Ernest Henry Shackleton, Captain Robert Falcon Scott and Dr. Edward Adrian Wilson on the British National Antarctic Expedition (a.k.a. Discovery-Expedition), 2 Nov 1902. Source Alexander Turnbull National Library, New Zealand (http://mp.natlib.govt.nz/detail/?id=11714. This file is licensed under the Creative Commons Attribution 3.0 Unported license.
A new learning journey is hopefully about to begin.
I have over the past week or so, following meetings and conversations, been investigating AWMist, Open Street Map and Mappa-Mercia with introductions, invitations and contact sharing provided by Dave Harte and Andrew Mackenzie (Mappa Mercia), to see if there is a way of integrating tagging applications, and linking them to audio-visual content, produced by me, and integrated into social media platforms, served by external providers (ie video served on YouTube or Vimeo, audio via Audioboo and iTunes, and photographs via Flickr etc).
I have today had a telephone conversation with Brian Prangle (Mappa-Mercia), who has given me a brief overview about how the content management system and database work best, and how the principals were applied with the AWMist system for the IT Cluster, work that was commissioned by Mike Musson. At 7pm on the evening of Thursday 4th March, I shall also be meeting with the OSM & MM team in central Birmingham (please do join us if convenient).
Following the ET cluster team meeting on Thursday daytime, hopefully we shall develop a design brief and outline of the functionality that such a system can provide, and by applying my skills to the exercise, we can experiment with the new tools, and hopefully showcase these outcomes at the up-coming event in April. If successful, my main focus at the event will be to demonstrate and advice companies on how to use the social media platforms and content creation tools available to them, link their content to the map, and be searchable across not just the West Midlands, but globally via the web.
With the expert knowledge, background history, commissioning role, in-depth experience, and the business plan and technical documentation at the disposal of the IT cluster team, I would like to say that I am very much looking forwards to meeting with them all, discussing the idea in detail and working with them during the coming months, to successfully deliver what, for me, is a technologically advanced and challenging Production Lab project, as part of my MA studies in Social Media at Birmingham City University.
However, there are two possible elements that could either delay or cancel the successful outcomes- budget (to commission the new platform) and time (to generate content, edit, tag and link for the showcase demonstration). Following Thursday’s meeting, hopefully a positive direction will be ascertained. Further thinking, planning and risk management is now required.
The AdvantagWM Twitter account has been registered for the communications team to use. Sarah and I shall be investigating what sort of conversations audiences are having about AWM, and will endeavour to monitor audience conversations on a regular basis.
Contact has been made with Andrew Mackenzie, one of the core team behind http://mappa-mercia.org/ , which is formed from code drawn from the Open Street Map platform, http://www.openstreetmap.org/
Andrew and I spoke at length on the telephone, and I have been invited to attend an event in central Birmingham on Thursday evening, meet with Brian Prangle and Andy Robertson, the other members of the OSM development team. Instructions and behind-the-scenes help have been promised. I’m hoping my brain can take it all in- this will be completely new territory for me.
It transpires that the original design and coding for the AWMist platform was commissioned by AWM into OSM, and a contractor from Germany was used. I have requested that Andrew draw up a similar proposal based on the AWM IT services cluster done originally, to allow for an extra section button to be added to the original platform.
Also, I relayed the above information to Lis by telephone. She informed me that Mike Musson will be joining us at the meeting on Thursday. This is very good news because we can now talk specifically about how best to integrate, develop and implement the audio/video tagging idea.
Following discussions with Gareth on Wednesday about the offshore wind energy event that took place yesterday, here is a little more info about the event for me to use to see whether anyone is Tweeting/ blogging about offshore wind in general / supply chains, with the Crown Estate promotional events in particular.
There are 12 events taking place around the country – a list of all 12 is given in the website link below. http://www.thecrownestate.co.uk/newscontent/92-supply-chain-ed-miliband.htm
where the minister Ed Miliband spoke – so there may be a larger amount of awareness following event evaluation write-ups from delegates that attended. Google alerts have been set up into my email account, requesting ‘crown estate, offshore, wind, and energy’.
Very rarely does one find a performing arts company that has the opportunity and ability, not only to challenge the status quo in an avant-garde manner, but manages to continually succeed, leads the city, region, and country in the international marketplace and generates its own sustainable future.
