Tag Archives: Enterprise Wiki

Going Global with Confluence

Repost from Atlassian Blog
November 18, 2008

confluence_presentationIn the link below I walk you through how BearingPoint implemented Confluence from the ground up to over 16,000 co-workers across the globe. We promoted organic advocacy and our wiki was started by users for users, not by IT, though they are now on board. BearingPoint’s current wiki started in a basement on a personal laptop and has since grown to a 2-node cluster with over 11K pages.

In the demo we show we use the wiki along with numerous macros and plugins we have implemented. Contegix and Customware, both Atlassian partners, get an honorable mention as they were crucial elements in getting BearingPoint’s wiki to reach the ‘critical mass’ it has.

Video can be seen here: http://blogs.atlassian.com/news/2008/11/going_global_wi.html

Author: Nate Nash

2008 Gartner Magic Quadrant for Social Software

Reposted from Synergise IT – Original post can be found here
by Sean Lew

social software2008 Gartner Magic Quadrant for Social Software has been released recently and what is really interesting is that even though there are 38 vendors being reviewed only 5 are not in the niche category namely Atlassian, IBM, Jive, Microsoft and Socialtext.

I must say that having used all 5 products before and each of them is really fantastic. Each has its own pros and cons and depending on your requirements different software should be chosen. I am glad to see that there is a good competition in this space and that makes my life as a consultant a tad easier having the ability to pick and choose the best product for the situation.

What is really interesting is that there is no one in the category of “Leaders”. Atlassian, Jive and Socialtext barely made it into the “visionaries” quadrant (they are all sitting on the line of the quadrant). All three products are really quite revolutionary. I demo-ed Jive to a class previously and a student responded saying, “its just a web page but its so smart” and a colleague said that the Atlassian Wiki we have within BearingPoint made his life so much better.

Next, IBM / Microsoft are in the “Challengers” quadrant with a much higher ability to execute but lack in vision. I personally think that IBM and Microsoft are not “visionary” because the general business environment is not quite ready for such software as of now. Many business people still do not quite understand what is Web 2.0, collaboration, social media and buzz words like that. I believe they are taking a wait and see strategy to this area of software development.

I would love to see next year’s results and hope to see some of the players rise up to the visionary quadrant!

Author: Sean Lew

Enterprise 2.0: BearingPoint Wiki

Reposted from E2.OH – Investigations into Enterprise 2.0. Original post can be found here

For those (3) of you just tuning in to our blog, it is probably important to note that the stone in our tranparency soup recipe has long been the BearingPoint Enterprise Wiki deployment. Following an extended pilot, we are about 6 months into a full-on, production level deployment of Atlassian’s Confluence, JIRA, and Crowd stack for the complete firm. I suppose I have always perceived the effort as being successful, but I am willing to admit that my perspective might be a little skewed. (My baby is most certainly not ugly, kind sir!)

In response to an internal communciations query, I was recently asked to take a look at usage stats since GoLive. Initially I was pretty impressed but then it occured to me that I really have no basis by which to judge either way. As such, I thought I would post the facts and see what the prevaling wisdom is.

Basics:

  • GoLive Date = May 5, 2008
  • Possible Users = ~16,000 (The wiki is only accessible by employees. This number is roughly current headcount, but people have come and gone over the months.)

We’ll start with basic wiki pages first:

  • Current Wiki Pages = 11,720
  • Versions of Current Wiki Pages = 87,280
  • Pages with Comments = 2,039
  • Number of Comments = 6,661
  • Unique Page Authors = 1,858

Secondly, Confluence has built-in blogging capabilties through its News Item feature. Here are the numbers for that:

  • Current News Items (Blog Entries) = 1,503
  • Versions of Current News Items = 2,991
  • Comments on News Items = 1,065
  • Unique News Item Authors = 210

Finally, here is some typical web analytics data to round out the picture:

  • Visits = 68,168
  • Pageviews = 620,329
  • Pages/Visit = 9.10
  • Bounce Rate = 25.81%
  • Average Time on Wiki = 09:59
  • Unique Visitors = 15,443
  • Originating Countries = 62
  • % Traffic from Referring Sites = 43% (mostly from Intranet, the rest is Direct traffic)

So what do you think? How does this compare to other stats you have seen?

Sweat Equity

Reposted from E2.OH – Investigations into Enterprise 2.0
post by Nate Nash

The results of the dank, humidly oppressive heat outside and the icy breeze incessantly wheezing at full tilt from the vent over my cube is an appropriate metaphor for many things here. The two extremes combine into a somewhat temperate, moderately sticky existence that takes every opportunity to remind me my wool suit is a far from informed fashion statement. I have become the mildly disappointing middle-ground between immovable environment and the best laid apparel plans. A pitiful melange of attempted professional grandeur, slogging sweatily through a rain forest.

Awesome. Let’s implement some E2…

I suppose I am built for cooler climates, but alas I find myself in a tropical metropolis. It is not technically that hot. However, it is extremely technical when it comes to atmosphere. The humidity, smog, and millions of people everywhere fit like a moist, size too small glove, squeezing you into anonymous exhaustion. On this particular day Jay and I are presenting our progress on a new portal and KM prototype. The majority of the presentation was your usual schnauzer and quarter horse, but I found a specific snippet of dialog worthy to resurrect this rustbucket of a blog.

