…the journey making Confluence an Enterprise Standard for Knowledge Management…

Frankfurt 2010, 04, 20

Deutsche Bahn AG

DB Training

Michael Mielke

Atlassian Summit 2010

Deutsche Bahn carries more than 4.7 million passengers per day on around 30,000 trains

Source: Facts and Figures, Deutsche Bahn (2004)

Passenger Transport

0.3 million 1,300

16,000 € 2.9billion

 Passengers/day  Trains/day  No. on payroll  Revenues

3.1 million 24,200 29,000

€ 6.4billion

 Passengers/day  Trains/day  No. on payroll  Revenues

1.3 million 3,500

12,600 €1.7billion

 Passengers/day  Trains/day  No. on payroll  Revenues

254 million 1.5 million

6,700 € 0.1billion

 Tickets/year  Data records/day  No. on payroll  Revenues

Long-Distance Transport

Regional Transport Urban Transit DB Vertrieb

(Sales)

  Revenues   No. on payroll   Stations/stopping points   Locomotives   Railcars/carriages   Busses

€11 billion 64,000

5,700 2,200

21,100 4,100

…implementing an Enterprise Standard is a long journey…

We started 2006…today we are running 4 Full Confluence Licenses and support more than 15000 Users and 200 Spaces…we still are growing…

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Aim of project „Marvin“

Focus is the improvement of Knowledge within TQM-Team

Specific aims:

1. More transparency & re-use of existing knowledge

 Templates for everdy-day work  Useable presentations for short-time meetings

2. Optimal cast & usage of experience

  „Whom can is ask needing information X?“   „Who has contact to customer Y?“

3. Improving the availability for our customers

 Preparation of offers by Knowledge-Management

4. Improved sheduling by an active developement of topics

 Active creation of new topics  Overview on topics developement-level

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People, Playgrounds, Prospects, Projects

People  Who are we? What are our talents?  What is faszinating us?

Playground  Creation of topics  Creation of new consulting-products

Prospects  Customers & contact to customers  Knowledge on customers problems and current issues

Projects   Information on Projects: Who was involved?  What experiences have been made in an project?

6 DB Training | GE Beratung (TQM-Team), 6/14/10 6

I look for...

I come from...

People Play- grounds

Prospects Projects

People Phonebook, Employee-Profile, Org Chart

This Employees is working on which topics?

This employee has made experiences whit which customers?

The employee worked in which projects ?

Playgrounds Who is dealing with a specific problem?

Overview on topics, Framework Navigator, Product-Navigator

Among which customers this topic is a current issue?

Which projects to a specific issue have been accomplished?

Prospects Who are the contact persons? Who knows this customer?

From the perspective of this customer, what are the current issues?

Customer database, Org Charts of customers, Customer-management, Pipeline

What are the customers projects we worked on?

Projects Who was involved in this project?

What are the topics handled in this project?

references, contact persons to a project, customers feedback

Project database, project-controlling, project-portfolio-management

4P: Find the connections between thefour dimensions

+ Contexts, Standards, Templates

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Implementing Wiki unifies various companies and customers information requirements…

concern business customer

  Usability   Age structure   Information exchange   Interface problems easy to

solve   Low costs   Kind-of-industrial-standard   Law-concept   CI capable   BP / experience exchange

  easy ITK-integration   Easy use   No high education afford   Services and Support easy to

purchase

  Easy information exchange   Intuitive usability   No complex User-Training

necessary   Teamwork on content possible   Easy publishing of content   No extra hardware and

licenses necessary

Companies perspective

  Reduction in costs in management   Compatible to given Components   Migration   Reduction in number and open Interfaces   Given Licenses and potential users

A D V A N T A G E S

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Advantages to implement Wiki from an enterprise perspective

 Usability  Consideration of the demographical development  Cross organizational and cross functional approach  Safety Topics  Exchange of content is easy  Cost Efficiency  Many worldwide companies use Confluence and it is kind-of-industrial-

standard  Available User Management  Exchange of Experience  Fits easy in existing ICT Networks  User Friendly, useable without high training effort

 Teamwork on a single content is possible

 Easy to publish content

 …

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We compared various available systems due to our requirements before we decided to use Confluence…

…we tried a few before we made our decision…

 There are several providers on the marked solving different problems in individual ways

 To make the best choice we defined our requirements before we tried some systems

 Two independent surveys came to the same result.

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Comparison Table

Confluence MediaWiki TWiki XWiki

Version 2.7 1.11.1 TWiki 4.2.0 1.3

Licens commercial GPL GPL LGPL

language Java PHP Perl Java

storage Database Database File, RCS Database

Usergroup Enterprise Finaluser Small to middle class companies

Work-groups, developer

MySQL yes yes no yes

Oracle yes optional no yes

Accountmanagement yes no yes yes

E-Mail news yes optional yes yes

Comments Threaded Discussion Threaded Threaded

Syntax Highlighting yes Plugin Plugin yes

Quoting yes no yes yes

Scripting Macros, Plugins, JavaScript and more

Optional JavaScript, TWiki Vars, powerful API

Velocity & groovy & very powerful API

PDF Export yes optional Plugin yes

(Quelle: Auszug aus der Präsentation „Wiki-Produktvergleich“, DB Systel, 08.07.2009 von Diana Paulußen)

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Main Enterprise Users and ICT Requirements

keys:

Confluence MediaWiki TWiki XWiki

Usability

Interface management ITK-Integration

Cutting costs

Support & Service

Used in Industries

Handles all requirements

Handles some requirements

Handles few requirements

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Confluence has become an so called Industry Standard

Quelle: http://www.atlassian.com/software/confluence/casestudies/

Many internationally working companies are focusing on knowledge management today…

Companies who tried to develop their own wiki-like software systems have failed and lost a lot of money… Examples

Big Blue invested a lot within two years trying to develop their own system…they finally have implemented Confluence.