James Yarker is the Artistic Director with Stan’s Cafe (pronounced ‘Caff’ – not Café like wot I did!), and along with Craig Stephens and Charlotte Martin (both lovely people that I met again today), the company are moving forwards with ambitious plans, and gaining rightful international recognition with every performance they produce.
I dare say, that we will be hearing a lot more from Stan’s Cafe in the future, and I for one will be attending some of their performances, in what looks like a very ambitious and exciting programme of future productions.
I urge you to do the same wherever you are… if Stan’s Cafe appear near you, please make an effort to go check them out. You can find more information at http://stanscafe.co.uk
Today was the initial meeting with the client.
From the outset, it seems that my initial fears of communications infrastructure restrictions were unfounded. Access to social media platforms such as Facebook, LinedIn, Twitter are not blocked at all, however it appears that the number of staff that know how to use them appears to be very low in number. Also, there appears to be no known social media or communications policy developed by the organisation, and although at the early stages of experimentation, the reluctance to engage appears to be based around prior procedural approval from management, rather than one of case study and evidence of external engagement.
Topics discussed included
CoG Structure- clarification was presented by the client regarding the way that the cluster operates. Focus on innovation, market links, communication and collaboration were highlighted as the client’s key output indicators.
Environmental Technology sustainable priorities were listed towards: energy, waste management, water and waste water management, and environmental consultancy.
An integral part of external-facing communications should be the successful dissemination of European news about funding and regulations. The organisation is attempting to move away from traditional broadcast techniques, and is trying to encourage open communication in the public domain.
Also, the organisation is about to commission a new CoG website to be designed and built, to integrate into the existing Tridion system.
AWMist
Discussions then moved on to the AWMist mapping system (http://www.awmist.org/). Drawing upon my experience with online video, audio and tagging, this facility will hopefully form an important and integral part of the shape that this Production Lab project takes. During discussions, it was explained to me that the resource was originally commissioned by the IT cluster, with the long-term aim being that the system will be integrated into the Tridion website system, across the AWM clusters.
The natural progression developed into how the AWMist system could make full use of the tagging technology offered by smartphones, and how audio and video could be tagged with geolocation information, that when the website visitor clicked the clien’t link, it offered a pre-produced piece of audio or video to play.
Event
Tomorrow, the ET cluster management team are attending an event in Grantham, East Midlands, which relates to wind-generated power sources, development and industry-leading techniques. I have asked if an attendee list can be collected, so I can try to see who, if any of the delegates are already communicating via social media platforms.
Communications Team Links
Towards the close of the meeting, I was introduced to Sarah Bridge, the ET cluster communications team manager. Sarah appears to be very familiar with the world of Twitter, and appeared to understand the technology terms I was explaining. Sarah explained that it was her department that was developing the social media strategy with the AWM senior management and communications team, and was very much looking forward to being involved with applying technology to help the team communications as a whole.
Partners Identified
Key stakeholders, working partners and individuals already identified at this early stage include:
Gareth Stanley- AWM
Lis Broome- AWM
Mike Musson- AWM (IT dept)
David Terry- RESCO/ Business Link WM
Sarah Bridge- AWM Communications Team
Matthew Rhodes- Staffordshire University
Stuart Whitehill- AWM IT strand manager
Amaze- current web development provider (AWM website)
Possible Partner Developments
The AWM team were keen to investigate how mainstream media could use the developing lab as a potential showcase.
Suggestions of invitation to the April event were welcomed positively.
Further Links
It was requested that I speak with the exhibition stand designer/ manager about technical requirement at the NEC, which I shall do in early March
Firstly- the myth that all project managers are short is a false one- only the best ones are restricted in height (allegedly). I’m not going to tell you how tall I am.
The soft parts of project management: this is all about people skills- a good project manager can make a massive difference to a business, including improved efficiency, profit, recommendations from clients, inclined to show strong growth, almost irrespective of what they do.
Good character traits of an efficient project manager include being organised, punctual with good time management skills, focus, calm (sometimes), good people-to-people and strong motivation (reassurance) skills. Being able to understand the critical skills of all staff involved is of the utmost importance.