I loudly clear my throat, hoping to startle open the drooping eyelids of the unlucky meeting attendees. I bat .500 on the try, but figure it is better than a wholly unconscious audience.

“After interviewing stakeholders from across your organization, a single, shining beacon of a requirement has emerged. That beacon my friends, is the guiding principle by which we have developed your prototypes. From the most senior director down to the interns, your organization’s needs can be summed up in a single phrase…. ”

I pause for effect as fluttering eyelids and the squeaking of uncomfortable people adjusting uncomfortable chairs creates the desired climatic precipice. (In case it isn’t already blatantly apparent, I tend toward the dramatic. Come on…anybody can do PowerPoint. Let’s cook with jet fuel for once.)

“Nobody can find anything. Ever.”

A full room of vigorously nodding heads confirms the statement. A man leans forward from a particularly rickety chair in the back of the room and slightly raises his left hand. I acknowledge his question as he unknowingly blasphemes, “We need a logical structure! Just like my hard drive. Is this what you have created for us?”

I now have 2 reasons to sweat. The aforementioned climate and my answer to this question.

“You don’t need organization. You need transparency. Your guiding requirement is not a new place to put things. It is a new way to do things. The effectiveness of this organization is stifled through the corralling of people, process, and technology into utterly unusable pockets of opacity. We propose transparency as the guiding principle for change, affecting all aspects of the organization, technological or otherwise. Your complete organization states the inability to quickly find information as a chief concern. This is not caused by ineffective execution. This is caused by ineffective dogma.”

Glasses, ties, papers, feet, eyebrows are adjusting. The room is exploding with minor adjustments. Everyone in simultaneously slightly adjusting something. I am wondering whether I should adjust my flight home to account for the looming stage hook. Slowly the lesser vibrations cease and the same man speaks again.

“But my department needs control. My department has very sensitive information that can’t be shared. I need to be able to find information from the other departments, but our documents are confidential.”

The nodding quickly reaches a fever pitch, heads bobbing like chop after a summer squall. I launch into a pointless rant about what actually makes information confidential but it is relatively clear to me the stage has been set. No matter where we go from here, this implementation will be about air-conditioning in the tropics. You see no matter the intent or design of air-conditioning, there is always a lingering wisp of the natural environment. Sometimes it is barely noticeable, other times it is overwhelming. I am confident that the “guiding principle of transparency” will not be watered down to a “suggestion of translucency”, but there is a long road ahead. In order for complete success to occur, there must be an organic change in the environment, not a temporary, man-made attempt at cooling things off. Without the underlying shift in the organizational climate surrounding transparency, there will be rooms that are too cold or too hot, depending upon your perspective and location. Change is difficult indeed. However, addressing the root cause will make for much longer lasting results. Dropping a wiki on a group of people without first seeking to alter their method for work is like wearing a suit in the rainforest. Looks decent from afar but is completely uncomfortable up close.

Luckily, the organization is committed to the concept (at least), and starting to warm up (pun intended) to the prospect of change. We are committed as well, but should probably look into procuring a few linen suits.

Collaboration with Wikis: Filling the void

Post by Sean Lew, Business Consultant at BearingPointCollaboration

There is a growing need for organizations to collaborate more efficiently across time zones, geographic locations and across departments. Collaboration promises greater efficiency, streamlined communication and better knowledge retention across an organization. Collaboration software like wikis has also been sprouting all over organizations with no real direction from the senior management. Many organizations have started taking a more serious look at such forms of collaboration technologies.

Internal collaboration

Collaboration is not just providing a virtual platform for employees to work together. It allows employees to hold conversations and discussions online and provides background and context for visitors or new team members. With all the information well documented, there is a reduced risk of losing information when employees move on.

Many collaboration technologies also provide a social aspect of it where employees can connect with people outside of their team. This allows self discovery of assets within the organization, find other experts and innovate on the project, department or the business.

External collaboration

Collaboration with suppliers and customers should also be an area organizations should look at. Harvard Business School (http://hbswk.hbs.edu/archive/5258.html) conducted a research on Procter and Gamble’s (P&G) innovation model which includes connecting with the global talent pool in search of promising ideas and implement P&G’s capabilities to create better and cheaper products – fast. Such forms of collaboration, may it be with suppliers or customers can be very astonishing.

The success of collaboration is to take an enterprise view and formulate an adoption strategy across the various departments. What is your organization doing to strategize and implement changes to meet the needs of your rising collaboration requirements?

Author: Sean Lew

Enterprise 2.0: Redefining the company

BearingPoint attended the Enterprise 2.0 Conference in Boston last week, and had the opportunity to present at the unconference portion – Enterprise2Open. The conference is “…the single largest gathering of the people and companies changing the way we work.”

BearingPoint’s Nate Nash and his presentation are below:

The presentation explained how BearingPoint’s Enterprise Wiki had “shifted” the way many of its employees work, reducing dependence on email and increasing collaboration.