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BA Community of Practice
Transcript of BA Community of Practice
* cowc * c.o.w.c.
can't operate without cappuchino Dilbert Words of wisdom About me ... IT Background - MSc Information Management => ISEB BA Diploma => Business Analyst at GlaxoSmithKline since 2007 Chair of R&D IT Business Analysis Community for 5 years PhD Research (Brunel University)
Innovation Support Model
for Technology Enhanced Learning In theory "Communities of Practice are groups of people bound together by a common purpose and an internal motivation" Wenger and Lave saw gaps in learning theories which did not adequately recognise social influence of learning. Humans exist in a lived-in world, with knowledge and experience integrated into life endeavours. Human learning is a combination of complex brain function, thought processes, memory, attention and sense-making Skinner and Pavlov maintain human learning comes from observing and imitating.
Product of stimulus-response, reinforced with praise or punishment. People create associations based on experiences. Wenger and Lave's (1999) ethnographic studies tested the master-apprentice participatory approach was used to transfer knowledge and build confidence over time. Founded in 1997
Role-specific Community (BA's / BC's)
Multiple locations (UK+US)
Membership also extends to IT 'friends' - PM's, TL's, IT Support Profile of our BA Community theory and practice are the same Agenda
Participation Explore Communities of Practice Theory and Practice Positives Challenges Facilitated discussion My presentation style * * it won't be like this .... Business Analysis Knowledge facts data Wisdom Learning and Developing for Business Analysts In the
workplace Innovate Skills Motivation Learning Challenge Collaborate Share Competency Grow I Introducing key principles II About Communities III team-work support motivation knowledge on Solution Support Human learning theory Extrinsic Intrinsic Image enhancement Reciprocity Monetary reward Study: Jeon et al (2011) 1 2 2 Creating
Connections Cultural factors Coping with geographic divide Membership Intentions (WIIFM) motivation working together learning At the heart of skill-building is the human ability to learn and self-improve Building BA Expertise Wenger and Lave (1991) Analysis + technology: knowledge intense
Continuous re-skilling - no 'job-for-life'
Brain-drain - knowledge evaporation
On-the-job learning: 70% of skill acquisition
Benefits of informal learning
Reinforcing knowledge sharing culture relevant to your Business Analysts 3 In practice they are not "Communities of Practice are one of the most significant means of fostering knowledge management in the twenty-first century" du Plessis (2008) Definitions Origins Evolution Relevance About Communities of Practice 'The Learning Organisation' (Senge,'99)
Companies willing to invest in its employees by creating optimum environments to acquire, share, reuse experiences, learning and competencies 1990's - Knowledge Management Era Concepts * Legitimate Peripheral
Participation Reification Identity development Joint enterprise *
This is not a
jargon-free zone Affiliation Supporting Altruism in the Community Collaborating Cognitive Theory Behaviourist Theory Situated Theory Lived-In World of a BA Community Wenger and Lave's (1991) research saw the link between the apprentice model of learning and people in organisations. From Abstract to Specific From Formal to Informal Situated Learning From Novice to Expert Einstein's opinion on theory .... * * and he should know! "Legitimate peripheral participation" grew from the phenomenon of expert at centre stage and apprentice gravitating from sidelines towards centre during development phase Wenger and Lave saw the learner as proactive not passive, inquisitive not detached, constantly sense-making to find answers, involved Move from dydactic 'instructivism' (teacher/pupil) to constructivism (learner building on existing knowledge) Participants in the Community According to Wenger and Lave in a social community setting About our Community Our Activities BA specific Topics Data modelling, working with Use Cases, gaining CBAP certification, IIBA membership, Business Rules.
Strategic Topics Data Quality, Automated Testing, Agile, Risk Management, Service Oriented ('Rewire'), Lean Sigma
BA development Data modelling, Use cases,
Knowledge sharing Case studies, external learning When we meet Quarterly Face to Face
2-3 webinars / year
Training (strategic objectives)
Periodic 'Special Events' with PM Forum
BA-centric initiatives Challenges Attendances
Consistent Volunteers (lack of)
Hands-on exercises - satisfying diverse needs
Keeping up the energy levels High points Raising the profile of the BA role
Being the standard that other BU's want to emulate
Consistently strong attendance
Perception that our Community supports strategic objectives
BA's rely on the Community for networking opportunities
Seeing BA's have fun at our meetings Our members Culture of inclusion ...
Blend of expertise / experience
Broad spectrum from seasoned BA's, BC's
to Graduate Associates, IP Students
Line Managers * keep the topics relevant to BA's/ BC's! Agendas * Making Your Community of Practice leverage technology Digital Habitats creating connections Social Media Blogs Discussion Fora TC + Webinars Assign roles & responsibilities sense of ownership Driving your Community Agenda know your members managing a budget Great communication technology can be relevant Show gratitude varied meaningful activities building culture Its free! Seek out technology stewards Calendar tools Teamsites Repositories Use technology creatively Know your experts in your Community try things out to see what works Used appropriately, technology can help to build personal identity Best used to supplement, not replace human contact Tool adoption is tied to culture e-surveys Wenger, Smith & White (2011) Caution: stewarding can be time-consuming! May not be immediately obvious! Not everyone is a Facebook/Twitter fan! Guiding Principles