Digital Collaboration Tools in the Military
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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. -
A Survey of Collaborative Tools in Software Development
1 INTRODUCTION A Survey of Collaborative Tools in Software Development Anita Sarma Institute for Software Research Donald Bren School of Information and Computer Sciences University of California, Irvine [email protected] ISR Technical Report # UCI-ISR-05-3 March 22, 2005 1 Introduction Collaboration is at the heart of software development. Virtually all software devel- opment requires collaboration among developers within and outside their project teams, to achieve a common objective. It has in fact been shown that about 70% of a software engineer’s time is spent on collaborative activities [219]. Indeed, col- laboration in software development has been studied by researchers in the fields of Software Engineering and Computer Supported Cooperative Work (CSCW) since the 1980s and has produced a wide range of collaborative tools. Enabling software developers to collaborate effectively and effortlessly is a difficult task. The collaboration needs of the team depend to a large extent on environmental factors such as, the organizational structure of the team, the domain for which the software is produced, the product structure, and individual team members. Accordingly, research in collaborative development has produced a host of tools, each typically focussing on a different aspect of collaboration. Most teams have their favorite repertoire of tools that has been built from historical use. These tools may not always be the best suited for the team, but the team still uses them nevertheless as the inertia and cost of trying out new tools surpasses the benefits. A number of classification frameworks exist that can be used to classify collaborative tools. In addition to placing the various tools in context, developers can use these frameworks to select the right mix of tools fit for their needs. -
Collaborative Education in a Virtual Learning Environment Hani Bani
Collaborative Education in a Virtual Learning Environment Hani Bani-Salameh Department of Software Engineering, The Hashemite University, Zarqa 13115, Jordan E-mail: [email protected] Jafar Al-Gharaibeh Architecture Technology Corporation, Eden Prairie, MN 55344, United States E-mail: [email protected] Clinton Jeffery Department of Computer Science, University of Idaho, Moscow, ID 83843, USA E-mail: [email protected] Ziad A. Al-Sharif Department of Software Engineering, Jordan University of Sci. & Tech, Irbid, Jordan E-mail: [email protected] Abstract: For the last few decades, there was tremendous interest in harnessing 3D virtual environments for education and training. Multi-user game-like environments make use of non-player characters and quest activities in tutoring and training. This approach incorporates successful active learning and incremental progress. This article presents issues encountered while adapting the multi-user online game genre for educational virtual environments. In this endeavour, non-player characters play a central role in organizing and delivering educational content. Educational virtual environments call for additional kinds of extension beyond generic user content creation as delivered in some virtual worlds like SecondLife. Support for these environments will emphasize the creation of new activities. A set of libraries and techniques named Portable Non-player character tutors and Quests reduces the effort needed to develop and integrate educational non-player characters. These non-player characters are introduced in CVE, a platform for rapidly developing educational virtual environments. The Portable Non-player character tutors and Quests framework enables formatted web-based exercises, quizzes, and educational content to be incorporated into Copyright © 2016 Inderscience Enterprises Ltd. -
Service Schedule for BT Web Conferencing Service Powered by Microsoft Live Meeting
Service Schedule for BT Web Conferencing Service powered by Microsoft Live Meeting 1. INTERPRETATION “Account” means an identifier that BT gives to the Customer. This identifier is used on all records. “BT Conferencing” means the business unit of BT that provides conferencing services. “Live Meeting” means the web conferencing service provided under this Contract and is the BT Web Conferencing Service powered by Microsoft Office Live Meeting service. “Microsoft” means PlaceWare Inc a wholly owned subsidiary of Microsoft Corporation. “Organiser” means the person whose account the meeting is booked under. “Presenter” means the person presenting the visual information to the audience. “Participant” means a person or persons connected to the Service. “BT Conference Coordinator” means the individual who will assist during the conference. “Minimum Period” means the initial term as stated in the order form. “Third Party Information” means data, information, video, graphics, sound, music, photographs, software and any other materials (in whatever form) not owned or generated by or on behalf of the Customer, published or otherwise made available by the Customer using Live Meeting 2007. Reference in this Contract to a month shall be deemed to mean a calendar month unless the context requires otherwise. Version 1.1 Page 1 of 6 August 2008 BT1006ee 2. SERVICE DESCRIPTION 2.1 Live Meeting Office Live Meeting provides the ability to share a PC desktop with a group of individuals for the purposes of collaborative working and presentations. Live Meeting uses advanced secure sockets layer encryption as standard. Table of included service features Service Features Number of participants Total number of participants that can join 1250* each meeting. -
Invisible Crowds in Cyberspace
Invisible Crowds in Cyberspace: Mapping the Social Structure of the Usenet1 Marc A. Smith University of California, Los Angeles Published in: Smith, Marc. “Invisible Crowds in Cyberspace: Measuring and Mapping the Social Structure of USENET” in Communities in Cyberspace: Perspectives on New Forms of Social Organization.. London, Routledge Press, 1999 SURVEYING SOCIAL CYBERSPACES The Usenet is a quintessential Internet social phenomenon: it is huge, global, anarchic and rapidly growing. It is also mostly invisible. Although, it is the largest example of a conferencing or discussion group system,2 the tools generally available to access it only display leaves and branches - chains of messages and responses. None present the trees and forest. With hundreds of thousands of new messages every day, it is impossible to try to read them all to get a sense of the entire place. As a result, an overview of activity in the Usenet has been difficult to assemble and many basic questions about its size, shape, structure and dynamics have gone unanswered. How big is the Usenet? How many people post? Where are they from? When and where do they post? How do groups vary from one another and over time? How many different kinds of groups are there? How many groups successfully thrive and how many die? What do the survivors have that the others lack? How do different social cyberspaces connect and fit together and form a larger ecology? There is no shortage of questions. But we lack a historical record of the transformations of social cyberspaces3 just at the point when network interaction media are being widely adopted. -
