(s) defines on one side the thematic focus with the declared interest of the organisation in a concrete outcome on the other side the mandate gives open space for self-commitment to its members (working time and financial resources)
bull A little bit of ldquordquoINFORMALrdquordquo structure inside the official Formal NoP structure ndash beyond organisational boxes and lines Most CoPs make a link between organisational units and between organisations (ldquoflexibilityrdquo)
Legitimate peripheral participation (LPP) is a theoretical description of how newcomers become experienced members and eventually old timers of a CoP or collaborative project
bull According to LPP newcomers become members of a community initially by participating in minute and superficial yet productive and necessary tasks that contribute to the overall goal of the community These activities are typically simple and carry low risk to the community as a whole but are also important
bull Through peripheral activities novices become acquainted with the tasks vocabulary and organizing principles of the community Gradually as newcomers become old timers their participation takes forms that are more and more central to the functioning of the community
bull LPP suggests that membership in a community of practice is mediated by the possible forms of participation to which newcomers have access both physically and socially If newcomers can directly observe the practices of experts they understand the broader context into which their own efforts fit Conversely LPP suggests that newcomers who are separated from the experts have limited access to their tools and community and therefore have limited growth
bull LPP is not reserved for descriptions of membership in formal organizations or professions whose practices are highly defined (this is interestinghellip)
It crucially involves participation as a way of learning mdashof both absorbing and
being absorbed inmdashthe ldquoculture of practicerdquo by means of a ldquoabsorptive capacityrdquo of the new knowledge created and feedbacked again by the CoP
An extended period of legitimate peripherality provides learners with opportunities to make the culture of practice theirs (Lave and Wenger 1992)
So now it is time to answer the following ldquobrainstormingrdquo questions referred to the MELIA CoP
What is the size of the groupWho is participating What isthe commitment
What is the inner structure ofthe group What roles can bedifferentiated
What is the domain of concern(theme topic) Who defines it
What is the aim of theinteraction
To what extent motivation andinterests are personal and towhat extent mandated by theinstitution
What kinds of results areexpected Who defines them
What is the planned durationof the interaction (initially)
How is the working mood ofthe group
Where is the source of theinformationknowledgeexperience
What are the working tools ofthe CoP Worgroups
How is the group financedWho has an interest in itsfinancing
Now it is time to put names in the Theoretical MELIA CoP Context
MELIA CoP DOMAIN
The MELIA CoP DOMAIN is based on the establishment and support of a Strategic and Sustainable Knowledge Management and Dissemination Platform for the Dialogue (Information and Knowledge Sharing ) with other running or past research projects and initiatives dealing with the Integrated Water Resources Management (IWRM) in the Mediterranean Area and the other target objectives described in the Work Plans of its corresponding Coordination Action Technical Annex objectives
The Knowledge Thematic Areas covered by this DOMAIN are structured in the following way
MELIA CoP COMMUNITY
The MELIA CoP COMMUNITY is structured in
bull The COMMUNITY Core Group Partnership Consortium
41
6
2
1
1
4
1
2
1
3
1
4
13
3
3
hellipBUT looking at the map shown above it is clear that although the most relevant stakeholders in IWRM are represented in the MELIA CoP COMMUNITY CORE GROUP Membership NOT all the Mediterranean Area organizations (research centres governments regulators users and providers) belong to this Consortium
In this way they should be invited to participate as active actors in this process of Knowledge Management and Dissemination in the MELIA CoP because of the fact that IWRM is supposed to be one of the leading topics identifies by the Monitoring Committee of the Euro-Mediterranean Partnership in Science Technology and Innovation as a key field for the SUSTAINABLE development of the Mediterranean Countries additionally with the general purpose of opening up the European Research Area to the Mediterranean Space and the application of the principles and actions of the European Water Framework Directive (WFD) to this area
MELIA CoP COMMUNITYThe last reasoning justifies the expansion of the CORE Group to new Members for the COMMUNITY CoP who constitute the MELIA CoP Legitimate Peripheral Participation (LPP) (ldquonewcomersrdquo role described in previous slides) ldquoSIMILARrdquo PROJECTS
bull Mainly focused on EU-INCO-MED Projects past current and future initiatives (WASAMED FOGGARA WADAMED MED-REUNET SED-Net DESURVEYWADIhellip)
bull Rest of Projects (Related to the Mediterranean Area (SEMIDE-EMWISEU-MEDA-WATER MED-EUWI EU-MEDSTAT-ENV etchellip)
bull Related to the rest of EU and World Areas (EU-WFDEU-LIFEEU-SMAPUNEP-MAPEXACT INCO-DEV Asiahellip)
ldquoINDEPENDENTrdquo IWRM EXPERTS
bull As well mainly focused on their INCO-MED Projects past current and future initiatives participation (ie experts from MED7 Renewable Energies and Water Risk Management Workshop Athens May 2005 hellip)
bull Coming from the rest of Projects in IWRM Related to the Mediterranean Area Related to the rest of World Areas
EXPERTS FROM ANOTHER THEMATIC AREAS
MELIA CoP COMMUNITY
bull For instance Environmental Sciences Renewable Energies Sociology hellip
MELIA CoPLPP DECISION-MAKERS (which not belong to the MELIA CoP CORE GROUP)
Benefits for Decision-Makers from participation in MELIA CoP
Get access to information and know-how Increase personal network Facilitator for partnerships
Other benefits
1048707 Gaining power of persuasion1048707 Being involved while remaining independent1048707 Test new ideas and innovative solutions1048707 Multiplier for resources1048707 Benchmarking1048707 Increased reputation1048707 Other personal benefits like having fun
Mainly focused on the Mediterranean Area active participation
The public concern about water is deeply rooted in the cultural basis of the Mediterranean societies but the progressive urbanisation and industrialisation of the agricultural production has distanced the common people on the practical issues related to water management reducing the debate on the water related problems to technical levels or conflicts of interests between competing users of an scarce resource
hellip and LAST BUT NOT LEAST ALL THE CITIZENS
MELIA CoP COMMUNITY
The public do not participate in these debates and this situation provokes lacks of concerns or worse loses of opportunities to reach a sustainable management of water with the complicity and participation of ALL users including the common citizens Raising awareness of the competing demands of water and the conflicts related to this issue is one of the target of MELIA
hellipBUT the relevance of the content is not the only reason why this community is thrive MELIA CoP would have to cultivate a unique community spirit that holds the group together
MELIA CoP COMMUNITY
The members should always be looking forward to meeting their colleagues some consider each other as friends This community spirit was also supported by the common events or special social events during the MELIA CoP workshops
In the MELIA CoP - like every community of practice - individuals with different backgrounds and interest must come together There are always hierarchies in communities but the hierarchy among the members should only be applied on the Coordination and Managerial (Administrative) Project aspects
Everybody feel that he or she benefit from the MELIA CoP meetings In fact IT IS MORE A DISTRIBUTION OF FUNCTIONS AND ROLES Some members could be more active than others other members that could often be quite expressive others could be more introspective It is important for the group spirit that nobody goes to the meetings just to gain without giving something back to the group - there is a win-win-situation for everybody
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
Every CoP has some kind of output outcome and impact These three terms are defined as follows
1048707 OUTCOME Results of a programme or project relative to its objectives that aregenerated by its respective partnersrsquo outputs
1048707 OUTPUT The tangible products (goods services) of a programme or project
1048707 IMPACT Positive and negative primary and secondary long-term changes oreffects produced by a programme or project directly or indirectly intended orunintended
In this sense It is clear that depending on this positive andor negative IMPACT the SUSTAINABILITY willwonrsquot be guarantee
The COMMUNITY is subject to a process and changes itself as time goes by It is initiated and develops over time to the current shape and is also embedded in a political environmental social and economical context that is ever evolving There is a mutual interaction between the COMMUNITY and its surrounding CONTEXT
Additionally there are 4 HIDDEN essentials are
bull MOTIVATIONndash of its members visible in their personal interest and in the priority they attribute to CoP in their daily activities
bull MANDATE ndash of the concerned organisation(s) defines on one side the thematic focus with the declared interest of the organisation in a concrete outcome on the other side the mandate gives open space for self-commitment to its members (working time and financial resources)
bull A little bit of ldquordquoINFORMALrdquordquo structure inside the official Formal NoP structure ndash beyond organisational boxes and lines Most CoPs make a link between organisational units and between organisations (ldquoflexibilityrdquo)
Legitimate peripheral participation (LPP) is a theoretical description of how newcomers become experienced members and eventually old timers of a CoP or collaborative project
bull According to LPP newcomers become members of a community initially by participating in minute and superficial yet productive and necessary tasks that contribute to the overall goal of the community These activities are typically simple and carry low risk to the community as a whole but are also important
bull Through peripheral activities novices become acquainted with the tasks vocabulary and organizing principles of the community Gradually as newcomers become old timers their participation takes forms that are more and more central to the functioning of the community
bull LPP suggests that membership in a community of practice is mediated by the possible forms of participation to which newcomers have access both physically and socially If newcomers can directly observe the practices of experts they understand the broader context into which their own efforts fit Conversely LPP suggests that newcomers who are separated from the experts have limited access to their tools and community and therefore have limited growth
bull LPP is not reserved for descriptions of membership in formal organizations or professions whose practices are highly defined (this is interestinghellip)
It crucially involves participation as a way of learning mdashof both absorbing and
being absorbed inmdashthe ldquoculture of practicerdquo by means of a ldquoabsorptive capacityrdquo of the new knowledge created and feedbacked again by the CoP
An extended period of legitimate peripherality provides learners with opportunities to make the culture of practice theirs (Lave and Wenger 1992)
So now it is time to answer the following ldquobrainstormingrdquo questions referred to the MELIA CoP
What is the size of the groupWho is participating What isthe commitment
What is the inner structure ofthe group What roles can bedifferentiated
What is the domain of concern(theme topic) Who defines it
What is the aim of theinteraction
