Activities – the unsung hero of IBM Connections

If like me you have been hanging around in Lotus circles for more years than you care to remember, the concepts of task lists and workflow are hardly new. Notes and Domino has long dominated the workflow “groupware” environment more successfully – I would argue – than its Microsoft Outlook/InfoPath solutions and many others to boot because of its flexibility and programmability.

If you don’t have an established Domino infrastructure or don’t have the capabilities of developing a custom solution or are looking for something more “social” may I suggest you take a close look at Activities in IBM Connections.

Put simply Activities in Connections is a list of tasks that you can create, share, assign and update. These can be your own tasks, tasks for someone else, or tasks you are working on in with a team. An Activity is a collection of tasks or other information put into some sort of order which makes sense to you. IBM provides useful “sections” to allow you to group the information in an activity into a sensible order.

Individual tasks in an Activity show up in your To Do list in IBM Connections. The beauty of the To Do list is that it brings together all your tasks regardless of which Activity they appear in. This might not sound much but when you have a number of Activities on the go, each of which has a reasonable number of tasks some of which need to be done soon and others not, the To Do List means that you can focus on what’s needing done without getting overburdened with all the other stuff.

Although Activities might sound like a glorified task pad which you can share with your colleagues, it goes much further than that. Each Activity can have documents, notes, sub-tasks, grouping, emails and all sorts of other information added to them. The result is less of a task manager and more of a project management solution. It turns Activities into a customer relationship solution, incident management answer and, frankly, one of the most useful pieces of business software I have ever seen.

An Activity can be set up to manage an entire project – assigning tasks in different sections to different groups. Documents or other information created at each stage of the project can be attached in the correct place. Emails can be dragged and dropped from Outlook or Notes straight into the Activity in the context of where they are appropriate.

Now when you are catching up on progress on a project you don’t need to hunt around all over the place to find stuff. The linear or parallel path of the project is laid out in front of you. Information is attached in the context of where it applies and because of the excellent search facility in Connections and lets not forget tagging, even if you don’t know the context of something you can always find it.

Traditional project management solutions really struggle to provide the user with a single, seamless, timeline view of everything that is going on in the project. IBM Connections’ Activities does just this. Dragging an email onto a Task in an Activity lets you record the evidence that a task was done. No need to provide links or other referencing of information to the email in the file system. If there are files attached to the email, they come too.

Documents created in Excel, Word, Symphony, etc can all be uploaded to an activity’s tasks in an order which makes sense to the project.

When you remember that literally hundreds of thousands of Activities can be running all at once, each with their own hierarchy like I have described, you begin to realise that IBM has not only solved a project management issue, but has in fact solved information management for organisations in one fell swoop.

Suddenly your email administrator has a solution to all those sensitive emails which are contractual which can’t be deleted. Suddenly your project managers can focus on one area and keep track more easily. Add to that compliance solutions from people like Actiance and you have a management solution which is robust, secure and audit able.

Activities not only allow you to manage your tasks, documents, email and other work, they can be linked together and saved as templates. Thus, once you have established a standard approach for a process you can freeze-dry it and re-use it time and time again.

If you haven’t had a close look at Activities you really should. Its a whole application in its own right and comes as part of IBM Connections.

It makes project management amongst many other processes in your organisation truly socially collaborative and might just help your organisation overcome the chaos you may be facing from proprietary siloed-solutions for email management, project management, document management and sharing.

How to stop your staff goofing off at work

Social networking is described everywhere these days.  It is seen by many as something you do in your spare time and certainly not when you are sat at your desk supposed to be working.  Yet social networking is something we all do all the time.  Whether its on the phone to customers or colleagues.  At the water-cooler, at the lunch cafeteria, or over a coffee when working on a project.  Why do some organisations consider social networking the antithesis of work?

Many organisations still see instant messaging at work as a way for staff to goof-off not working.  Do they think the same of email or telephone?  If they don’t have they not considered that their (obviously highly-valued) staff might sit and chat to each other on the phone or send all sorts of daft emails back and forward?  The less-progressive organisation might think that it is fairly obvious if someone is wasting time on the phone and – hang on – aren’t all emails logged, so we’d know, right?

To me this approach is upside down and any organisation who really wants to move from a 1990’s culture into one 20 years later which embraces the fact that social networking, instant messaging and all the other communications tools at their staff’s disposal doesn’t encourage them to goof off – it encourages them to work.

