Tomer Gabel's annoying spot on the 'net RSS 2.0
# Thursday, October 12, 2006

The previous post in this series was an overview of the various communication hurdles developers and managers face. Here I will describe one of the methods we use at Monfort to tackle these issues.

We've been working very closely with one of our clients on a large variety of projects, most of which are based off of a shared technological foundation (I suppose you could call it a "framework," although it technically isn't). These projects generally fall into one of three categories:

  1. Improvements to our technological infrastructure. These are either extremely large projects (measured in man-years) or fairly small projects (usually several weeks);
  2. Product derivatives, demonstrations and platform ports that make use of the pre-existing technological infrastructure;
  3. New products that make little or no use of the pre-existing infrastructure.

Over the years the volume of work we do for this client has increased considerably, creating the need for additional personnel in order to meet the demand. The caveat is, obviously, increased managerial overhead. This can take one of two forms:

  1. Project management, in which a manager is directly related to all aspects of a particular project. As soon as an order is placed for the project, the manager is responsible to bring the project to fruition. More projects equate more project management;
  2. Customer relations, in which a manager is responsible for maintaining contact with the client and providing the initial technical contact point. The person in charge has to have a very deep technical grip of the relevant technologies and be able to communicate effectively with both business and engineering personnel (the client's representatives as well as their customers). Finally, he has to maintain constant vigilance so that new projects will actually move beyond the initial "what if" stages.

Although good project managers are hard to find, the real problems became evident only when we added personnel to the customer relations position, which up until that point was (for the most part) filled by just one person. The first hurdle was in bringing additional people up to speed; the relevant knowledge was kept in e-mail archives and the heads of several people, which adds up to very inefficient indexing. A newly commissioned customer relations manager has to know a lot of non-trivial details: the representatives of the various clients he'll be working with, the work methodology against a variety of clients and similar information. The issue of knowledge sharing becomes a much bigger issue when the manager moves beyond that point and goes out to the field: he has to be kept up-to-date on all concurrent projects for those customers, prospects for future projects and the various proposals and discussions that had taken place, whether he was involved or not. When two or three different people all share in those responsibilities, they have to be constantly synchronized

This is a lot of information, and it became very obvious very quickly that we needed some system to manage and store it. After spending a lot of time thinking about this, I arrived at a fairly coherent list of requirements from the knowledge sharing platform we will employ:

  • Any one of the customer relations managers should be able to freely access and update information;
  • There should be no artificial limitations to the way information is written, presented or interlinked;
  • The platform should be easy, if not trivial, to learn and use;
  • The platform should be web-based and accessible from everywhere (we often require access to information for client sites).

Eventually, I came to the conclusion that the only knowledge/content management system that could actually work in our corporate environment is a wiki.

If you've been living under a rock for the past few years it's possible that you've managed not to hear about Wikipedia; the collaborative encyclopedia is one of the most ambitious and impressive projects to have attained a degree of success on the Internet. What distinguishes Wikipedia from similar, less successful projects is that the knowledge stored in Wikipedia is completely freeform: anyone can edit it, there are no predetermined schemas and no mandatory information fields - anyone can enter data in the way they deem fit. Here-in lies both the beauty and danger of a wiki: it doesn't brute-force the information into patterns. This means that knowledge can be shared in any conceivable way and content editors are free to interlink this knowledge in any way they deem appropriate. The danger here is that most people aren't disciplined enough to invent their own patterns. In our case this did not pose a problem, since only a small number of people were expected to be involved in the effort.

In the next post: installing, configuring and learning to effectively use the wiki.

Thursday, October 12, 2006 12:17:08 PM (Jerusalem Standard Time, UTC+02:00)  #    -
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