To what extent motivation andinterests are personal and towhat extent mandated by theinstitution
What kinds of results areexpected Who defines them
What is the planned durationof the interaction (initially)
How is the working mood ofthe group
Where is the source of theinformationknowledgeexperience
What are the working tools ofthe CoP Worgroups
How is the group financedWho has an interest in itsfinancing
Now it is time to put names in the Theoretical MELIA CoP Context
MELIA CoP DOMAIN
The MELIA CoP DOMAIN is based on the establishment and support of a Strategic and Sustainable Knowledge Management and Dissemination Platform for the Dialogue (Information and Knowledge Sharing ) with other running or past research projects and initiatives dealing with the Integrated Water Resources Management (IWRM) in the Mediterranean Area and the other target objectives described in the Work Plans of its corresponding Coordination Action Technical Annex objectives
The Knowledge Thematic Areas covered by this DOMAIN are structured in the following way
MELIA CoP COMMUNITY
The MELIA CoP COMMUNITY is structured in
bull The COMMUNITY Core Group Partnership Consortium
41
6
2
1
1
4
1
2
1
3
1
4
13
3
3
hellipBUT looking at the map shown above it is clear that although the most relevant stakeholders in IWRM are represented in the MELIA CoP COMMUNITY CORE GROUP Membership NOT all the Mediterranean Area organizations (research centres governments regulators users and providers) belong to this Consortium
In this way they should be invited to participate as active actors in this process of Knowledge Management and Dissemination in the MELIA CoP because of the fact that IWRM is supposed to be one of the leading topics identifies by the Monitoring Committee of the Euro-Mediterranean Partnership in Science Technology and Innovation as a key field for the SUSTAINABLE development of the Mediterranean Countries additionally with the general purpose of opening up the European Research Area to the Mediterranean Space and the application of the principles and actions of the European Water Framework Directive (WFD) to this area
MELIA CoP COMMUNITYThe last reasoning justifies the expansion of the CORE Group to new Members for the COMMUNITY CoP who constitute the MELIA CoP Legitimate Peripheral Participation (LPP) (ldquonewcomersrdquo role described in previous slides) ldquoSIMILARrdquo PROJECTS
bull Mainly focused on EU-INCO-MED Projects past current and future initiatives (WASAMED FOGGARA WADAMED MED-REUNET SED-Net DESURVEYWADIhellip)
bull Rest of Projects (Related to the Mediterranean Area (SEMIDE-EMWISEU-MEDA-WATER MED-EUWI EU-MEDSTAT-ENV etchellip)
bull Related to the rest of EU and World Areas (EU-WFDEU-LIFEEU-SMAPUNEP-MAPEXACT INCO-DEV Asiahellip)
ldquoINDEPENDENTrdquo IWRM EXPERTS
bull As well mainly focused on their INCO-MED Projects past current and future initiatives participation (ie experts from MED7 Renewable Energies and Water Risk Management Workshop Athens May 2005 hellip)
bull Coming from the rest of Projects in IWRM Related to the Mediterranean Area Related to the rest of World Areas
EXPERTS FROM ANOTHER THEMATIC AREAS
MELIA CoP COMMUNITY
bull For instance Environmental Sciences Renewable Energies Sociology hellip
MELIA CoPLPP DECISION-MAKERS (which not belong to the MELIA CoP CORE GROUP)
Benefits for Decision-Makers from participation in MELIA CoP
Get access to information and know-how Increase personal network Facilitator for partnerships
Other benefits
1048707 Gaining power of persuasion1048707 Being involved while remaining independent1048707 Test new ideas and innovative solutions1048707 Multiplier for resources1048707 Benchmarking1048707 Increased reputation1048707 Other personal benefits like having fun
Mainly focused on the Mediterranean Area active participation
The public concern about water is deeply rooted in the cultural basis of the Mediterranean societies but the progressive urbanisation and industrialisation of the agricultural production has distanced the common people on the practical issues related to water management reducing the debate on the water related problems to technical levels or conflicts of interests between competing users of an scarce resource
hellip and LAST BUT NOT LEAST ALL THE CITIZENS
MELIA CoP COMMUNITY
The public do not participate in these debates and this situation provokes lacks of concerns or worse loses of opportunities to reach a sustainable management of water with the complicity and participation of ALL users including the common citizens Raising awareness of the competing demands of water and the conflicts related to this issue is one of the target of MELIA
hellipBUT the relevance of the content is not the only reason why this community is thrive MELIA CoP would have to cultivate a unique community spirit that holds the group together
MELIA CoP COMMUNITY
The members should always be looking forward to meeting their colleagues some consider each other as friends This community spirit was also supported by the common events or special social events during the MELIA CoP workshops
In the MELIA CoP - like every community of practice - individuals with different backgrounds and interest must come together There are always hierarchies in communities but the hierarchy among the members should only be applied on the Coordination and Managerial (Administrative) Project aspects
Everybody feel that he or she benefit from the MELIA CoP meetings In fact IT IS MORE A DISTRIBUTION OF FUNCTIONS AND ROLES Some members could be more active than others other members that could often be quite expressive others could be more introspective It is important for the group spirit that nobody goes to the meetings just to gain without giving something back to the group - there is a win-win-situation for everybody
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
Additionally there are 4 HIDDEN essentials are
bull MOTIVATIONndash of its members visible in their personal interest and in the priority they attribute to CoP in their daily activities
bull MANDATE ndash of the concerned organisation(s) defines on one side the thematic focus with the declared interest of the organisation in a concrete outcome on the other side the mandate gives open space for self-commitment to its members (working time and financial resources)
bull A little bit of ldquordquoINFORMALrdquordquo structure inside the official Formal NoP structure ndash beyond organisational boxes and lines Most CoPs make a link between organisational units and between organisations (ldquoflexibilityrdquo)
Legitimate peripheral participation (LPP) is a theoretical description of how newcomers become experienced members and eventually old timers of a CoP or collaborative project
bull According to LPP newcomers become members of a community initially by participating in minute and superficial yet productive and necessary tasks that contribute to the overall goal of the community These activities are typically simple and carry low risk to the community as a whole but are also important
bull Through peripheral activities novices become acquainted with the tasks vocabulary and organizing principles of the community Gradually as newcomers become old timers their participation takes forms that are more and more central to the functioning of the community
bull LPP suggests that membership in a community of practice is mediated by the possible forms of participation to which newcomers have access both physically and socially If newcomers can directly observe the practices of experts they understand the broader context into which their own efforts fit Conversely LPP suggests that newcomers who are separated from the experts have limited access to their tools and community and therefore have limited growth
bull LPP is not reserved for descriptions of membership in formal organizations or professions whose practices are highly defined (this is interestinghellip)
It crucially involves participation as a way of learning mdashof both absorbing and
being absorbed inmdashthe ldquoculture of practicerdquo by means of a ldquoabsorptive capacityrdquo of the new knowledge created and feedbacked again by the CoP
An extended period of legitimate peripherality provides learners with opportunities to make the culture of practice theirs (Lave and Wenger 1992)
So now it is time to answer the following ldquobrainstormingrdquo questions referred to the MELIA CoP
What is the size of the groupWho is participating What isthe commitment
What is the inner structure ofthe group What roles can bedifferentiated
What is the domain of concern(theme topic) Who defines it
What is the aim of theinteraction
To what extent motivation andinterests are personal and towhat extent mandated by theinstitution
What kinds of results areexpected Who defines them
What is the planned durationof the interaction (initially)
How is the working mood ofthe group
Where is the source of theinformationknowledgeexperience
What are the working tools ofthe CoP Worgroups
How is the group financedWho has an interest in itsfinancing
Now it is time to put names in the Theoretical MELIA CoP Context
MELIA CoP DOMAIN
The MELIA CoP DOMAIN is based on the establishment and support of a Strategic and Sustainable Knowledge Management and Dissemination Platform for the Dialogue (Information and Knowledge Sharing ) with other running or past research projects and initiatives dealing with the Integrated Water Resources Management (IWRM) in the Mediterranean Area and the other target objectives described in the Work Plans of its corresponding Coordination Action Technical Annex objectives
The Knowledge Thematic Areas covered by this DOMAIN are structured in the following way
MELIA CoP COMMUNITY
The MELIA CoP COMMUNITY is structured in
bull The COMMUNITY Core Group Partnership Consortium
41
6
2
1
1
4
1
2
1
3
1
4
13
3
3
hellipBUT looking at the map shown above it is clear that although the most relevant stakeholders in IWRM are represented in the MELIA CoP COMMUNITY CORE GROUP Membership NOT all the Mediterranean Area organizations (research centres governments regulators users and providers) belong to this Consortium
In this way they should be invited to participate as active actors in this process of Knowledge Management and Dissemination in the MELIA CoP because of the fact that IWRM is supposed to be one of the leading topics identifies by the Monitoring Committee of the Euro-Mediterranean Partnership in Science Technology and Innovation as a key field for the SUSTAINABLE development of the Mediterranean Countries additionally with the general purpose of opening up the European Research Area to the Mediterranean Space and the application of the principles and actions of the European Water Framework Directive (WFD) to this area
MELIA CoP COMMUNITYThe last reasoning justifies the expansion of the CORE Group to new Members for the COMMUNITY CoP who constitute the MELIA CoP Legitimate Peripheral Participation (LPP) (ldquonewcomersrdquo role described in previous slides) ldquoSIMILARrdquo PROJECTS
bull Mainly focused on EU-INCO-MED Projects past current and future initiatives (WASAMED FOGGARA WADAMED MED-REUNET SED-Net DESURVEYWADIhellip)
bull Rest of Projects (Related to the Mediterranean Area (SEMIDE-EMWISEU-MEDA-WATER MED-EUWI EU-MEDSTAT-ENV etchellip)
bull Related to the rest of EU and World Areas (EU-WFDEU-LIFEEU-SMAPUNEP-MAPEXACT INCO-DEV Asiahellip)
ldquoINDEPENDENTrdquo IWRM EXPERTS
bull As well mainly focused on their INCO-MED Projects past current and future initiatives participation (ie experts from MED7 Renewable Energies and Water Risk Management Workshop Athens May 2005 hellip)
bull Coming from the rest of Projects in IWRM Related to the Mediterranean Area Related to the rest of World Areas
EXPERTS FROM ANOTHER THEMATIC AREAS
MELIA CoP COMMUNITY
bull For instance Environmental Sciences Renewable Energies Sociology hellip
MELIA CoPLPP DECISION-MAKERS (which not belong to the MELIA CoP CORE GROUP)
Benefits for Decision-Makers from participation in MELIA CoP
Get access to information and know-how Increase personal network Facilitator for partnerships
Other benefits