One of the early lessons about ensuring accountability (both from clients and employers) is to record every communication- request (verbally/twitter), confirm (via email for security & date-stamping) & request confirmation (ie timescales, deliverables etc).
This is definitely one technique I shall be employing from now on in all my projects- it seems such a simple thing, but it removes all possible vagueness or ambiguity.
It is possible for a creative individual to be organised also. Having a messy desk is not a badge of honour. The idea that creativity and process excellence are somehow incompatible is total and complete nonsense. It is considered by leading project managers that somehow creative individuals gain a sense of “enhanced creativity” (Letwin, 2009) by being disorganised. The idea that creativity and process excellence are somehow incompatible is a fallacy that creatives somehow gain benefit from perpetuating the myth, that “you can’t be highly organised, profitable, decisive, a great leader or highly successful if you are also creative” (Letwin, 2009).
Value
This is perhaps an somewhat undefined phrase. Perhaps the best gauge of value is the perception of value from the client’s perspective: it holds different meanings to different clients, but the common denominator is one of emotional happiness (deadline & budget met, product delivered to specification).
Value can be delivered by
* listening to the client and taking a good clear brief (re-present and clarify at summary of meeting/ conversation to clarify & confirm understanding- ALWAYS)
* presenting the client with concept visuals, storyboards, wireframes
* communicating with the client- weekly updates will keep the client informed and involved, thus retaining his/her emotional “buy-in” to the project at hand. During this process, the PM will regularly communicate achievements, news, benchmarks and targets met, frustrations encountered and progress made
* controlling and commenting upon conflict issues (sometimes this means speaking formally about client team members, who need to be either removed or taking a different approach to ensure successful delivery for the client)
* DO NOT work hard behind the scenes and keep all progress made to yourself- this will leave the client cold and wanting, giving the client the opinion that you are not delivering value. Also, do not make communication sporadic- keep it regular (highlight project history, and clarify progress made).
Project post-mortem/ debrief
If possible and appropriate, involve the client in this exercise.
Not all lessons learned- encourage project team (& client) to speak openly, clearly, inviting criticism for successes and failure aspects, ensuring the outcomes are recorded, learner from, and more importantly, acted upon in future projects.
Information Sharing
Share all information openly amongst the project team (consider a centralised database/ management system). This helps with progress communication amongst the team. Be careful of information overload though- sometimes too much information can lead to confusion.
Successful Completion
Take self-gratitude and praise to enhance the feel-good factor. Maximise press, testimonials and reference opportunities.
In this video, I visit Kerry Thomas and Dave at Fused Magazine.
We talk about the past history and success achieved, and Kerry gives us an insight into what the future holds, both for them, and also for print-based media, and the creative industries in Birmingham.
I managed to steal 15 minutes of Helga’s time at the Fierce Earth offices in The Big Peg, right in the heart of Birmingham’s Jewellery Quarter.
Contained within the interview, Helga tells us her thoughts on the creative industries and a way forwards for Birmingham; her use of social media, connectivity and communications; and how the use of digital media in the arts requires an attitude shift from cultural providers, to encourage listening to audiences, and the democratic process involved when engaging with them. Finally, we hear of Fierce Earth’s upcoming programme and their plans for the future.
Helga is a graduate in Drama and French, a qualified lawyer and a former Associate at Wragge & Co.
Her experience includes Business Development Manager for Second Sight and being the first administrator for Women & Theatre. Helga is a Board Member of Bright Space (UK) Ltd and Geese Theatre and has previously held the position of Chair of the Board for Creative Republic.
In addition, Helga has particular expertise in professional services marketing, presentation skills training and meeting facilitation. Currently, Helga is leading the on-line campaign team behind Birmingham’s City of Culture bid.
Self-described as “Tireless champion of the West Midlands’ creative industries and fan of a nice cup of tea” – you can contact Helga via her blog, twitter or LinkedIn.
My MA Social Media Production Lab project has been submitted, and approved. I will be meeting with the client on Wednesday 24th February.
