Hidden Web: How Informal Networks Drive Project Performance

The Hidden WebThe Hidden WebInside the Informal Networks that Drive Project Performance

Project Management InstituteCentral Massachusetts Chapter

Performance

Central Massachusetts ChapterMay 11, 2010

Maya Townsend, FounderMaya Townsend, FounderPartnering Resources

The PointThe Point

Project managers can improve projects jsuccess rates and

personal performance if they attend to informalif they attend to informal

networks

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Project Success Rates are Not Where Th N d t BThey Need to Be…

Changes Completed On Time and With MinimalChanges Completed On Time and With Minimal Disruption

5%5%Gartner, 2001

Average Project Cost Overrun

Percentage of Originally Defined Features Overrun

43%Delivered

54%*3

54%* Of which 45% are never used

Standish Group Standish Group

Stronger Networks – Project SuccessStronger Networks Project Success

Successful Projects Less Successful Projects

Very Strong

36%

Strong27%

36%

Strong57%

• 93% of successful change initiatives were led by people with very g y p p ystrong / strong personal networks

• 73% of less successful change initiatives were led by people with

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moderate / weak networks

Data: NEHRA / Partnering Resources study (2009).

Today’s TalkToday s Talk

1. What are networks?

2. How can PMs use them to improve project success rates?

5Image: Partnering Resources

WHAT IS A NETWORK?

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What is a Network?What is a Network?

Public transportation networks help people travel in cities

Computer networks move data from location to location

Networks are about movement The circulatory system i d b

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Networks are about movement carries oxygen and carbon dioxide to and from our cells

The Simplest Work NetworkThe Simplest Work Network

Human networks are also all about movement:

S k h

The movement of information

Sam knows how to answer the

question so Mary connects you to

SYou have a

questionYou ask Mary at

the next deskShe doesn’t know

the answer and calls Sam for advice

Sam

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Problem solved!

People Form Networks within TeamsPeople Form Networks within Teams

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More People More ComplexityMore People, More Complexity

10

It’s Not Just the GrapevineIt s Not Just the Grapevine

Social Decision-Making Innovation

11Expertise Improvement

When They’re Good, They’re Very, V G dVery Good…Healthy networks can…• Adapt quickly to change.• Withstand stress.• Reorganize without significantlyReorganize without significantly

affecting productivity.• Diffuse information easily.• Grow quickly• Grow quickly.

12Case studies: Plastrik & Taylor (2006) and Evans & Wolf (2005).

…When They’re Bad, They’re a Disaster

13Graphic: NetForm. Used with permission.

HOW CAN PROJECT MANAGERS USE NETWORKS TO IMPROVE USE NETWORKS TO IMPROVE PROJECT SUCCESS RATES?

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PMs Work Through Informal NetworksPMs Work Through Informal Networks

15Image: Rebecca St. James

Networked Leaders are More Successful

Successful Projects Less Successful Projects

Very Strong

Moderate7%

Strong27%

Weak18%

g36%

Strong57%

Moderate55%

• 93% of completely successful change initiatives were led by people with very strong / strong personal networks

• 73% of less successful change initiatives were led by people with moderate / weak networks

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moderate / weak networks

Data: NEHRA / Partnering Resources study (2009).

Four TechniquesFour Techniques

1. Know your own networks1. Know your own networks2. Build strong networks3 Understand the project network3. Understand the project network4. Build your project network

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1 Know Your Own Networks1. Know Your Own Networks

I already know what’s going

on in my network

18Image: Stephenson, “Trafficking in Trust” in Coughlin, Wingard, & Hollihan, 2005

Map Your Network and Identify GapsMap Your Network and Identify Gaps

19Image: Credit unknown.

You Can Do It By HandYou Can Do It By Hand…

20Image: Partnering Resources.

Or You Can Use Software…Or You Can Use Software

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TouchGraph.com

2 Build Strong Networks2. Build Strong Networks

22Image: Valdis Krebs.

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A Common Tip for Network BuildingA Common Tip for Network Building

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Another Way to NetworkAnother Way to Network

High Performers…g• Invest in relationships with

sources of information and helpful criticsp

• Build relationships that span organizational levels

• Position themselves at keyPosition themselves at key points in the network and leverage people around them for implementation

People who serve as bridges are more likely to be in the organization’sp more likely to be in the organization s

top 20% of performers

25From Cross, Thomas, & Light, “How Top Talent Uses Networks and Where Rising Stars Get Trapped” and Groysberg, Lee, & Abrahams, “What It Takes to Make ‘Star’ Hires Pay Off”

Key to Building Your NetworkKey to Building Your Network

26Photo: Sizumaru’s Photo Stream, Flickr.

The Minimalist ApproachThe Minimalist Approach

1. Schedule 1 coffee meeting / month

2 Forward 1 email / week2. Forward 1 email / week

3. Walk around the office and talk with people 1 time / day

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with people 1 time / day

3. Understand Your Project Network 3. Understand Your Project Network

• How does information flow within your project team? Where is it blocked?

• Who are the ad hoc decision-makers?

• Who has expertise needed to psolve problems?