1048707 Gaining power of persuasion1048707 Being involved while remaining independent1048707 Test new ideas and innovative solutions1048707 Multiplier for resources1048707 Benchmarking1048707 Increased reputation1048707 Other personal benefits like having fun
Mainly focused on the Mediterranean Area active participation
The public concern about water is deeply rooted in the cultural basis of the Mediterranean societies but the progressive urbanisation and industrialisation of the agricultural production has distanced the common people on the practical issues related to water management reducing the debate on the water related problems to technical levels or conflicts of interests between competing users of an scarce resource
hellip and LAST BUT NOT LEAST ALL THE CITIZENS
MELIA CoP COMMUNITY
The public do not participate in these debates and this situation provokes lacks of concerns or worse loses of opportunities to reach a sustainable management of water with the complicity and participation of ALL users including the common citizens Raising awareness of the competing demands of water and the conflicts related to this issue is one of the target of MELIA
hellipBUT the relevance of the content is not the only reason why this community is thrive MELIA CoP would have to cultivate a unique community spirit that holds the group together
MELIA CoP COMMUNITY
The members should always be looking forward to meeting their colleagues some consider each other as friends This community spirit was also supported by the common events or special social events during the MELIA CoP workshops
In the MELIA CoP - like every community of practice - individuals with different backgrounds and interest must come together There are always hierarchies in communities but the hierarchy among the members should only be applied on the Coordination and Managerial (Administrative) Project aspects
Everybody feel that he or she benefit from the MELIA CoP meetings In fact IT IS MORE A DISTRIBUTION OF FUNCTIONS AND ROLES Some members could be more active than others other members that could often be quite expressive others could be more introspective It is important for the group spirit that nobody goes to the meetings just to gain without giving something back to the group - there is a win-win-situation for everybody
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
Legitimate peripheral participation (LPP) is a theoretical description of how newcomers become experienced members and eventually old timers of a CoP or collaborative project
bull According to LPP newcomers become members of a community initially by participating in minute and superficial yet productive and necessary tasks that contribute to the overall goal of the community These activities are typically simple and carry low risk to the community as a whole but are also important
bull Through peripheral activities novices become acquainted with the tasks vocabulary and organizing principles of the community Gradually as newcomers become old timers their participation takes forms that are more and more central to the functioning of the community
bull LPP suggests that membership in a community of practice is mediated by the possible forms of participation to which newcomers have access both physically and socially If newcomers can directly observe the practices of experts they understand the broader context into which their own efforts fit Conversely LPP suggests that newcomers who are separated from the experts have limited access to their tools and community and therefore have limited growth
bull LPP is not reserved for descriptions of membership in formal organizations or professions whose practices are highly defined (this is interestinghellip)
It crucially involves participation as a way of learning mdashof both absorbing and
being absorbed inmdashthe ldquoculture of practicerdquo by means of a ldquoabsorptive capacityrdquo of the new knowledge created and feedbacked again by the CoP
An extended period of legitimate peripherality provides learners with opportunities to make the culture of practice theirs (Lave and Wenger 1992)
So now it is time to answer the following ldquobrainstormingrdquo questions referred to the MELIA CoP
What is the size of the groupWho is participating What isthe commitment
What is the inner structure ofthe group What roles can bedifferentiated
What is the domain of concern(theme topic) Who defines it
What is the aim of theinteraction
To what extent motivation andinterests are personal and towhat extent mandated by theinstitution
What kinds of results areexpected Who defines them
What is the planned durationof the interaction (initially)
How is the working mood ofthe group
Where is the source of theinformationknowledgeexperience
What are the working tools ofthe CoP Worgroups
How is the group financedWho has an interest in itsfinancing
Now it is time to put names in the Theoretical MELIA CoP Context
MELIA CoP DOMAIN
The MELIA CoP DOMAIN is based on the establishment and support of a Strategic and Sustainable Knowledge Management and Dissemination Platform for the Dialogue (Information and Knowledge Sharing ) with other running or past research projects and initiatives dealing with the Integrated Water Resources Management (IWRM) in the Mediterranean Area and the other target objectives described in the Work Plans of its corresponding Coordination Action Technical Annex objectives
The Knowledge Thematic Areas covered by this DOMAIN are structured in the following way
MELIA CoP COMMUNITY
The MELIA CoP COMMUNITY is structured in
bull The COMMUNITY Core Group Partnership Consortium
41
6
2
1
1
4
1
2
1
3
1
4
13
3
3
hellipBUT looking at the map shown above it is clear that although the most relevant stakeholders in IWRM are represented in the MELIA CoP COMMUNITY CORE GROUP Membership NOT all the Mediterranean Area organizations (research centres governments regulators users and providers) belong to this Consortium
In this way they should be invited to participate as active actors in this process of Knowledge Management and Dissemination in the MELIA CoP because of the fact that IWRM is supposed to be one of the leading topics identifies by the Monitoring Committee of the Euro-Mediterranean Partnership in Science Technology and Innovation as a key field for the SUSTAINABLE development of the Mediterranean Countries additionally with the general purpose of opening up the European Research Area to the Mediterranean Space and the application of the principles and actions of the European Water Framework Directive (WFD) to this area
MELIA CoP COMMUNITYThe last reasoning justifies the expansion of the CORE Group to new Members for the COMMUNITY CoP who constitute the MELIA CoP Legitimate Peripheral Participation (LPP) (ldquonewcomersrdquo role described in previous slides) ldquoSIMILARrdquo PROJECTS
bull Mainly focused on EU-INCO-MED Projects past current and future initiatives (WASAMED FOGGARA WADAMED MED-REUNET SED-Net DESURVEYWADIhellip)
bull Rest of Projects (Related to the Mediterranean Area (SEMIDE-EMWISEU-MEDA-WATER MED-EUWI EU-MEDSTAT-ENV etchellip)
bull Related to the rest of EU and World Areas (EU-WFDEU-LIFEEU-SMAPUNEP-MAPEXACT INCO-DEV Asiahellip)
ldquoINDEPENDENTrdquo IWRM EXPERTS
bull As well mainly focused on their INCO-MED Projects past current and future initiatives participation (ie experts from MED7 Renewable Energies and Water Risk Management Workshop Athens May 2005 hellip)
bull Coming from the rest of Projects in IWRM Related to the Mediterranean Area Related to the rest of World Areas
EXPERTS FROM ANOTHER THEMATIC AREAS
MELIA CoP COMMUNITY
bull For instance Environmental Sciences Renewable Energies Sociology hellip
MELIA CoPLPP DECISION-MAKERS (which not belong to the MELIA CoP CORE GROUP)
Benefits for Decision-Makers from participation in MELIA CoP
Get access to information and know-how Increase personal network Facilitator for partnerships
Other benefits
1048707 Gaining power of persuasion1048707 Being involved while remaining independent1048707 Test new ideas and innovative solutions1048707 Multiplier for resources1048707 Benchmarking1048707 Increased reputation1048707 Other personal benefits like having fun
Mainly focused on the Mediterranean Area active participation
The public concern about water is deeply rooted in the cultural basis of the Mediterranean societies but the progressive urbanisation and industrialisation of the agricultural production has distanced the common people on the practical issues related to water management reducing the debate on the water related problems to technical levels or conflicts of interests between competing users of an scarce resource
hellip and LAST BUT NOT LEAST ALL THE CITIZENS
MELIA CoP COMMUNITY
The public do not participate in these debates and this situation provokes lacks of concerns or worse loses of opportunities to reach a sustainable management of water with the complicity and participation of ALL users including the common citizens Raising awareness of the competing demands of water and the conflicts related to this issue is one of the target of MELIA
hellipBUT the relevance of the content is not the only reason why this community is thrive MELIA CoP would have to cultivate a unique community spirit that holds the group together
MELIA CoP COMMUNITY
The members should always be looking forward to meeting their colleagues some consider each other as friends This community spirit was also supported by the common events or special social events during the MELIA CoP workshops
In the MELIA CoP - like every community of practice - individuals with different backgrounds and interest must come together There are always hierarchies in communities but the hierarchy among the members should only be applied on the Coordination and Managerial (Administrative) Project aspects
Everybody feel that he or she benefit from the MELIA CoP meetings In fact IT IS MORE A DISTRIBUTION OF FUNCTIONS AND ROLES Some members could be more active than others other members that could often be quite expressive others could be more introspective It is important for the group spirit that nobody goes to the meetings just to gain without giving something back to the group - there is a win-win-situation for everybody
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
bull LPP is not reserved for descriptions of membership in formal organizations or professions whose practices are highly defined (this is interestinghellip)
It crucially involves participation as a way of learning mdashof both absorbing and
being absorbed inmdashthe ldquoculture of practicerdquo by means of a ldquoabsorptive capacityrdquo of the new knowledge created and feedbacked again by the CoP
An extended period of legitimate peripherality provides learners with opportunities to make the culture of practice theirs (Lave and Wenger 1992)
So now it is time to answer the following ldquobrainstormingrdquo questions referred to the MELIA CoP
What is the size of the groupWho is participating What isthe commitment
What is the inner structure ofthe group What roles can bedifferentiated
What is the domain of concern(theme topic) Who defines it
What is the aim of theinteraction
To what extent motivation andinterests are personal and towhat extent mandated by theinstitution
What kinds of results areexpected Who defines them
What is the planned durationof the interaction (initially)
How is the working mood ofthe group
Where is the source of theinformationknowledgeexperience
What are the working tools ofthe CoP Worgroups
How is the group financedWho has an interest in itsfinancing
Now it is time to put names in the Theoretical MELIA CoP Context
MELIA CoP DOMAIN
The MELIA CoP DOMAIN is based on the establishment and support of a Strategic and Sustainable Knowledge Management and Dissemination Platform for the Dialogue (Information and Knowledge Sharing ) with other running or past research projects and initiatives dealing with the Integrated Water Resources Management (IWRM) in the Mediterranean Area and the other target objectives described in the Work Plans of its corresponding Coordination Action Technical Annex objectives