First Look 2007 Microsoft Office System Ebook
A02L622655.fm Page iii Friday, May 19, 2006 3:23 PM PUBLISHED BY Microsoft Press A Division of Microsoft Corporation One Microsoft Way Redmond, Washington 98052-6399 Copyright © 2006 by Microsoft Corporation All rights reserved. No part of the contents of this book may be reproduced or transmitted in any form or by any means without the written permission of the publisher. Library of Congress Control Number 2005939242 ISBN-13: 978-0-7356-2265-4 ISBN-10: 0-7356-2265-5 Printed and bound in the United States of America. 1 2 3 4 5 6 7 8 9 QWE 1 0 9 8 7 6 Distributed in Canada by H.B. Fenn and Company Ltd. A CIP catalogue record for this book is available from the British Library. Microsoft Press books are available through booksellers and distributors worldwide. For further information about international editions, contact your local Microsoft Corporation office or contact Microsoft Press Inter- national directly at fax (425) 936-7329. Visit our Web site at www.microsoft.com/mspress. Send comments to [email protected]. Microsoft, ActiveX, Excel, InfoPath, Microsoft Press, MSDN, OneNote, Outlook, PivotChart, PivotTable, PowerPoint, SharePoint, Visio, Windows, Windows Mobile, and Windows Vista are either registered trade- marks or trademarks of Microsoft Corporation in the United States and/or other countries. Other product and company names mentioned herein may be the trademarks of their respective owners. The example companies, organizations, products, domain names, e-mail addresses, logos, people, places, and events depicted herein are fictitious. No association with any real company, organization, product, domain name, e-mail address, logo, person, place, or event is intended or should be inferred. -
Adopting a Collaborative Software Development Process in the Scientific Community
Adopting a Collaborative Software Development Process in the Scientific Community NOAA's 32nd Climate Diagnostics and Prediction Workshop (CDPW) Mike Charles DOC/NOAA/NWS/NCEP/CPC Motivation To advocate improved software development and project management techniques, including collaborative software development and the use of project management software. Who does this apply to? • Universities • Government • Private sector • Any software developers From now on, for the sake of brevity, "collaborative work" will include use of project management software. Disadvantages of Non- Collaborative Work Non-Collaborative Work A developer works alone • Work goes unchecked by others • If the owner leaves, nobody knows how the software works • There are no ideas contributed by others during development Non-Collaborative Work A developer doesn't log changes • Hard to revert to a previous version of the code • Can't remember what they did last week • Can't tell why a specific change was made Non-Collaborative Work A developer doesn't create documentation • Hard for others to adopt code • Hard for backup code owners to fix bugs and/or run code • Hard to share code with others Advantages of Collaborative Work Collaborative Work How should developers be working? • Collaboration - Working with others leads to more ideas and creativity, and more QCing of code • Tracking Changes - Using revision control software, tracking changes to code and keeping a log makes it easier to revert to older versions of the code, and keep track of work • Documentation - Creating -
WHY USE a WIKI? an Introduction to the Latest Online Publishing Format
WHY USE A WIKI? An Introduction to the Latest Online Publishing Format A WebWorks.com White Paper Author: Alan J. Porter VP-Operations WebWorks.com a brand of Quadralay Corporation [email protected] WW_WP0309_WIKIpub © 2009 – Quadralay Corporation. All rights reserved. NOTE: Please feel free to redistribute this white paper to anyone you feel may benefit. If you would like an electronic copy for distribution, just send an e-mail to [email protected] CONTENTS Overview................................................................................................................................ 2 What is a Wiki? ...................................................................................................................... 2 Open Editing = Collaborative Authoring .................................................................................. 3 Wikis in More Detail................................................................................................................ 3 Wikis Are Everywhere ............................................................................................................ 4 Why Use a Wiki...................................................................................................................... 5 Getting People to Use Wikis ................................................................................................... 8 Populating the Wiki................................................................................................................. 9 WebWorks ePublisher and Wikis -
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. -
"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), -
Virtual Workplaces When Metaphors Breakdown
Virtual Workplaces When Metaphors Breakdown by Thomas W. I. Gallemore B.Arch, Carnegie Mellon, 1991 Submitted to the Department of Architecture in partial fulfillment of the requirements for the degree of Master of Science in Architecture Studies in Design Technology at the Massachusetts Institute of Technology June 1998 @ 1998 Massachusetts Institute of Technology. All rights reserved. Signature of the Author Thomas W. I. Gallemore Department of Architecture May 8,1998 , N 1 Certified By William L. Porter Norman B. and Muriel Leventhal Professor of Architecture and Planning Thesis ervisor Accepted by Roy Strickland Associate Professor of Architecture Chairman, Departmental Committee on Graduate Students J1 71998 Virtual Workplaces When Metaphors Breakdown by Thomas W. Gallemore Submitted to the Department of Architecture on May 8, 1998 in partial fulfillment of the requirements for the degree of Master of Science in Architecture Studies Abstract Our model of work is shaped by the places we choose to work and the tools we choose to work with. As we introduce new technologies and build new environments our model is changing. Today's virtual workplaces are grounded in models of work that have been reformed from our experiences using current technology in physical workspace. However we are discovering opportunities and possibilities for work in collaborative, virtual environments that question physical models. Emerging patterns of distributed collaboration in persistent virtual environments are changing the way we work in time and space, recasting our notion of workplace. Virtual workplaces are interpreted and experienced through metaphors that describe a space of potential for work occurrences. Through the lens of metaphors, this research focuses on breakdowns between collaborative work and the environment in which work occurs. -
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.