If productivity is a key consideration would you not as a manager want to give your employees every possible tool to help them do what they need to do?  Would you deliberately not give a joiner a hammer, saw, nails and so on?  What if you want him to be great at what he does?  Would you give him a different type of saw to use from time to time to achieve a particular result?  Of course you would.  Social networking in business is no different.

As I have eulogised before, no one person in your organisation knows everything.  The more ways you can give your staff to share what they know and discover what they don’t, the more chance they have of making the right decision, excelling in what they are doing, delighting a customer or hitting that target.  Deliberately holding back tools does not make a good joiner and the same is true for your staff.

Some organisations are doing away with providing a company-owned computer and some even with a company-owned phone.  Why? Because often staff have better equipment at home that they would prefer to use.  Standardising staff onto one platform for the sake of IT’s ability to manage holds staff back from their creativity and productivity.  Using social business tools is no different.  If your staff would rather use a Mac at work and an iPhone and seek to establish a large number of business connections on sites like LinkedIn, won’t they be happy staff, well connected and able to perform for you?

Using social business tools like IBM Connections in any organisation – big or small – is a valuable and flexible tool which, in the hands of your joiners, means that they can get on with their work, get the information they need and deliver the results for you.

 

The Social Intranet

Many organisations have used a variety of tools to implement intranets including Microsoft SharePoint and IBM Lotus Quickr. As such they have succeeded in providing a central place where information can be placed for access by the staff. A lot of organisations struggle with how to structure their intranet for a variety of reasons, but usually including:

1. Lack of experience of the people involved in understanding the technology and what it is capable of.
2. Trying to come up with any structure other than the organizational hierarchy is a) politically too difficult b) would take too long and c) the amount of information lurking in corners that has to be pulled out to make sense of it all is too big.
3. Internal IT staff have dabbled with the intranet and reckon its easy and so therefore any kind of outside help – from people who know what they’re doing – is usually shunned.

Thus, many intranets follow the organization chart. The Product Department has its own site, the Research Department their own site, Sales have their place, and so on. What has this achieved? Very little in my opinion other than putting everything in the middle.

Sure, the Sales department now can all share a product spec and the Research department can gain access to essential safety information, but the fundamental goal of the solution – to unify information and foster cross-organizational collaboration – in most cases fails.

As an IBM or Microsoft Partner, therefore, trying to sell an intranet is well nigh impossible and even when you have a strong track record the natural bias and skepticism of the IT department often prevents any traction. How much chance, therefore, do you think the humble partner has of trying to convince the IT department that SOCIAL NETWORKING plays some part in their organisation?

It’s easy to bash an intranet, but fundamentally they often end up as glorified network drives and repositories of out of date information. The key to making a success out of such a system is to embed it in the fabric of the organization, making it both the hub and the spokes of the productivity wheel. Most intranets don’t do that but, in my experience, IBM Connections can offer many of the intranet tools people want with the ability to be front-and-center when it comes to business process improvement.

I am not going to turn this into a sales pitch, but the key message to consider is this: If I only ever hang out in the Sales area of the intranet, how can I possibly learn more about what my organization does? If I want to improve my own sales performance how would I go about finding out more and finding people to help me? Chance are your intranet won’t do this. IBM Connections does.

No one in your organisation knows everything themselves. They all need to ask other people for advice, facts, procedures, and basic knowledge about what to do, how something works, what we did before, etc. Social business systems like IBM Connections don’t replace human interaction, but instead help you to easily discover knowledge you would have had no chance of finding in the traditional intranet. Sure – if you had known to go digging four folders down in the Product development departments Projects folder, you might have found that product spec for a competitor’s system? But the bigger the system and the bigger the organization, the smaller the chances of doing so.

Discovery and tagging are the keys to this transformation. Let’s say you are preparing for a bid for a customer who is considering purchasing your biggest competitor’s solution over yours. You’ve done your best to find competitive information, compare and contrast their product with yours, etc. What you don’t know is that one of your colleagues in the Development department has just done a comparison. In an intranet you might miss this fact. Your colleague tags the information he puts in with your competitor’s name and bam – it pops up on your radar right away.

This is an example of intelligent discovery which a flexible solution like IBM Connections makes possible. Any structure of intranet is cut right across using tagging and intelligent search. Discovering something you didn’t know can make all the difference to our lives and our success.

In a business setting you often don’t know what you don’t know. With a Social Intranet such as IBM Connections you can start to discover value elsewhere in the organization which works for you, and not just afor the IT department.

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