The Knowledge Thematic Areas covered by this DOMAIN are structured in the following way
MELIA CoP COMMUNITY
The MELIA CoP COMMUNITY is structured in
bull The COMMUNITY Core Group Partnership Consortium
41
6
2
1
1
4
1
2
1
3
1
4
13
3
3
hellipBUT looking at the map shown above it is clear that although the most relevant stakeholders in IWRM are represented in the MELIA CoP COMMUNITY CORE GROUP Membership NOT all the Mediterranean Area organizations (research centres governments regulators users and providers) belong to this Consortium
In this way they should be invited to participate as active actors in this process of Knowledge Management and Dissemination in the MELIA CoP because of the fact that IWRM is supposed to be one of the leading topics identifies by the Monitoring Committee of the Euro-Mediterranean Partnership in Science Technology and Innovation as a key field for the SUSTAINABLE development of the Mediterranean Countries additionally with the general purpose of opening up the European Research Area to the Mediterranean Space and the application of the principles and actions of the European Water Framework Directive (WFD) to this area
MELIA CoP COMMUNITYThe last reasoning justifies the expansion of the CORE Group to new Members for the COMMUNITY CoP who constitute the MELIA CoP Legitimate Peripheral Participation (LPP) (ldquonewcomersrdquo role described in previous slides) ldquoSIMILARrdquo PROJECTS
bull Mainly focused on EU-INCO-MED Projects past current and future initiatives (WASAMED FOGGARA WADAMED MED-REUNET SED-Net DESURVEYWADIhellip)
bull Rest of Projects (Related to the Mediterranean Area (SEMIDE-EMWISEU-MEDA-WATER MED-EUWI EU-MEDSTAT-ENV etchellip)
bull Related to the rest of EU and World Areas (EU-WFDEU-LIFEEU-SMAPUNEP-MAPEXACT INCO-DEV Asiahellip)
ldquoINDEPENDENTrdquo IWRM EXPERTS
bull As well mainly focused on their INCO-MED Projects past current and future initiatives participation (ie experts from MED7 Renewable Energies and Water Risk Management Workshop Athens May 2005 hellip)
bull Coming from the rest of Projects in IWRM Related to the Mediterranean Area Related to the rest of World Areas
EXPERTS FROM ANOTHER THEMATIC AREAS
MELIA CoP COMMUNITY
bull For instance Environmental Sciences Renewable Energies Sociology hellip
MELIA CoPLPP DECISION-MAKERS (which not belong to the MELIA CoP CORE GROUP)
Benefits for Decision-Makers from participation in MELIA CoP
Get access to information and know-how Increase personal network Facilitator for partnerships
Other benefits
1048707 Gaining power of persuasion1048707 Being involved while remaining independent1048707 Test new ideas and innovative solutions1048707 Multiplier for resources1048707 Benchmarking1048707 Increased reputation1048707 Other personal benefits like having fun
Mainly focused on the Mediterranean Area active participation
The public concern about water is deeply rooted in the cultural basis of the Mediterranean societies but the progressive urbanisation and industrialisation of the agricultural production has distanced the common people on the practical issues related to water management reducing the debate on the water related problems to technical levels or conflicts of interests between competing users of an scarce resource
hellip and LAST BUT NOT LEAST ALL THE CITIZENS
MELIA CoP COMMUNITY
The public do not participate in these debates and this situation provokes lacks of concerns or worse loses of opportunities to reach a sustainable management of water with the complicity and participation of ALL users including the common citizens Raising awareness of the competing demands of water and the conflicts related to this issue is one of the target of MELIA
hellipBUT the relevance of the content is not the only reason why this community is thrive MELIA CoP would have to cultivate a unique community spirit that holds the group together
MELIA CoP COMMUNITY
The members should always be looking forward to meeting their colleagues some consider each other as friends This community spirit was also supported by the common events or special social events during the MELIA CoP workshops
In the MELIA CoP - like every community of practice - individuals with different backgrounds and interest must come together There are always hierarchies in communities but the hierarchy among the members should only be applied on the Coordination and Managerial (Administrative) Project aspects
Everybody feel that he or she benefit from the MELIA CoP meetings In fact IT IS MORE A DISTRIBUTION OF FUNCTIONS AND ROLES Some members could be more active than others other members that could often be quite expressive others could be more introspective It is important for the group spirit that nobody goes to the meetings just to gain without giving something back to the group - there is a win-win-situation for everybody
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
What is the size of the groupWho is participating What isthe commitment
What is the inner structure ofthe group What roles can bedifferentiated
What is the domain of concern(theme topic) Who defines it
What is the aim of theinteraction
To what extent motivation andinterests are personal and towhat extent mandated by theinstitution
What kinds of results areexpected Who defines them
What is the planned durationof the interaction (initially)
How is the working mood ofthe group
Where is the source of theinformationknowledgeexperience
What are the working tools ofthe CoP Worgroups
How is the group financedWho has an interest in itsfinancing
Now it is time to put names in the Theoretical MELIA CoP Context
MELIA CoP DOMAIN
The MELIA CoP DOMAIN is based on the establishment and support of a Strategic and Sustainable Knowledge Management and Dissemination Platform for the Dialogue (Information and Knowledge Sharing ) with other running or past research projects and initiatives dealing with the Integrated Water Resources Management (IWRM) in the Mediterranean Area and the other target objectives described in the Work Plans of its corresponding Coordination Action Technical Annex objectives
The Knowledge Thematic Areas covered by this DOMAIN are structured in the following way
MELIA CoP COMMUNITY
The MELIA CoP COMMUNITY is structured in
bull The COMMUNITY Core Group Partnership Consortium
41
6
2
1
1
4
1
2
1
3
1
4
13
3
3
hellipBUT looking at the map shown above it is clear that although the most relevant stakeholders in IWRM are represented in the MELIA CoP COMMUNITY CORE GROUP Membership NOT all the Mediterranean Area organizations (research centres governments regulators users and providers) belong to this Consortium
In this way they should be invited to participate as active actors in this process of Knowledge Management and Dissemination in the MELIA CoP because of the fact that IWRM is supposed to be one of the leading topics identifies by the Monitoring Committee of the Euro-Mediterranean Partnership in Science Technology and Innovation as a key field for the SUSTAINABLE development of the Mediterranean Countries additionally with the general purpose of opening up the European Research Area to the Mediterranean Space and the application of the principles and actions of the European Water Framework Directive (WFD) to this area
MELIA CoP COMMUNITYThe last reasoning justifies the expansion of the CORE Group to new Members for the COMMUNITY CoP who constitute the MELIA CoP Legitimate Peripheral Participation (LPP) (ldquonewcomersrdquo role described in previous slides) ldquoSIMILARrdquo PROJECTS
bull Mainly focused on EU-INCO-MED Projects past current and future initiatives (WASAMED FOGGARA WADAMED MED-REUNET SED-Net DESURVEYWADIhellip)
bull Rest of Projects (Related to the Mediterranean Area (SEMIDE-EMWISEU-MEDA-WATER MED-EUWI EU-MEDSTAT-ENV etchellip)
bull Related to the rest of EU and World Areas (EU-WFDEU-LIFEEU-SMAPUNEP-MAPEXACT INCO-DEV Asiahellip)
ldquoINDEPENDENTrdquo IWRM EXPERTS
bull As well mainly focused on their INCO-MED Projects past current and future initiatives participation (ie experts from MED7 Renewable Energies and Water Risk Management Workshop Athens May 2005 hellip)
bull Coming from the rest of Projects in IWRM Related to the Mediterranean Area Related to the rest of World Areas
EXPERTS FROM ANOTHER THEMATIC AREAS
MELIA CoP COMMUNITY
bull For instance Environmental Sciences Renewable Energies Sociology hellip
MELIA CoPLPP DECISION-MAKERS (which not belong to the MELIA CoP CORE GROUP)
Benefits for Decision-Makers from participation in MELIA CoP
Get access to information and know-how Increase personal network Facilitator for partnerships
Other benefits
1048707 Gaining power of persuasion1048707 Being involved while remaining independent1048707 Test new ideas and innovative solutions1048707 Multiplier for resources1048707 Benchmarking1048707 Increased reputation1048707 Other personal benefits like having fun
Mainly focused on the Mediterranean Area active participation
The public concern about water is deeply rooted in the cultural basis of the Mediterranean societies but the progressive urbanisation and industrialisation of the agricultural production has distanced the common people on the practical issues related to water management reducing the debate on the water related problems to technical levels or conflicts of interests between competing users of an scarce resource
hellip and LAST BUT NOT LEAST ALL THE CITIZENS
MELIA CoP COMMUNITY
The public do not participate in these debates and this situation provokes lacks of concerns or worse loses of opportunities to reach a sustainable management of water with the complicity and participation of ALL users including the common citizens Raising awareness of the competing demands of water and the conflicts related to this issue is one of the target of MELIA
hellipBUT the relevance of the content is not the only reason why this community is thrive MELIA CoP would have to cultivate a unique community spirit that holds the group together
MELIA CoP COMMUNITY
The members should always be looking forward to meeting their colleagues some consider each other as friends This community spirit was also supported by the common events or special social events during the MELIA CoP workshops
In the MELIA CoP - like every community of practice - individuals with different backgrounds and interest must come together There are always hierarchies in communities but the hierarchy among the members should only be applied on the Coordination and Managerial (Administrative) Project aspects
Everybody feel that he or she benefit from the MELIA CoP meetings In fact IT IS MORE A DISTRIBUTION OF FUNCTIONS AND ROLES Some members could be more active than others other members that could often be quite expressive others could be more introspective It is important for the group spirit that nobody goes to the meetings just to gain without giving something back to the group - there is a win-win-situation for everybody
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
Now it is time to put names in the Theoretical MELIA CoP Context
MELIA CoP DOMAIN
The MELIA CoP DOMAIN is based on the establishment and support of a Strategic and Sustainable Knowledge Management and Dissemination Platform for the Dialogue (Information and Knowledge Sharing ) with other running or past research projects and initiatives dealing with the Integrated Water Resources Management (IWRM) in the Mediterranean Area and the other target objectives described in the Work Plans of its corresponding Coordination Action Technical Annex objectives
The Knowledge Thematic Areas covered by this DOMAIN are structured in the following way
MELIA CoP COMMUNITY
The MELIA CoP COMMUNITY is structured in
bull The COMMUNITY Core Group Partnership Consortium
41
6
2
1
1
4
1
2
1
3
1
4
13
3
3
hellipBUT looking at the map shown above it is clear that although the most relevant stakeholders in IWRM are represented in the MELIA CoP COMMUNITY CORE GROUP Membership NOT all the Mediterranean Area organizations (research centres governments regulators users and providers) belong to this Consortium