Here is the Project Initiation Document that I submitted:
Summary
This Production Lab project proposes to audit and critically evaluate the client’s current traditional, digital and social media communication practices; assess, investigate and define the potential market audience drawn from cluster business activity; develop a sustainable digital communication solution for, and in close professional partnership with the client; host a public-facing event that integrates with the client’s schedule, work closely with five identified industry-related companies to implement similar social media solutions; and disseminate the project activity summary report via a workshop or seminar.
Context
Global, national and regional businesses are experiencing the benefits and realising the added value to be gained from implementing and integrating social media communications with traditional business activities. Linking networking and business opportunities with environmental and sustainability programmes, at the same time as raising market profile awareness, such practices are enhancing company brand reputation, client relations and saving costs.
Regionally, Advantage West Midlands have used traditional and electronic news dissemination platforms to engage, develop and deliver Environmental Technology cluster news. In recent times, statistical evidence shows that the measurable benefits of such practice are declining, and this traditional method approach to communication has been questioned by the organisation themselves. The organisation has also recognised the value of digital communication and collaboration as being a key contributor towards successful regional business growth, as identified in a recent West Midlands Regional Observatory report (* WMRO, 2009)
Similarly, as identified by the EU Environmental Technologies Action Plan, and highlighted on the AWM website (AWM, 2010): “Environmental technologies are all around us… (they) have great potential to improve the environment and, at the same time, boost the competitiveness of companies.” Successful implementation of, and engagement with a sustainable social media communication platform not only has proven to bring positive business growth results, but also embraces the very nature of what the cluster’s remit is trying to achieve.
WMRO- West Midlands: Fit for the Future, page 69- http://www.wmro.org/standardTemplate.aspx/Home/OurResearch/Economyandworkforce/WestMidlandsFitfortheFuture
http://www.advantagewm.co.uk/working-with-us/business-clusters/environmental-technologies.aspx accessed 17th January 2010.
Objectives
This Production Lab project has three identified and agreed objectives:
Identify a social media solution to improving communications between the AWM cluster manager and businesses within the cluster.
Work with businesses within the cluster to highlight the benefits of using social media.
Develop solutions that can be seen as exemplars for other clusters within AWM’s business cluster programme.
Project Approach
Formed in early February 2010 following meetings and proposal submission by Dave Harte (BCU), the project was designed in response to a request from Advantage West Midlands (AWM) to enable better use of communication tools within the Environmental Technologies cluster.
This Production Lab project is intended to highlight the benefits of using a range of internet technologies to both AWM staff and those businesses who come under the cluster’s remit.
The working project will be designed, implemented and delivered in close partnership with Gareth Stanley, AWM’s Business Development Manager, Environmental Technologies Cluster and Birmingham City University Media Dept.
The proposed project schedule, based around existing lecture and university study commitments, will allow for approximately two days allocated on site per week for the duration, with additional self-directed research, development and delivery to be continued as extra time allows.
Assessment of suitability and a sustainable approach to social media engagement will be developed in line with the AWM core team’s digital communication skills, in addition to the assessment of skill levels demonstrated by the five identified external companies. Where necessary and time permitting, full demonstration, explanation and relevant training will also be delivered.
Freedom of information and open sharing of client data will be an important contributing factor to the successful delivery of the project, and client confidentiality, data protection and non-disclosure requirements will be respected to at all times. Elements of data analysis and developing geographical mapping technology, re-use of licensed Ordnance Survey material and post code information will be used wherever possible for reasons of accuracy, Web 2.0 integration and future sustainability. During the project development and delivery, there may also be the occasional use of PHP and other open source platform expert coding knowledge, relating to successful platform delivery. This element will be undertaken with the full agreement and approval of both AWM and BCU.
Upon completion of the project and submission of the final report, all ownership, log-in access and platform passwords will be made available to the client and BCU during the handover process, to enable the practice of sustainability to continue.
Allowance for similar future professional contract work with this cluster, and all others under the AWM remit will be assessed at that time.
Partnerships
Key identified and confirmed project partners are:
Advantage West Midlands
Birmingham City University
Potential partnerships will be investigated and approached, and where suitable and appropriate, be introduced to the project.