• Who can make things happen?

28Image: Nancy Margulies (www.nancymargulies.com)

An ExampleAn Example

29Images: Partnering Resources using NetForm™ Connectors software.

How to Understand a Project NetworkHow to Understand a Project Network

1. Ask 10 people you trust: Who do you trust to get p p y y gthings done?

2. Map the network by handO f

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3. Map the network using ONA software

Image: Adapted from Cross, Borgatti, & Parker, “Making Invisible Work Visible: Using Social Network Analysis to Support Strategic Collaboration.”

Automating Network AnalysisAutomating Network Analysis

• Multiple web based data• Multiple web-based data collection, analysis, and visualization tools► InFlow, UCINET, NetMiner► NetForm► Visone for visualization

• Data capture takes 30 minutes of user timeof user time

Process: 1. Choose all of the people with

whom you interact informally2. Identify the purpose and

frequency of your interactions

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frequency of your interactions

Outputs of Network Analysis Outputs of Network Analysis

• Analysis using mathematicalAnalysis using mathematical algorithms tested over 30+ years

• Instantaneous results on password-pprotected site► Graphical network maps► Critical connectors and hidden resources

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4 Build Your Project Network4. Build Your Project Network

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Use Multiple TechniquesUse Multiple Techniques

Ask informal leaders to help support the

Understand what the grapevine has to say

Leverage personal contacts to help get p pp

changeg p y

about changep g

things done

Brainstorm or explore ideas associated with

the change with

Strategize how to overcome planning or

implementation

Get feedback on documents, approach,

and aspects of the

Strategize how to overcome planning or

implementation

Get feedback on documents, approach,

and aspects of thegpeople outside the

change team

implementation obstacles

and aspects of the initiative before rollout

implementation obstacles

and aspects of the initiative before rollout

34Data: NEHRA / Partnering Resources study (2009).

Key TakeawaysKey Takeaways

• Stronger networks : better performanceStronger networks : better performance• Understand your networks and your gaps• Understand and build the project networkUnderstand and build the project network• Nurture relationships with information sources,

helpful critics and boundary spannershelpful critics, and boundary spanners

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Let’s Leverage Our Networks!Let s Leverage Our Networks!

What stands out as most relevant to your work?

What questions do youWhat questions do you have?

36Image: Nancy Margulies (www.nancymargulies.com)

About the Presenter

• Founder of management consulting firm Partnering Resources.• Specializes in identifying the hidden web of relationships that drive

organization performance and helping leaders reach across the “white spaces” to develop solutions that stick.

• Client list includes Alcatel-Lucent, eCopy, eTeck, Fidelity, Financial Profiles, Hanover Insurance Group, Merrimack Pharmaceutical, and Novartis, as well as public and third sector companies such as Andover / Phillips Academy, Close to Home, National Air and Space Administration, National Braille Press, and Project Harmony.Press, and Project Harmony.

• Teaches leadership, strategy, and alignment at Boston University Corporate Education Center and Northeastern University.

• Published by CIO.Com, Chief Learning Officer, Mass High Tech, and other magazines and journals.g j

• Serves on the Editorial Review Board for OD Practitioner, the premier organization development practitioner journal in the United States.

• Likes chocolate a lot.

Contact: 617 395 8396 o maya@partneringresources com o www partneringresources com

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Contact: 617.395.8396 o [email protected] o www.partneringresources.com

ReferencesReferencesArticles & Research

C R B i S P & P k A (Wi 2002) “M ki I i ibl W k Vi ibl U i S i l N k A l i• Cross, R., Borgatti, S.P., & Parker, A. (Winter 2002). “Making Invisible Work Visible: Using Social Network Analysis to Support Strategic Collaboration.” California Management Review.

• Cross, Martin, & Weiss (2006). “Mapping the Value of Employee Collaboration. McKinsey Quarterly.

• Kleiner, A. (2002). “Karen Stephenson’s Quantum Theory of Trust.” strategy + business. Available at www.strategy-b siness combusiness.com.

• Stephenson, K. (2005). “Trafficking in Trust.” In Enlightened Power (Coughlin, Wingard, & Hollihan, ed.). Available at www.drkaren.us/KS_publications01.htm.

• Townsend, M. (2009). “Leveraging Human Networks to Accelerate Learning.” Available at bit.ly/3V0iF4.

T d M (2008) “Th Th M t I t t P iti Y D ’t K Ab t Y t ” A il bl t• Townsend, M. (2008). “The Three Most Important Positions You Don’t Know About Yet.” Available at www.partneringresources.com/resources.html.

• Townsend, M. & Yeung, S. (2009). “Informal Networks Linked to Change Success.” Available at bit.ly/17wANX.

• Evans & Wolf (2005). “Collaboration Rules.” Harvard Business Review.

Books• Anklam, P. (2007). Net Work: A Practical Guide to Creating and Sustaining Networks at Work and in the World.

• Cohen, D. & Prusak, L. (2001). In Good Company: How Social Capital Makes Organizations Work.

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• Cross, R., & Parker, A. (2004). The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations.