Virtual Collaboration with Mobile Social Media in Multiple-Organization Projects
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1 Mbeight Essential Strategies to Lead Virtual Teams
www.netspeedlearning.comwww.netspeedlearning.com Eight Essential Strategies to Lead Virtual Teams If you are a manager in an organization that relies on virtual teams, then you are all too familiar with the challenges of leading team members in different locations. One definition of virtual teams is “groups of individuals that work across time, space, and organizational boundaries and who interact primarily through electronic communications” (Society for Human Resource Management, “Virtual Teams,” 2012). In fact nearly 50% of all organizations now rely on the work of virtual teams. Organizations have come to depend on them in order to recruit and retain top talent anywhere in the world, collaborate across geographic boundaries and reduce travel costs. With the development of better web conferencing platforms, strong collaboration software, and enhanced project management and communication systems, the technological barriers preventing effective virtual teamwork have been lowered significantly in the past few years. However, these changes require managers to adapt their leadership skills to the realities of working virtually. Many experienced managers new to the virtual world report hitting obstacles such as: Poorly defined processes Inability to build team cohesion Time zone differences Workload distribution Communication challenges Lack of access to technology or technical support To work successfully with dispersed team members, virtual leaders may capitalize on the 3C Model: Calibrate, Collaborate, and Celebrate. To calibrate the work of their team, they ensure that everyone has clearly-stated goals and expectations as well as progress-reporting systems. To collaborate, they build opportunities for team members to work together to achieve shared goals. To celebrate, virtual leaders plan time to appreciate and recognize results (in one-on-one conversations and team meetings). -
Enabling Enterprise Collaboration
Enabling enterprise collaboration Summer Hugo Sarrrazin Copyright © McKinsey & Company 2013 Kara Sprague Michael Huskins 2 Enabling enterprise collaboration The success of large organizations often depends on the ability of its employees to work collaboratively across time and distance. Greater collaboration increases productivity, enhances innovation, and reduces time-to-market. There are numerous IT tools that enable collaboration within the enterprise. These tools often overlap in functionality, have different standards, create security concerns, or put additional burdens on a company’s IT organization and infrastructure. Consequently, in many companies, IT infrastructure executives are working through how best to select, deploy, and support the right set of collaboration tools. Although the lines are not clearly drawn, collaboration tools broadly fall into one of several categories: Communication: Tools that enable synchronous and asynchronous communication, including videoconferencing, instant messaging, white-boarding tools, and e-mail. Team collaboration: Tools that help teams organize their work and work product, including file sharing, project planning/management, group calendaring, and event scheduling. Writing/editing: Tools that help teams work together on documents and/or publish documents, including wikis and online document processing tools (e.g., GoogleDocs). Engaging/networking: Sites and tools that enable social media, networking and blogging. We recently convened several Silicon Valley IT executives at the Chief Infrastructure Technology Executive Roundtable (CITER) to discuss how best to derive value from collaboration and collaboration tools. This overview synthesizes the findings from our discussions with the CITER members. 1. The benefits of collaboration tools are there, but it is often difficult to measure these benefits and calculate return on investment. -
Promoting Research Through Improved Online Collaboration Software
51-OVP-A154 Promoting Research through Improved Online Collaboration Software An Interactive Qualifying Project Report submitted to the faculty of Worcester Polytechnic Institute in partial fulfillment for the degree of Bachelor of Science Sponsoring Agency: International Financial Laboratory, Financial University under the Government of the Russian Federation Submitted to: On-Site Liaison: Alexander Didenko, Dean of “International Economic Relations” faculty at Financial University under the Government of the Russian Federation Project Advisor: Oleg Pavlov, WPI Professor Project Co-advisor: Creighton Peet, WPI Professor Submitted by: Elijah Gonzalez Qiaoyu Liao Nicholas Wong Date: 15 October 2015 This report represents the work of three WPI undergraduate students submitted to the faculty as evidence of completion of a degree requirement. WPI routinely publishes these reports on its web site without editorial or peer review. i Abstract The purpose of this project was to create an online platform to facilitate and promote research collaboration among faculty and students at the Financial University in Moscow. We gathered data on this problem through holding interviews and focus groups. Using this data we decided which online research collaboration tool would work best for the university, and we developed a prototype SharePoint website that delivers the features we determined to be most essential for successful online research collaboration. ii Acknowledgements Our team would like to express our appreciation to the following individuals for their contribution to the success of this project. Financial University under the Government of the Russian Federation: Professor Alexander Didenko, Dean of “International Economics Relation” of Financial University and Project Liaison Inna Lukashenko, Head of International Financial Laboratory of Financial University Vladimir I. -
The Communication Characteristics of Virtual Teams: a Case Study
Calhoun: The NPS Institutional Archive Faculty and Researcher Publications Faculty and Researcher Publications 2001-09 The Communication Characteristics of Virtual Teams: A Case Study Suchan, Jim Suchan, J., & Hayzak, G. "The Communication Characteristics of Virtual Teams: A Case Study," IEEE Transactions on Professional Communication, 44, 3, pp.174-187, 2001. http://hdl.handle.net/10945/40187 174 IEEE TRANSACTIONS ON PROFESSIONAL COMMUNICATION, VOL. 44, NO. 3, SEPTEMBER 2001 The Communication Characteristics of Virtual Teams: A Case Study Abstract—Organizations are encountering novel external environments requiring flexible structures. A number of organizations have used virtual teams to provide the customer responsiveness, human resource flexibility, and speed in project completion these environments demand. Virtual teams create significant communication challenges for its leaders and members. This research analyzed the communication technologies that the Customer Support Virtual Team (CST) of International Consulting Systems (ICS), the pseudonym for a Fortune 500 organization, uses to support team interaction, the degree to which ICS systems and culture supported CST, and finally, the CST members’ mindset toward communication and the methods its leader used to create the trust required for effective team interaction. Interviews revealed that ICS mission, strategy, tasks, reward systems, and attitudes toward technology supported virtual team structure. CST members were provided a suite of robust technologies to facilitate interaction; however, they relied heavily on voice mail and a large number of team, project, and organizational databases supported by Lotus Notes to generate a common language that facilitated task completion. CST members saw communication, particularly media choice, as a strategic activity that had to be planned daily. -
Understanding Virtual Team Development: an Interpretive Study
1 Journal of the Association for Information Systems (Volume 4, 2003) 1-38 Understanding Virtual Team Development: An Interpretive Study Suprateek Sarker Information Systems Washington State University [email protected] Sundeep Sahay Department of Informatics University of Oslo [email protected] ABSTRACT In this paper, we develop an understanding of how virtual teams develop over time by inductively studying communication transactions of 12 United States-Canadian student virtual teams involved in ISD. Our analysis is based upon two influential streams of social science research: (1) interaction analysis, which aided in the examination of the micro-processes of communication among members of a virtual team, and (2) structuration theory, which provided a meta-framework to help link the micro- level communication patterns with the more macro-structures representing the environmental context as well as the characteristics of teams over time. Based on our interpretation of the communication patterns in the virtual teams, we propose a theoretical model to describe how virtual teams develop over the life of a project, and also attempt to clarify how the concepts of communication, virtual team development, and collaboration are related. Key words: Virtual teams, virtual team development, group development, collaboration, technology- mediated communication, interpretive methodology, virtual participant observation, interaction analysis, structuration theory I. INTRODUCTION Virtual teams are becoming an integral part of organizational life (Igbaria -
"Collaboration" in the National Security Arena
TOPICAL STRATEGIC MULTI-LAYER ASSESSMENT (SMA) MULTI-AGENCY/MULTI-DISCIPLINARY WHITE PAPERS IN SUPPORT OF COUNTER-TERRORISM AND COUNTER-WMD Collaboration in the National Security Arena: Myths and Reality - What Science and Experience Can Contribute to its Success June 2009 The views expressed in this document are those of the authors and do not reflect the official policy or position of the organizations with which they are associated. Editorial Board: Jennifer O’Connor (DHS), Chair Elisa Jayne Bienenstock (NSI), Robert O. Briggs (UNO), Carl "Pappy" Dodd (STRATCOM/GISC), Carl Hunt, (DTI), Kathleen Kiernan (RRTO), Joan McIntyre (ODNI), Randy Pherson (Pherson), Tom Rieger (Gallup) Contributing Authors: Sarah Miller Beebe (Pherson), Keith Bergeron (USAFA), Elisa Jayne Bienenstock (NSI), Deborah Boehm-Davis (GMU), Robert O. Briggs (UNO), Chris Bronk (Rice), Kerry Buckley (MITRE), Joseph Carls (ret), Nancy Chesser (DTI), Lee Cronk (Rutgers), Bert Davis (ERDC), M. Jude Egan (LSU), Justin Franks (ODNI), Nahum Gershon (MITRE), Tamra Hall (MITRE), Col Craig Harm (NASIC), Richards Heuer, Jr. (Consultant), LTC Brad Hilton (US Army), Carl Hunt (DTI), Kathleen Kiernan (RRTO), Larry Kuznar (NSI), John M. Linebarger (Sandia), Joseph Lyons (AFRL/RHXS), Jean MacMillan (Aptima), Joan McIntyre (ODNI), Brian Meadows (SPAWAR), Victoria Moreno-Jackson, (Nat'l Assoc for Community Mediation), Gale Muller (Gallup), S. K. Numrich (IDA), Jennifer O’Connor (DHS), Douglas Palmer (ODNI), Stacy Lovell Pfautz (NSI), Randy Pherson (Pherson), Terry Pierce (DHS & USAFA), -
Methodological Framework for Virtual Team Project Management
International Journal of Innovation, Management and Technology, Vol. 3, No. 6, December 2012 Methodological Framework for Virtual Team Project Management A. Martinic, K. Fertalj, and D. Kalpic common pitfalls of the traditional project management in Abstract—Virtual teams greatly depend on various virtual environments include: overemphasizing the project information and communication technologies that support reporting aspect of project management, ineffective and different aspects of teams’ operation. Therefore, managing inefficient communication, managing project inputs and projects involving virtual teams requires specific tool and technology supported approach. Currently a number of project outputs but not processes, reactive project management, and management methodologies exist, but none of them is entirely the lack of project repository [14]. Traditional project suitable for managing projects in virtual team environments. In management approach has limited capabilities for adapting to this paper, a methodological framework suitable for changes and unplanned situations [15] that are even more management of projects involving virtual teams is proposed. likely to happen in virtual environments. On the other hand, Project life cycle adequate for virtual project teams is most agile methodologies rely extensively on daily elaborated and effectiveness of the proposed framework is verified on a real-world project. face-to-face meetings, and pay limited attention to planning activities [15], [16] that can be useful in reducing project -
Connecting Business Collaboration with Social Networking
Chapter 1 Connecting Business Collaboration with Social Networking In This Chapter ▶ Understanding what social collaboration means ▶ Moving beyond the “Facebook inside your company” slogan ▶ Accessing new resources in social collaboration systems ▶ Competing and coexisting with e-mail ▶ Finding practical applications for social collaboration e often talk about having a social life, separate from our work Wlives, recognizing that mingling the two can be hazardous. Social Collaboration For Dummies isn’t a book about being social at work, in the sense of flirting or sharing jokes. By social collaboration, I mean recognizing that business is inherently social, even when social interaction is constrained within the bounds of professionalism. In this chapter, I help you understand what social collaboration is (and what it isn’t), outline some of the benefits of implementing a social collaboration system in your business, and suggest some ways that you can help colleagues shift fromCOPYRIGHTED e-mail to social collaboration tools MATERIAL (and know when to use one over the other). I also give you some real-world examples of how social collabora- tion can help employees solve specific problems and complete tasks more efficiently. 005_9781118658543-ch01.indd5_9781118658543-ch01.indd 7 99/25/13/25/13 111:401:40 AAMM 8 Part I: Getting Started with Social Collaboration Defining Social Collaboration Social collaboration comprises social networking and social media for the purpose of getting work done in an enterprise setting. The collaboration part is just as important as the social part. In this context, collaboration is about getting work done with teams of people, working together toward a common goal — which is essential to any business. -
Enterprise Collaboration & Social Software
Enterprise Collaboration & Social Software June 2013 INDUSTRY REPORT INSIDE THIS ISSUE Enterprise Collaboration & Social Software 1. Introduction INTRODUCTION 2. Market Trends This report focuses on technologies for collaboration and socialization within the enterprise. A number of forces are currently playing out in the enterprise IT 3. Competitive Landscape environment that are creating an inflection in the adoption and deployment of social and collaboration technologies. This significant uptrend has provided strong 4. M&A Activity growth for the sector and is driving a substantial amount of M&A and investment activity. This report includes a review of the recent M&A and private investing 5. Private Financings activities in enterprise social and collaboration software, particularly within the areas of group collaboration & workspaces, private social platforms, project and 6. Valution Trends social task management, event scheduling, web collaboration, white boarding & diagramming, and other related technologies. We have also profiled about 50 emerging private players in these subcategories to provide an overview of the 7. Emerging Private Companies breadth and diversity of the players targeting this sector. OVERVIEW Socialization and collaboration technologies are currently reshaping the established enterprise collaboration market as well as creating whole new categories of offerings, especially around private social platforms. In addition, many other enterprise applications such as CRM and unified communications are heavily transformed through the incorporation of new technologies including group messaging & activity feeds, document collaboration, and analytics. Much of this change is being driven by the consumerization of IT and the incorporation of social technologies. As businesses look to leverage the benefits of improved “connecting” and “network building” that employees have experienced with Facebook and other social solutions, a convergence is occurring between the enterprise social software and collaboration markets. -
The Future of Collaboration Software – a Qualitative Study
THE FUTURE OF COLLABORATION SOFTWARE – A QUALITATIVE STUDY 15 Thought Leaders Share their Predictions for Future Trends & Challenges The Future of Collaboration Software – A Qualitative Study - Introduction 0 TABLE OF CONTENTS INTRODUCTION ............................................................................................................................. 2 WRIKE.………………………ANDREW FILEV, FOUNDER & CEO ............................................................. 3 SMARTSHEET…………….BRENT FREI, FOUNDER & CMO ................................................................. 5 TRELLO …………………….STELLA GARBER, VP OF MARKETING ......................................................... 7 QUIP ………………………..MOLLY GRAHAM, CHIEF OPERATING OFFICER .......................................... 9 MIKOGO …………………..ERIK BOOS, CO-FOUNDER & DIRECTOR .................................................. 12 DOCUSIGN ……………….BRIANNA DINSMORE, SENIOR MANAGER DEMAND GENERATION ........ 14 MINDMEISTER ………….RAPHAELA BRANDNER, MARKETING MANAGER ..................................... 16 EXO PLATFORM ………..PATRICE LAMARQUE, CHIEF PRODUCT OFFICER .................................... 18 SAMEPAGE ………………..SCOTT SCHREIMAN, CEO ........................................................................ 20 NETDOCUMENTS ……..MARRIOTT MURDOCK MBA, PMP®, MARKETING DIRECTOR.................. 22 HIGHQ ……………………..AJAY PATEL, CO-FOUNDER & CEO ........................................................... 25 TIME DOCTOR ………….LIAM MARTIN, CO-FOUNDER.................................................................. -
VIRTUAL TEAMS: WORK/LIFE CHALLENGES - KEEPING REMOTE EMPLOYEES ENGAGED Kirsten Sundin, American Express Graduate Research Assistant for CAHRS
VIRTUAL TEAMS: WORK/LIFE CHALLENGES - KEEPING REMOTE EMPLOYEES ENGAGED Kirsten Sundin, American Express Graduate Research Assistant for CAHRS Remotely located employees are quickly becoming a norm in the modern workplace in response to evidence that telecommuters save on costs and produce more efficiently. There are many intangible benefits also felt with the increasing prevalence of remote employees. Telecommuters are more satisfied with their work/life balance and report lower rates of job burnout. Though there are also many well-identified setbacks remotely located managers and employees may face. Employers see the most success with telecommuting by first recruiting the people best fit to fill these remote roles. However, the process of developing remote employees is a process that requires constant monitoring. The purpose of this paper is to identify the best practices being used by companies to keep remote employees engaged while simultaneously avoiding burnout. Telecommuting As little research focuses solely on the relationship between whole virtual teams and the idea of engagement, this paper will focus on the closely related link between individual virtual team members and their feelings of engagement. Remotely located team members are more and more often a reality of workplace teams both globally and locally as telecommuting becomes a common answer to budgetary problems in a challenging economy and work/life balance issues that have long been a concern of Human Resource managers (Derven, 2007; Madsen, 2003). Estimates of cost savings begin at least at $2,000 per employee (Hewitt, 2008) and range to IBM’s estimation of $100 million per year as a result of its 42% remotely located workforce (Mulki, Bardhi, Lassk, & Nanavaty-Dahl, 2009). -
The Adoption Process As an Important Collaboration Tool for Increase Employee Productivity
#CiscoLiveLA The Adoption Process as an Important Collaboration Tool for increase employee Productivity Carlos Paris Delivery Consulting Engineer BRKCOL-1162 #CiscoLiveLA Agenda • Introduction • Technology history • Communications - Collaboration • Changing the way of work • User adoption process • Conclusion #CiscoLiveLA SBRKCOL-1162 © 2019 Cisco and/or its affiliates. All rights reserved. Cisco Public 3 Cisco Webex Teams Questions? Use Cisco Webex Teams to chat with the speaker after the session How 1 Find this session in the Cisco Live Mobile App 2 Click “Join the Discussion” 3 Install Webex Teams or go directly to the team space 4 Enter messages/questions in the team space Webex Teams will be moderated cs.co/ciscolivebot#BRKCOL-1162 by the speaker until November 1st , 2019. #CiscoLiveLA © 2019 Cisco and/or its affiliates. All rights reserved. Cisco Public 4 Introduction “We need to constantly make changes in order for Cisco to stay relevant over the next three, five, 10 years — especially in today’s rapidly changing environment.” Chuck Robbins Cisco CEO #CiscoLiveLA SBRKCOL-1162 © 2019 Cisco and/or its affiliates. All rights reserved. Cisco Public 6 The learning inside the companies • Your company understand the importance of the Learning and Development opportunities? • HHRR coordinate the learning with the different areas and technologies used by the employees? • There is a training plan for implement and develop new technologies? #CiscoLiveLA SBRKCOL-1162 © 2019 Cisco and/or its affiliates. All rights reserved. Cisco Public 7 Technology history The last 50 Years • Man on the Moon • Semiconductors, Intel Processors (4004 the first true microprocessor, 8080, 80x86), Basic Calculators • Video Games • TCP, Ethernet, Fiber Optics, First cell phone call, 19xx?? • Personal Computer • Internet • Smartphones • Siri, Alexa, Echo #CiscoLiveLA SBRKCOL-1162 © 2019 Cisco and/or its affiliates.