Potential project partners at this stage include:
iTunes (Apple INC)- content disseminating platform
Birmingham Post Newspaper (Trinity Mirror Group PLC)- potential media partner
The Business Desk.com (West Midlands)- potential media partner
BBC Television, Web and Radio- potential media partner
Central Television- potential media partner
Open Street Map.org- mapping data platform host
Mappa-mercia.org- mapping data platform host
Hackitude.com- potential specialised coding partner
Audioboo.fm- audio platform recorder and/or dissemination/ distribution
Wordpress.mu- PHP platform host and coding provider
Vimeo.com- HD video host
Flickr.com (Yahoo)- digital photography host
You Tube (Google)- video host and platform provider
Risks
At the time of writing, a full client meeting, site visit and IT audit has yet to be completed.
Lack of client and/or client cluster business skills, appreciation, prior knowledge or understanding of platform format- this will lead to more time required to provide additional reading material, demonstrations and/or train required personnel. Further requirements will be integrated, following negotiations, into Personal Development Planning and delivery.
Client or business cluster IT network firewall/ permissions for open/external network access- this may lead to policy procedures to be re-evaluated, assessed and negotiated at the time.
RDA server compatibility- this may prevent secure database and platform hosting, requiring external facilities, and potential cost negotiations.
Adequate bandwidth availability- this will reduce successful uploading of content from client’s premises, requiring university/home access.
Internet access availability at external events and exhibition- potential prohibitive costs of this will detrimentally affect full-potential deliverables from social media surgeries. Mitigation measures will be provided via a 3 network 3G mifi system, leading to a reduction in engagement opportunities due to reduced bandwidth availability.
Adequate time management for advanced learning- this may have knock-on implications for enthusiasm to engage, and will be supported by the provision of additional reading material and good practice case studies.
Database access availability restrictions- this will delay/prevent open access to cluster businesses information. This will be assessed at the appropriate time, if required.
Ordnance Survey and Postcode data availability and access- this may potentially prevent mapping of cluster business information. At the time of writing, we are waiting for the release of UK Data Centre information. Until that arrives, the platform will be reliant upon Google map technology.
Established company and RDA policy procedures- this may cause extended time requirement due to client sign-off at every stage, or potentially delay/prevent digital content publication. Negotiations regarding this possible issue will be handled on a case-by-case basis.
Budget- to enable sustained content delivery, the client will need to purchase various small pieces of technical equipment (or at least have access to pooled resources). At each stage of the project development, the client will be made aware of all potential additional budget requirements.
External influences caused by forthcoming General Election outcomes. Re-assessment of project deliverables, outcomes and viability will be assessed at the time.
This week was the first back at BCU after an extended Christmas break. Over the period, I’ve had the opportunity to progress the Enterprise module in practice by linking in with some top-quality business events, forming some strong partnerships in the process, gathering new and potential clients and earning some money in the process (see http://eventwith.me for more information)
Now though, we move onto module 2- Production Lab.
Like it says in the title, this module is all about experimentation, evaluation, risk management, development, action and measurable outcomes. Not too much heavy reading of theory- this is all about putting my learning into practice.
Firstly, here’s Dave Harte’s introduction lecture on what the module is all about:
Linking in nicely with some of the content delivered by EASN at the recent Communication and Collaboration – the future of automotive strategy – event, where much discussion revolved around the development and cross-European integration of different technologies and fuel sources, and the sharing of such information and collaborative strategy work, there appears to be a good link into my next project: Sustainability and Social Media.
The aim is to work with Advantage West Midlands and industry to support companies working in the environmental sector to encourage an increase in digital engagement. The Production Lab project came about because, even though the managers at AWM have great contacts in local industry, they are looking to improve communications and effective networking opportunities within the Sustainability-related and manufacturing industries.
The cross-over of discussion topics will, I suspect, be very similar those recently seen at EASN (read time taken vs money/profit). The challenge for me will be that I will be working with a completely unfamiliar area of industry, and breaking through the ‘traditional’ communications barrier will be a significant factor of whether this project is successful or not.
The opportunity to integrate my studies, be a representative of BCU and work closely with Advantage West Midlands will come to a climax during the Sustainability Live exhibition and seminars, during which I am hoping to run a social media surgery session with some colleagues. Then, after that, there will be a conference/workshop to deliver, and of course, a full report to write, in addition to my MA study deadline documents.
So, forgive me if this blog takes a different direction for a few months. I hope you will enjoy the journey with me.