In this way they should be invited to participate as active actors in this process of Knowledge Management and Dissemination in the MELIA CoP because of the fact that IWRM is supposed to be one of the leading topics identifies by the Monitoring Committee of the Euro-Mediterranean Partnership in Science Technology and Innovation as a key field for the SUSTAINABLE development of the Mediterranean Countries additionally with the general purpose of opening up the European Research Area to the Mediterranean Space and the application of the principles and actions of the European Water Framework Directive (WFD) to this area
MELIA CoP COMMUNITYThe last reasoning justifies the expansion of the CORE Group to new Members for the COMMUNITY CoP who constitute the MELIA CoP Legitimate Peripheral Participation (LPP) (ldquonewcomersrdquo role described in previous slides) ldquoSIMILARrdquo PROJECTS
bull Mainly focused on EU-INCO-MED Projects past current and future initiatives (WASAMED FOGGARA WADAMED MED-REUNET SED-Net DESURVEYWADIhellip)
bull Rest of Projects (Related to the Mediterranean Area (SEMIDE-EMWISEU-MEDA-WATER MED-EUWI EU-MEDSTAT-ENV etchellip)
bull Related to the rest of EU and World Areas (EU-WFDEU-LIFEEU-SMAPUNEP-MAPEXACT INCO-DEV Asiahellip)
ldquoINDEPENDENTrdquo IWRM EXPERTS
bull As well mainly focused on their INCO-MED Projects past current and future initiatives participation (ie experts from MED7 Renewable Energies and Water Risk Management Workshop Athens May 2005 hellip)
bull Coming from the rest of Projects in IWRM Related to the Mediterranean Area Related to the rest of World Areas
EXPERTS FROM ANOTHER THEMATIC AREAS
MELIA CoP COMMUNITY
bull For instance Environmental Sciences Renewable Energies Sociology hellip
MELIA CoPLPP DECISION-MAKERS (which not belong to the MELIA CoP CORE GROUP)
Benefits for Decision-Makers from participation in MELIA CoP
Get access to information and know-how Increase personal network Facilitator for partnerships
Other benefits
1048707 Gaining power of persuasion1048707 Being involved while remaining independent1048707 Test new ideas and innovative solutions1048707 Multiplier for resources1048707 Benchmarking1048707 Increased reputation1048707 Other personal benefits like having fun
Mainly focused on the Mediterranean Area active participation
The public concern about water is deeply rooted in the cultural basis of the Mediterranean societies but the progressive urbanisation and industrialisation of the agricultural production has distanced the common people on the practical issues related to water management reducing the debate on the water related problems to technical levels or conflicts of interests between competing users of an scarce resource
hellip and LAST BUT NOT LEAST ALL THE CITIZENS
MELIA CoP COMMUNITY
The public do not participate in these debates and this situation provokes lacks of concerns or worse loses of opportunities to reach a sustainable management of water with the complicity and participation of ALL users including the common citizens Raising awareness of the competing demands of water and the conflicts related to this issue is one of the target of MELIA
hellipBUT the relevance of the content is not the only reason why this community is thrive MELIA CoP would have to cultivate a unique community spirit that holds the group together
MELIA CoP COMMUNITY
The members should always be looking forward to meeting their colleagues some consider each other as friends This community spirit was also supported by the common events or special social events during the MELIA CoP workshops
In the MELIA CoP - like every community of practice - individuals with different backgrounds and interest must come together There are always hierarchies in communities but the hierarchy among the members should only be applied on the Coordination and Managerial (Administrative) Project aspects
Everybody feel that he or she benefit from the MELIA CoP meetings In fact IT IS MORE A DISTRIBUTION OF FUNCTIONS AND ROLES Some members could be more active than others other members that could often be quite expressive others could be more introspective It is important for the group spirit that nobody goes to the meetings just to gain without giving something back to the group - there is a win-win-situation for everybody
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
MELIA CoP DOMAIN
The MELIA CoP DOMAIN is based on the establishment and support of a Strategic and Sustainable Knowledge Management and Dissemination Platform for the Dialogue (Information and Knowledge Sharing ) with other running or past research projects and initiatives dealing with the Integrated Water Resources Management (IWRM) in the Mediterranean Area and the other target objectives described in the Work Plans of its corresponding Coordination Action Technical Annex objectives
The Knowledge Thematic Areas covered by this DOMAIN are structured in the following way
MELIA CoP COMMUNITY
The MELIA CoP COMMUNITY is structured in
bull The COMMUNITY Core Group Partnership Consortium
41
6
2
1
1
4
1
2
1
3
1
4
13
3
3
hellipBUT looking at the map shown above it is clear that although the most relevant stakeholders in IWRM are represented in the MELIA CoP COMMUNITY CORE GROUP Membership NOT all the Mediterranean Area organizations (research centres governments regulators users and providers) belong to this Consortium
In this way they should be invited to participate as active actors in this process of Knowledge Management and Dissemination in the MELIA CoP because of the fact that IWRM is supposed to be one of the leading topics identifies by the Monitoring Committee of the Euro-Mediterranean Partnership in Science Technology and Innovation as a key field for the SUSTAINABLE development of the Mediterranean Countries additionally with the general purpose of opening up the European Research Area to the Mediterranean Space and the application of the principles and actions of the European Water Framework Directive (WFD) to this area
MELIA CoP COMMUNITYThe last reasoning justifies the expansion of the CORE Group to new Members for the COMMUNITY CoP who constitute the MELIA CoP Legitimate Peripheral Participation (LPP) (ldquonewcomersrdquo role described in previous slides) ldquoSIMILARrdquo PROJECTS
bull Mainly focused on EU-INCO-MED Projects past current and future initiatives (WASAMED FOGGARA WADAMED MED-REUNET SED-Net DESURVEYWADIhellip)
bull Rest of Projects (Related to the Mediterranean Area (SEMIDE-EMWISEU-MEDA-WATER MED-EUWI EU-MEDSTAT-ENV etchellip)
bull Related to the rest of EU and World Areas (EU-WFDEU-LIFEEU-SMAPUNEP-MAPEXACT INCO-DEV Asiahellip)
ldquoINDEPENDENTrdquo IWRM EXPERTS
bull As well mainly focused on their INCO-MED Projects past current and future initiatives participation (ie experts from MED7 Renewable Energies and Water Risk Management Workshop Athens May 2005 hellip)
bull Coming from the rest of Projects in IWRM Related to the Mediterranean Area Related to the rest of World Areas
EXPERTS FROM ANOTHER THEMATIC AREAS
MELIA CoP COMMUNITY
bull For instance Environmental Sciences Renewable Energies Sociology hellip
MELIA CoPLPP DECISION-MAKERS (which not belong to the MELIA CoP CORE GROUP)
Benefits for Decision-Makers from participation in MELIA CoP
Get access to information and know-how Increase personal network Facilitator for partnerships
Other benefits
1048707 Gaining power of persuasion1048707 Being involved while remaining independent1048707 Test new ideas and innovative solutions1048707 Multiplier for resources1048707 Benchmarking1048707 Increased reputation1048707 Other personal benefits like having fun
Mainly focused on the Mediterranean Area active participation
The public concern about water is deeply rooted in the cultural basis of the Mediterranean societies but the progressive urbanisation and industrialisation of the agricultural production has distanced the common people on the practical issues related to water management reducing the debate on the water related problems to technical levels or conflicts of interests between competing users of an scarce resource
hellip and LAST BUT NOT LEAST ALL THE CITIZENS
MELIA CoP COMMUNITY
The public do not participate in these debates and this situation provokes lacks of concerns or worse loses of opportunities to reach a sustainable management of water with the complicity and participation of ALL users including the common citizens Raising awareness of the competing demands of water and the conflicts related to this issue is one of the target of MELIA
hellipBUT the relevance of the content is not the only reason why this community is thrive MELIA CoP would have to cultivate a unique community spirit that holds the group together
MELIA CoP COMMUNITY
The members should always be looking forward to meeting their colleagues some consider each other as friends This community spirit was also supported by the common events or special social events during the MELIA CoP workshops
In the MELIA CoP - like every community of practice - individuals with different backgrounds and interest must come together There are always hierarchies in communities but the hierarchy among the members should only be applied on the Coordination and Managerial (Administrative) Project aspects
Everybody feel that he or she benefit from the MELIA CoP meetings In fact IT IS MORE A DISTRIBUTION OF FUNCTIONS AND ROLES Some members could be more active than others other members that could often be quite expressive others could be more introspective It is important for the group spirit that nobody goes to the meetings just to gain without giving something back to the group - there is a win-win-situation for everybody
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
MELIA CoP COMMUNITY
The MELIA CoP COMMUNITY is structured in
bull The COMMUNITY Core Group Partnership Consortium
41
6
2
1
1
4
1
2
1
3
1
4
13
3
3
hellipBUT looking at the map shown above it is clear that although the most relevant stakeholders in IWRM are represented in the MELIA CoP COMMUNITY CORE GROUP Membership NOT all the Mediterranean Area organizations (research centres governments regulators users and providers) belong to this Consortium
In this way they should be invited to participate as active actors in this process of Knowledge Management and Dissemination in the MELIA CoP because of the fact that IWRM is supposed to be one of the leading topics identifies by the Monitoring Committee of the Euro-Mediterranean Partnership in Science Technology and Innovation as a key field for the SUSTAINABLE development of the Mediterranean Countries additionally with the general purpose of opening up the European Research Area to the Mediterranean Space and the application of the principles and actions of the European Water Framework Directive (WFD) to this area
MELIA CoP COMMUNITYThe last reasoning justifies the expansion of the CORE Group to new Members for the COMMUNITY CoP who constitute the MELIA CoP Legitimate Peripheral Participation (LPP) (ldquonewcomersrdquo role described in previous slides) ldquoSIMILARrdquo PROJECTS
bull Mainly focused on EU-INCO-MED Projects past current and future initiatives (WASAMED FOGGARA WADAMED MED-REUNET SED-Net DESURVEYWADIhellip)
bull Rest of Projects (Related to the Mediterranean Area (SEMIDE-EMWISEU-MEDA-WATER MED-EUWI EU-MEDSTAT-ENV etchellip)
bull Related to the rest of EU and World Areas (EU-WFDEU-LIFEEU-SMAPUNEP-MAPEXACT INCO-DEV Asiahellip)
ldquoINDEPENDENTrdquo IWRM EXPERTS
bull As well mainly focused on their INCO-MED Projects past current and future initiatives participation (ie experts from MED7 Renewable Energies and Water Risk Management Workshop Athens May 2005 hellip)
bull Coming from the rest of Projects in IWRM Related to the Mediterranean Area Related to the rest of World Areas
EXPERTS FROM ANOTHER THEMATIC AREAS
MELIA CoP COMMUNITY
bull For instance Environmental Sciences Renewable Energies Sociology hellip
MELIA CoPLPP DECISION-MAKERS (which not belong to the MELIA CoP CORE GROUP)
Benefits for Decision-Makers from participation in MELIA CoP
Get access to information and know-how Increase personal network Facilitator for partnerships
Other benefits