Sun Microsystems made Confluence Wiki a core system of their Community Equity Strategy.

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Interface Management to other related ICT Services

BKU: Group-Folder Management and MS-Office Integration

Lotus

 Mail  Databases  Sametime

Audio / Video

 Bahn TV  Podcast  Documenta-

tionen

Document- Management

 ECM (CoreMedia)

 Lifelink / Share Point / Alfresco

Print

 Newsletter  DB Welt  Update

Wiki  Spaces / knowledge management  Discussion  Teamwork on single content

WebDav

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…a lot of our organizational units are very satisfied with our Wiki and the Knowledge Management Approach…

…a few of our main clients…

 DB Mobility Logistics AG

 Deutsche Bahn AG

 DB Netz AG

 DB Fernverkehr AG

 DB Regio AG

 DB Vertrieb GmbH

 DB ProjektBau GmbH

 DB Energie GmbH

 DB Station & Service AG

  Wiki established a great knowledge and communication platform for our teams…

  We could significantly increase networking with clients and colleagues, thank you Marvin…

  Now we can provide fast and simple information for our clients and we get their feedback fast was well…

  Thanks to Marvin, we network a lot more…please push blogging and chat as well…

  Please keep moving this great approach…you are forcing our managers to play an active and visible role here…

  Thank you Marvin to bringing fun back to work…it is a lot easier to find useful information now…

  Collaborating is actually fun, I never thought that's possible working together virtually…

Quelle: TQM-Survey „Interview Results Wiki-System-Usage“, Schulte / Becker, Frankfurt am Main, 27.09.2009

Customer Voices

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…our Knowledge Management Approach…

communication Kick-off meeting Newsletter min. 1 per month Project-

homepage Best Practise

Day (3 per year)

Podcast and Storytelling

media- workshop

(min 1 per month) Floorwalking support in the office

knowledge mapping Structures-workshop basic structures extension of structures

support of operative processes

analog access

basic systems

group- folders

infrastructure / platform digital access Global Space

Wiki

local Space 1

local Space 2

local Space 3

using the systems

integration Plug-ins

motivation concept of- motivation

open access, less rules

competition awards

actions like Treasure-hunt

laudation & appreciation

agreement on objectives

communities of practice identification of

experts rules & benefits Integration of: Management of improvements & innovations

Circles of innovation report on topics rules

scheduling & communication

KVP, proposals wanted analysis of systems concept of implementation

depl

oym

ent o

f

plat

form

s

rooms & moderators

competition

integration in overall concept A

war

d &

com

mun

icat

ion

integration Plug-ins

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Control loop for a successful Knowledge-Platform

Structuring systems Defining access

initiating, sponsoring, defining tasks analysis of systems

Gathering & structuring the collection of knowledge, Qualification

Continuous endorsement of content Optmizing systems

Monitoring and evaluating processes and contents

Integrating other platforms & systems

Creating & maintaining commitment

Distributing & connecting knowledge

Implementation circle

Concept of motivation

Concept of architecture

Concept of communication

Concept of integration

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The single most overlooked aspect of changing the way people think and act is „WII FM?“

Lessons Learned:

WII FM: What‘s In It For Me? –  As long as you cannot answer that question convincingly for everyone affected by the change

you want to put in place, don‘t expect results. – Make sure you understand the formal an informal measurement systems

Communicate –  Design a clear message and vision for the change –  Inform people early, inform them often

Feedback, Feedback, Feedback –  Dialogues, focus groups, feedback loops –  People support what they help to create

18 DB Training | GE Beratung (TQM-Team), 6/14/10

Project „Marvin“ – factors for success

  strategic top-down-approach

  sponsoring by the management

  aim of project was clearly defined

  Active project-team

  own roadmap including guidelines/ milestones, but a also hight flexibility

  external consulting / project-support

  reconditioning of projects hypothesis + visionary work oriented on solution and resources (Future-History-Process, metaphor)

  4P-Approach

  elaborated Change-Management-Approach

  creation of a learning wiki system (principle of self-organization)

  long-run change-approach

…what leads us to success…

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With SketchUp designed 3D Model of the CIL

Next Level using Confluence for Corporate Innovation Lab

Meeting Room

Workshop- Area

Workshop- Area

The Pensive Innovation Area

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Different Areas for certain functionalities… The Information / Innovation Area

The Information / Innovation Area   …come together with some “crazy”, “weird”, creative

people who can imagine….

  Setup our screens with all useful information you have due to a certain problem you want to solve…

  Visualize your current services associative with some good pictures and do the same with your customers…

…when you look at all the information you are typically moving in your head while thinking about a solution for a certain problem, you will get that great idea faster, if you do that together with some people mentioned above the results will even come faster and more innovative.

…most of the information needed is available in our wiki…

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The Pensive Teamwork and Innovation is fast and highly dynamic. Sometimes you might need a quit place to think about the new idea on your own. The Pensive is a quit room to think, a place to escape from the rush of the other areas. Get in if you need, but come back as well…

Different Areas for certain functionalities… The Pensive, your room to think…

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The Meeting Room This Room is dedicated to decision! You have worked out some ideas in the other areas and now you want to go ahead. Develop your concept, project plans or roadmap, assign resources and finally specify your decision.

This room is fully equipped with all infrastructure you need, no excuses…

Different Areas for certain functionalities… The Meeting Room and Decision Area

Proof on Concept

  June 24-25th we are proof this concept running 5 different CIL parallel in one of our training facilities.

  This approach combines “classic” infrastructure with knowledge and information management based on confluence 3.X

…getting further…

www.brainwars.org

…2011 will be back here as a sponsor…

Thank you for your interest!!!

Questions?