1048707 Gaining power of persuasion1048707 Being involved while remaining independent1048707 Test new ideas and innovative solutions1048707 Multiplier for resources1048707 Benchmarking1048707 Increased reputation1048707 Other personal benefits like having fun
Mainly focused on the Mediterranean Area active participation
The public concern about water is deeply rooted in the cultural basis of the Mediterranean societies but the progressive urbanisation and industrialisation of the agricultural production has distanced the common people on the practical issues related to water management reducing the debate on the water related problems to technical levels or conflicts of interests between competing users of an scarce resource
hellip and LAST BUT NOT LEAST ALL THE CITIZENS
MELIA CoP COMMUNITY
The public do not participate in these debates and this situation provokes lacks of concerns or worse loses of opportunities to reach a sustainable management of water with the complicity and participation of ALL users including the common citizens Raising awareness of the competing demands of water and the conflicts related to this issue is one of the target of MELIA
hellipBUT the relevance of the content is not the only reason why this community is thrive MELIA CoP would have to cultivate a unique community spirit that holds the group together
MELIA CoP COMMUNITY
The members should always be looking forward to meeting their colleagues some consider each other as friends This community spirit was also supported by the common events or special social events during the MELIA CoP workshops
In the MELIA CoP - like every community of practice - individuals with different backgrounds and interest must come together There are always hierarchies in communities but the hierarchy among the members should only be applied on the Coordination and Managerial (Administrative) Project aspects
Everybody feel that he or she benefit from the MELIA CoP meetings In fact IT IS MORE A DISTRIBUTION OF FUNCTIONS AND ROLES Some members could be more active than others other members that could often be quite expressive others could be more introspective It is important for the group spirit that nobody goes to the meetings just to gain without giving something back to the group - there is a win-win-situation for everybody
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
41
6
2
1
1
4
1
2
1
3
1
4
13
3
3
hellipBUT looking at the map shown above it is clear that although the most relevant stakeholders in IWRM are represented in the MELIA CoP COMMUNITY CORE GROUP Membership NOT all the Mediterranean Area organizations (research centres governments regulators users and providers) belong to this Consortium
In this way they should be invited to participate as active actors in this process of Knowledge Management and Dissemination in the MELIA CoP because of the fact that IWRM is supposed to be one of the leading topics identifies by the Monitoring Committee of the Euro-Mediterranean Partnership in Science Technology and Innovation as a key field for the SUSTAINABLE development of the Mediterranean Countries additionally with the general purpose of opening up the European Research Area to the Mediterranean Space and the application of the principles and actions of the European Water Framework Directive (WFD) to this area
MELIA CoP COMMUNITYThe last reasoning justifies the expansion of the CORE Group to new Members for the COMMUNITY CoP who constitute the MELIA CoP Legitimate Peripheral Participation (LPP) (ldquonewcomersrdquo role described in previous slides) ldquoSIMILARrdquo PROJECTS
bull Mainly focused on EU-INCO-MED Projects past current and future initiatives (WASAMED FOGGARA WADAMED MED-REUNET SED-Net DESURVEYWADIhellip)
bull Rest of Projects (Related to the Mediterranean Area (SEMIDE-EMWISEU-MEDA-WATER MED-EUWI EU-MEDSTAT-ENV etchellip)
bull Related to the rest of EU and World Areas (EU-WFDEU-LIFEEU-SMAPUNEP-MAPEXACT INCO-DEV Asiahellip)
ldquoINDEPENDENTrdquo IWRM EXPERTS
bull As well mainly focused on their INCO-MED Projects past current and future initiatives participation (ie experts from MED7 Renewable Energies and Water Risk Management Workshop Athens May 2005 hellip)
bull Coming from the rest of Projects in IWRM Related to the Mediterranean Area Related to the rest of World Areas
EXPERTS FROM ANOTHER THEMATIC AREAS
MELIA CoP COMMUNITY
bull For instance Environmental Sciences Renewable Energies Sociology hellip
MELIA CoPLPP DECISION-MAKERS (which not belong to the MELIA CoP CORE GROUP)
Benefits for Decision-Makers from participation in MELIA CoP
Get access to information and know-how Increase personal network Facilitator for partnerships
Other benefits
1048707 Gaining power of persuasion1048707 Being involved while remaining independent1048707 Test new ideas and innovative solutions1048707 Multiplier for resources1048707 Benchmarking1048707 Increased reputation1048707 Other personal benefits like having fun
Mainly focused on the Mediterranean Area active participation
The public concern about water is deeply rooted in the cultural basis of the Mediterranean societies but the progressive urbanisation and industrialisation of the agricultural production has distanced the common people on the practical issues related to water management reducing the debate on the water related problems to technical levels or conflicts of interests between competing users of an scarce resource
hellip and LAST BUT NOT LEAST ALL THE CITIZENS
MELIA CoP COMMUNITY
The public do not participate in these debates and this situation provokes lacks of concerns or worse loses of opportunities to reach a sustainable management of water with the complicity and participation of ALL users including the common citizens Raising awareness of the competing demands of water and the conflicts related to this issue is one of the target of MELIA
hellipBUT the relevance of the content is not the only reason why this community is thrive MELIA CoP would have to cultivate a unique community spirit that holds the group together
MELIA CoP COMMUNITY
The members should always be looking forward to meeting their colleagues some consider each other as friends This community spirit was also supported by the common events or special social events during the MELIA CoP workshops
In the MELIA CoP - like every community of practice - individuals with different backgrounds and interest must come together There are always hierarchies in communities but the hierarchy among the members should only be applied on the Coordination and Managerial (Administrative) Project aspects
Everybody feel that he or she benefit from the MELIA CoP meetings In fact IT IS MORE A DISTRIBUTION OF FUNCTIONS AND ROLES Some members could be more active than others other members that could often be quite expressive others could be more introspective It is important for the group spirit that nobody goes to the meetings just to gain without giving something back to the group - there is a win-win-situation for everybody
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
MELIA CoP COMMUNITYThe last reasoning justifies the expansion of the CORE Group to new Members for the COMMUNITY CoP who constitute the MELIA CoP Legitimate Peripheral Participation (LPP) (ldquonewcomersrdquo role described in previous slides) ldquoSIMILARrdquo PROJECTS
bull Mainly focused on EU-INCO-MED Projects past current and future initiatives (WASAMED FOGGARA WADAMED MED-REUNET SED-Net DESURVEYWADIhellip)
bull Rest of Projects (Related to the Mediterranean Area (SEMIDE-EMWISEU-MEDA-WATER MED-EUWI EU-MEDSTAT-ENV etchellip)
bull Related to the rest of EU and World Areas (EU-WFDEU-LIFEEU-SMAPUNEP-MAPEXACT INCO-DEV Asiahellip)
ldquoINDEPENDENTrdquo IWRM EXPERTS
bull As well mainly focused on their INCO-MED Projects past current and future initiatives participation (ie experts from MED7 Renewable Energies and Water Risk Management Workshop Athens May 2005 hellip)
bull Coming from the rest of Projects in IWRM Related to the Mediterranean Area Related to the rest of World Areas
EXPERTS FROM ANOTHER THEMATIC AREAS
MELIA CoP COMMUNITY
bull For instance Environmental Sciences Renewable Energies Sociology hellip
MELIA CoPLPP DECISION-MAKERS (which not belong to the MELIA CoP CORE GROUP)
Benefits for Decision-Makers from participation in MELIA CoP
Get access to information and know-how Increase personal network Facilitator for partnerships
Other benefits
1048707 Gaining power of persuasion1048707 Being involved while remaining independent1048707 Test new ideas and innovative solutions1048707 Multiplier for resources1048707 Benchmarking1048707 Increased reputation1048707 Other personal benefits like having fun
Mainly focused on the Mediterranean Area active participation
The public concern about water is deeply rooted in the cultural basis of the Mediterranean societies but the progressive urbanisation and industrialisation of the agricultural production has distanced the common people on the practical issues related to water management reducing the debate on the water related problems to technical levels or conflicts of interests between competing users of an scarce resource
hellip and LAST BUT NOT LEAST ALL THE CITIZENS
MELIA CoP COMMUNITY
The public do not participate in these debates and this situation provokes lacks of concerns or worse loses of opportunities to reach a sustainable management of water with the complicity and participation of ALL users including the common citizens Raising awareness of the competing demands of water and the conflicts related to this issue is one of the target of MELIA
hellipBUT the relevance of the content is not the only reason why this community is thrive MELIA CoP would have to cultivate a unique community spirit that holds the group together
MELIA CoP COMMUNITY
The members should always be looking forward to meeting their colleagues some consider each other as friends This community spirit was also supported by the common events or special social events during the MELIA CoP workshops
In the MELIA CoP - like every community of practice - individuals with different backgrounds and interest must come together There are always hierarchies in communities but the hierarchy among the members should only be applied on the Coordination and Managerial (Administrative) Project aspects
Everybody feel that he or she benefit from the MELIA CoP meetings In fact IT IS MORE A DISTRIBUTION OF FUNCTIONS AND ROLES Some members could be more active than others other members that could often be quite expressive others could be more introspective It is important for the group spirit that nobody goes to the meetings just to gain without giving something back to the group - there is a win-win-situation for everybody
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
EXPERTS FROM ANOTHER THEMATIC AREAS
MELIA CoP COMMUNITY
bull For instance Environmental Sciences Renewable Energies Sociology hellip
MELIA CoPLPP DECISION-MAKERS (which not belong to the MELIA CoP CORE GROUP)
Benefits for Decision-Makers from participation in MELIA CoP
Get access to information and know-how Increase personal network Facilitator for partnerships
Other benefits
1048707 Gaining power of persuasion1048707 Being involved while remaining independent1048707 Test new ideas and innovative solutions1048707 Multiplier for resources1048707 Benchmarking1048707 Increased reputation1048707 Other personal benefits like having fun
Mainly focused on the Mediterranean Area active participation
The public concern about water is deeply rooted in the cultural basis of the Mediterranean societies but the progressive urbanisation and industrialisation of the agricultural production has distanced the common people on the practical issues related to water management reducing the debate on the water related problems to technical levels or conflicts of interests between competing users of an scarce resource
hellip and LAST BUT NOT LEAST ALL THE CITIZENS
MELIA CoP COMMUNITY
The public do not participate in these debates and this situation provokes lacks of concerns or worse loses of opportunities to reach a sustainable management of water with the complicity and participation of ALL users including the common citizens Raising awareness of the competing demands of water and the conflicts related to this issue is one of the target of MELIA
hellipBUT the relevance of the content is not the only reason why this community is thrive MELIA CoP would have to cultivate a unique community spirit that holds the group together
MELIA CoP COMMUNITY
The members should always be looking forward to meeting their colleagues some consider each other as friends This community spirit was also supported by the common events or special social events during the MELIA CoP workshops
In the MELIA CoP - like every community of practice - individuals with different backgrounds and interest must come together There are always hierarchies in communities but the hierarchy among the members should only be applied on the Coordination and Managerial (Administrative) Project aspects
Everybody feel that he or she benefit from the MELIA CoP meetings In fact IT IS MORE A DISTRIBUTION OF FUNCTIONS AND ROLES Some members could be more active than others other members that could often be quite expressive others could be more introspective It is important for the group spirit that nobody goes to the meetings just to gain without giving something back to the group - there is a win-win-situation for everybody
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
Mainly focused on the Mediterranean Area active participation
The public concern about water is deeply rooted in the cultural basis of the Mediterranean societies but the progressive urbanisation and industrialisation of the agricultural production has distanced the common people on the practical issues related to water management reducing the debate on the water related problems to technical levels or conflicts of interests between competing users of an scarce resource
hellip and LAST BUT NOT LEAST ALL THE CITIZENS
MELIA CoP COMMUNITY
The public do not participate in these debates and this situation provokes lacks of concerns or worse loses of opportunities to reach a sustainable management of water with the complicity and participation of ALL users including the common citizens Raising awareness of the competing demands of water and the conflicts related to this issue is one of the target of MELIA
hellipBUT the relevance of the content is not the only reason why this community is thrive MELIA CoP would have to cultivate a unique community spirit that holds the group together
MELIA CoP COMMUNITY
The members should always be looking forward to meeting their colleagues some consider each other as friends This community spirit was also supported by the common events or special social events during the MELIA CoP workshops
In the MELIA CoP - like every community of practice - individuals with different backgrounds and interest must come together There are always hierarchies in communities but the hierarchy among the members should only be applied on the Coordination and Managerial (Administrative) Project aspects
Everybody feel that he or she benefit from the MELIA CoP meetings In fact IT IS MORE A DISTRIBUTION OF FUNCTIONS AND ROLES Some members could be more active than others other members that could often be quite expressive others could be more introspective It is important for the group spirit that nobody goes to the meetings just to gain without giving something back to the group - there is a win-win-situation for everybody
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
hellipBUT the relevance of the content is not the only reason why this community is thrive MELIA CoP would have to cultivate a unique community spirit that holds the group together
MELIA CoP COMMUNITY
The members should always be looking forward to meeting their colleagues some consider each other as friends This community spirit was also supported by the common events or special social events during the MELIA CoP workshops
In the MELIA CoP - like every community of practice - individuals with different backgrounds and interest must come together There are always hierarchies in communities but the hierarchy among the members should only be applied on the Coordination and Managerial (Administrative) Project aspects
Everybody feel that he or she benefit from the MELIA CoP meetings In fact IT IS MORE A DISTRIBUTION OF FUNCTIONS AND ROLES Some members could be more active than others other members that could often be quite expressive others could be more introspective It is important for the group spirit that nobody goes to the meetings just to gain without giving something back to the group - there is a win-win-situation for everybody
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
MELIA CoP COMMUNITY
A basic prerequisite for a successful CoP is mutual TRUST among its Members People will only share knowledge if they trust each other Trust has to be maintained again and again through intensive communication and shared experiences
They should take care that trust is not lost It can be destroyed very quickly and it can take a very long time to build up again An aspect of trust is a culture of giving and taking in the CoP Each partner has to be aware that he or she cannot only benefit from the CoP but has to contribute as well Itrsquos give-and-take just like in our personal networks Friends who only take and never give anything back will eventually be disliked
The interdisciplinary of the MELIA CoP COMMUNITY also led to many critical reflections and kept the discussions lively Many of the exchanges during the MELIA CoP meetings should be quite controversial but none have ever set off irreconcilable conflicts
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
A precondition for the build up of TRUST is setting a good balance between openness and restraint within the CoP This one should be open to the outside and there should be a dialogue between internal and external perspectives
Otherwise the CoP will stew in its own juice However if it has too many members coordination will become more and more difficult and maintaining familiarity and trust among the network partners will also be more of a challenge
If these soft factors are taken into consideration a common spirit can grow that offers the familiar comfort of a hometown where everybody is happy to meet people With this spirit internationally distributed CoP like MELIA will become vibrant and dynamic organisms in the development community that facilitate knowledge sharing
MELIA CoP COMMUNITY
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
MELIA CoP PRACTICE
Initially the PRACTICE is based on the Activities (ldquoTasksrdquo to be done) Deliverables and Events described in detail by the Project Technical Annex all of them executed through a Time Table of 48 months carried out by the MELIA CoP CORE WORKGROUP
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
hellipand additionally the participation of the LPP Members
AN EFFICIENT GOVERNANCE COORDINATION AND MANAGEMENT PLATFORM IS NEEDED TO DEAL WITH THIS CoP PRACTICE ELEMENTS
MELIA CoP GOVERNANCE STRUCTURE
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
An important question for internationally and geographically distributed CoP like MELIA is the degree of centralisation or decentralisation Who should have responsibility and how much Should there be a secretariat Should there be regional sub networks There is no blueprint for the ideal network structure and the governance structures Studies vary quite a lot Nevertheless there are some core elements that can be found in every network
MELIA CoP GOVERANCE STRUCTURE
At the top of many CoPs are some well reputed chairpersons who has a representative and strategic role A steering committee and management board occupy a more active role being responsible for strategic questions and operational planning Some CoPs are tempted to enlarge such committees too much aiming for a good representation and looking for strong connections with the most important stakeholders
Yet the result of big committees is often that only half of the members actually participate in the meetings This devalues the committee and frustrates those who participate It is therefore advisable to keep the steering committee small
In order to stay in touch with a major circle of stakeholders there is still the possibility to create a VIRTUAL committee of patrons or a supporting committee with no executive function The members of a respected advisory committee could support the network on demand
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
The secretariat has a central role in distributed CoPs Because of the complexity of international scenario an official but small secretariat is recommendable A node is needed for CoP coordination where the PRACTICES OF THE MELIA CoP COME TOGETHER
Without this node a CoP Member (mainly those ones who belong to the CORE GROUP) will take over this essential role unofficially It is a major challenge to ensure that the secretariat does not become too strong crowding out the engagement of other Core Group Members of the CoP The secretariat should always strive to motivate these members to be active and to support them in their work If the secretariat remains small this has the added advantage that associated costs can be kept within certain limits
MELIA CoP GOVERANCE STRUCTURE
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
MELIA CoP GOVERANCE STRUCTURE
Going back to the MELIACoP DOMAIN
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
AN EFFICIENT INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION METHODOLOGICAL PLATFORM IS NEEDED
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
MELIA CoP INFORMATION AND KNOWLEDGE MANAGEMENT
SHARING AND DISSEMINATION METHODOLOGICAL APPROACH
(1) The combination of DOMAIN COMMUNITY and PRACTICE is what enable CoPs to manage knowledge DOMAIN provides a common focus COMMUNITY builds relationships that enable collective learning and PRACTICE anchors the learning in what people do (Thatrsquos right)
MELIA Community or Practice is a strategic response to the demands for increased skills and capacities in the water sector leading towards the implementation of IWRM in the Mediterranean Area
It starts with a STRATEGY and will going on with a STRATEGY It connects STRATEGY with performance through KNOWLEDGE
2 essential conditions are needed to this
(2) The proper organizational context ----gtGOVERNANCE STRUCTURE discussed before -gt (Thatrsquos right)
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
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- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
The information management cycle foreseen in MELIA will assist specific knowledge functions and link them with institutions or individuals outside the network The cycle of information management and knowledge creation will be organised in a way that the following cycle of functions is ensured
bull Establishment of the information base
bull Adaptation of information and sharing within the network
bull Transfer of the information to target groups (water users managers IWRM implementers citizenshellip)
bull Generation ndash or better ndash consolidation of common knowledge (local and global levels)
Informationbase (1)
Information Adaptation amp Sharing (2)
Knowledge Generation (4)
Case studies
Research
Experience
International amp local knowledge
Documentation
Training materials
Tools
Trainers trained
Skills
Capacities
Advisory
Training education
Awareness raising
Access to Information (3)
Note that this model Is meant to convey the logic of a CoP Based Knowledge Strategy NOT a chronologicalSequences of steps
The development ofCoPs is bottom-up Process as well as aTop-down one
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
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- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
Based on this STRATEGYhellipWhich are the expected main MELIA CoP Outputs and Outcomes
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
Outputs Outcomes Main goals to be reached by MELIA CoP
Information Base (1)
WP0MELIA CoP has access to international and local knowledge
Participation in local and international meetingsMembership distribution and functions at local and international levelsCommunication systems
Documentation of current thinking and practices on sustainable management of water resources is available within the MELIA CoP
Resource libraries identified and accessible to membersWeb based information access
MELIA CoP has a broad range of knowledge on elements of integrated water resources management in the skills and capacities of its members
Range of skills and disciplines of membersKnowledge mapping of members
Information Adaptationamp Sharing (2)
WP0
Knowledge products are adapted to the regional and local context
Training materials and other materials in appropriate languages with local examples and relevance
MELIA CoP members and all citizens are fully informed and contribute to communication on MELIA CoP activities work opportunities and exchange of information and experience
Effective communication system in place between membersMembers participating in activities sharing experience and information
Network members are competent in aspects of IWRM and able to deliver quality capacity building services
Trainers have been trainedQuality of capacity building assessed
Access to Information (3)
WP0Information about the network and about integrated water resources management is made available and disseminated to water sector professionals and accessible to all the citizens
Information materials type and availability for dissemination towards water professionals and accessible to all the citizens
MELIA CoP and its members carry out training and include water resources management in education curricula (Special mention to PhD Students)
Number of training activitiesRevised curriculaContribution of members
MELIA CoP is seen as a focal point for accessing advice from members on integrated water resources management
Requests for network assistanceNumbers of workshops papers consultancies
Knowledge Generation (4)
(WP8 and WP9)Research is being conducted contributing to understanding on how to achieve sustainable management and development of water resources
Number of research programmesIncorporation of research into capacity building
Case studies have been prepared and disseminated Number of case studiesDissemination of results
MELIA CoP is attracting experienced members and members are gaining new experience by participating in the network
Number of new membersRange of skills and knowledgeNumber and type of network activities generating experience
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
Although this Information and Knowledge Management Dissemination and Sharing STRATEGY will be coordinated and managed by the WP0 (Coordination And Management) WP8 (Building Knowledge) and WP9 (Knowledge Sharing)hellip
hellipthis STRATEGY must be also translated to the rest of DOMAINShellipBUT HOW
DESIGNING IMPLEMENTING AND SUPPORTING AN INFORMATION AND KNOWLEDGE MANAGEMENT SHARING AND DISSEMINATION PRACTICAL METHODOLOGY TO ALL THE WORKPACKAGES
DEPENDING ON THE SPECIFIC ROLE OF EACH CoP COMMUNITY MEMBER INSIDE OF THEM
INDEPENDENTLY OF THE CONSIDERED THEMATIC AREA IN EACH WORKPACKAGE
Defining a Work Package for each Domain
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
hellipat this point letrsquos analyze in detail the previously defined MELIA CoP roles inside from the point of view of the COMMUNITY
CoP CORE GROUP (ldquoProject Consortiumrdquo)
CoP Leader (CoP Coordinator)
LPP CoP Members
CoP Deputy-Leader (Assistant to the CoP Coordinator)
Rest of ldquosimilarrdquo projects invited experts decision- makers who donrsquot belong to the Core Group Rest Of Citizens in generalhellip
At any time some of these Members could be invited by the Members of the CORE GROUP to participate actively inside each WP always under the (under the supervision and approval of the respective WP Leader and Deputy Leader)
Into each Work Package (WP) Leader Deputy Leader and WP Members
WORKFLOW PROCESSES BASED ON EACH ROLE
PECULIARITIES(letrsquos not get ahead of ourselves not yethellip)
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
hellipso how is structured each Work Package (WP)
ldquoThe WP Leader is responsible for the organization of the different tasks within the WP the assignment of resources the respect of the WP time-schedule and the delivery of their results to the Coordinator in due time Each Work Package affects the work performed in the others and shares a certain number of common participants Therefore a good matching and coordination of activities is absolutely necessaryrdquo
ldquoEach Work Package will be led by a Work Package Leader assisted by a Deputy Work Package Leader (Pn Pacuten) balancing the leadership between partners from the EU and the Med countries The WPs are subdivided in a number of tasks (see previous slides) related to concrete activities and deliverables such as organization of Workshops and other type of events background documents elaboration assessment documents on technical proposals identification of best practices dissemination material Each task will be organised by the Task Leader and executed with the help of the group of partners attributed to the WPrdquo
There are 1 WP Leader 1 Deputy Leader and the rest of WP Members
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
hellipwell this seems to be a little bit difficult to managehellip Letrsquos sum up
Letrsquos introduce the concept of Work Group
In order to simplify initially there will be only 1 Work Group per Work Package So 1 Work Group = 1 Work Package
Additionally there will be only 1 Work Group for the Steering Committee 1 Work Group for the Management Board and 1 Work Group for the Secretariat
1 Work Package = 1 Work Group
But how to manage all this COMPLEXITY through the 48 months of duration corresponding to the tasks and deliverables execution taking into account that there are only 1 Kick-off Meeting 4 Workshops 1 Seminar and 1 Final International Conference face-to-face events
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
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- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
Virtual Work Groups have become a crucial part in the present economy Advances of ICT enable the transfer of information across continents time zones and organizational boundaries
Despite these technological developments lsquohuman factorsrsquo should not be neglected in an increasing virtual environment
Useful as they are ICTs cannot replace face-to-face contacts and more conventional means of communication While ICTs continue to offer a ever-widening range of options regular meetings workshops or conferences are still necessary
A context-oriented platform will be first created to support spatially distributed Work Packages ( in our case = Work Groups) This is the main reason to design the user interface to be based on Web technology (INTERNET as one possible way of access) as a commonly well-understood and accepted user interface paradigm
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
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- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
TRUST is important in conventional workgroups it has been emphasized to be particularly crucial in virtual workgroups Empirical research reveals that trust can be established in virtual workgroups but the supportive mechanisms differ from those patterns in workgroups that cooperate on a face-to- face basis Particularly the early phases of workgroups formation and collaboration are crucial for trust building in a virtual context like in the case of this KICK-OFF
Management needs to take these specialties of trust formation in virtual workgroups into account by establishing an appropriate environment As a lsquovirtual competencersquo of work group members is essential for the emergence of virtual trust workgroup members should be trained accordingly
Hereby the cultural social and communication competencies are enhanced and workgroup members are sensitized for the problems that can occur in a virtual workgroup context Additionally management needs to provide the adequate technical infrastructure that facilitates various modes of communication
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
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- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
MELIA CoP ELEMENTS ICT PURPOSES
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
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- Slide 16
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- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
MoSCoW Classification (Van Vliet 1995)
MELIA CoP ELEMENTS ICT REQUIREMENTS
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
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- Slide 14
- Slide 15
- Slide 16
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- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
Promotes policy acceptance in the case of networks this is promoting and raising awareness about the need for IWRM The core of the content is IWRM and as information (and then knowledge) circulates policy is impacted within the water sector and related target groups including decision makers and governments in the Mediterranean Area
Information management and knowledge generation enhances MELIA Community of Practice performance as it
Makes things visible for a network the most active way of gaining visibility is through operational information management and knowledge generation As much as it is important for networks to have a formal structure they acquire reality once their active operations begin and this as we have seen is through information management knowledge generation and delivery of capacity building
Facilitates platform processes the information management and knowledge generation cycle requires effective networking Without effective participation of MELIA Community of Practice members (MELIA partners independent experts anonymous contributors hellip) and recipient groups there will be no real information management Network development and information management are simultaneous processes contributing to each other
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
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- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
MELIA Work Packages (WPs) aim at a symbiosis of physical and virtual work environments The availability of MELIA CoP members and their work environment becomes uncoupled from their physical locations
MELIA Work Packages Workspaces need to offer workgroups members intuitive and ubiquitous access to each other and to information and resources of their Work Packages secure and transparent to their physical workplaces and their own tools as well as ease of use and accessibility mechanisms
At this point a proper communication system based on the new Information and Communication Technologies (ICT) within the MELIA CoP is central for its efficiency and to facilitate information mapping sharing MELIA Community of Practice is about people and their interactions and thus communication is critical
Therefore MELIA CoP Platform will facilitate the collaboration of people into each Work Package (= Workgroup) providing a ubiquitous and secure access to selected Web services required for the teamwork within the respective context
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
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- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
ldquoThe MELIA Community of Practice (CoP) ICT TOOLS Website and its Taxonomy Descriptionrdquo
M E L I A
COORDINATION ACTION
FP6 ndash INCO 517612
Seville September 4-7 2006
Juan Miguel Gonzaacutelez-Aranda
MELIA Kick-off Meeting
ldquoMediterranean Dialogue for Integrated Water Managementrdquo
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
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- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
MELIA Web Personal Area
MELIA Web GroupWare Work Package Area
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
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