Collaborative Environments - 1 Collaborative Environments For Todays Multi-Company Teams Exploring the Challenges and Solutions Eric Honour INCOSE Past

Collaborative Environments - 1

Collaborative EnvironmentsCollaborative EnvironmentsFor Today’s Multi-Company TeamsFor Today’s Multi-Company Teams

Exploring the Challenges and SolutionsExploring the Challenges and Solutions

Eric HonourINCOSE Past President


TopicsTopics

Multi-Company TeamsMulti-Company Teams

– Driving factorsDriving factors Intra-Team CommunicationsIntra-Team Communications

– Psychology of dispersed teamsPsychology of dispersed teams

– Communications needsCommunications needs

– Characteristics and urgencyCharacteristics and urgency Collaborative ToolsCollaborative Tools

– Five classes of collaboration toolsFive classes of collaboration tools

– Examples and referencesExamples and references


Multi-Company TeamsMulti-Company Teams

Why Are They So Prevalent?Why Are They So Prevalent?


Driving FactorsDriving Factors

1960 1970 1980 1990 2000

COMPANYCOMPANYPROJECTSPROJECTS

PRIME/PRIME/SUBSSUBS

PROJECTPROJECTTEAMSTEAMS

DOMAINDOMAINTEAMSTEAMS

• Growing System ComplexityGrowing System Complexity

• Reduced Development TimeReduced Development Time

• Market PressuresMarket Pressures

• SpecializationSpecialization

• System FailuresSystem Failures


Example - AutomotiveExample - Automotive

MODELMODELMANUFACTURINGMANUFACTURING

DIVISIONDIVISIONMID-SIZE AUTOMID-SIZE AUTO

DESIGN DIVISIONDESIGN DIVISION

BRAKE SYSTEMSBRAKE SYSTEMSSUPPLIERSUPPLIER

TIRESTIRESSUPPLIERSUPPLIER

ENGINE CONTROLENGINE CONTROLSUPPLIERSUPPLIER ENVIRONMENTENVIRONMENT

CONTROLCONTROLSUPPLIERSUPPLIER

ELECTRICELECTRICSYSTEMSSYSTEMSSUPPLIERSUPPLIER

MODELMODELSALESSALES

DIVISIONDIVISION

CUSTOMERCUSTOMER

Domain “team of teams”Domain “team of teams” Conflicting goalsConflicting goals Conflicting culturesConflicting cultures


Team CommunicationsTeam Communications

How Can A Dispersed “Team of Teams” Work?How Can A Dispersed “Team of Teams” Work?


Developing a TeamDeveloping a Team

Well-known psychologyWell-known psychology

– Basic process described for over 40 yearsBasic process described for over 40 years Team culture always happensTeam culture always happens

– Beliefs, Expectations, Shared ValuesBeliefs, Expectations, Shared Values

– Heros and Heroines, Myths and StoriesHeros and Heroines, Myths and Stories

– Rituals and CeremoniesRituals and Ceremonies Creating a culture of collaboration Creating a culture of collaboration

– Explicitly reward collaboration traitsExplicitly reward collaboration traits Honesty, integrity, sharing, receptivity, Honesty, integrity, sharing, receptivity,

consistency, respectconsistency, respect

– Build trustBuild trust Individual involvement in planning, creating, Individual involvement in planning, creating,

strategizing, structuringstrategizing, structuring

FORMINGFORMING

STORMINGSTORMING

NORMINGNORMING

PERFORMINGPERFORMING

ADJOURNINGADJOURNING


Psychology of Dispersed TeamsPsychology of Dispersed Teams

Special difficultiesSpecial difficulties

– Conflicting goals, conflicting Conflicting goals, conflicting culturescultures

– Constant divergenceConstant divergence

CohesivenessCohesiveness

– Extent to which team members Extent to which team members like and trust one anotherlike and trust one another

– Improves productivity, decision Improves productivity, decision quality, member satisfaction, quality, member satisfaction, member interaction, safety. member interaction, safety.

Improve cohesionImprove cohesion • Goal agreementGoal agreement• Frequent interactionFrequent interaction• HomogeneityHomogeneity• StabilityStability• IsolationIsolation• Outside pressureOutside pressure• StatusStatus• Intergroup competitionIntergroup competition

Decrease cohesionDecrease cohesion • DisagreementDisagreement• Large sizeLarge size• Unpleasant experiencesUnpleasant experiences• Intragroup competitionIntragroup competition• DominationDomination


Boundary Management in Technical TeamsBoundary Management in Technical Teams

Recent study of 45 high-tech new product development teamsRecent study of 45 high-tech new product development teams

Significant portion of time is spent at team boundariesSignificant portion of time is spent at team boundaries

Individual Time SpentIndividual Time Spent

• Outside TeamOutside Team 14%*14%** Typically limited to few individuals* Typically limited to few individuals

• Within TeamWithin Team 38% 38%

• AloneAlone 48%48%




Significant portion of time is spent at team boundariesSignificant portion of time is spent at team boundaries Specific boundary roles exist, that change with phaseSpecific boundary roles exist, that change with phase

• AmbassadorAmbassadorBuffering, building support, Buffering, building support, reporting, strategyreporting, strategy

• Task CoordinatorTask CoordinatorLateral group coordination, info Lateral group coordination, info transfer, planning, negotiatingtransfer, planning, negotiating

• ScoutScoutObtain possibilities from outside - Obtain possibilities from outside - interface with marketinginterface with marketing

• GuardGuardWithhold information, prevent Withhold information, prevent disclosuredisclosure

CREATIONCREATIONDEVELOPMENTDEVELOPMENT

DIFFUSIONDIFFUSION



High-performing teams did more external High-performing teams did more external interaction than low-performing teamsinteraction than low-performing teams

Internal team dynamics (goals, processes, Internal team dynamics (goals, processes, individual satisfaction) did individual satisfaction) did notnot correlate correlate with performancewith performance


Significant portion of time is spent at team boundariesSignificant portion of time is spent at team boundaries Specific boundary roles exist, that change with phaseSpecific boundary roles exist, that change with phase


Communications NeedsCommunications Needs

Communications directionsCommunications directions

BUSINESSBUSINESSMANAGERMANAGER

TEAMTEAMAA

TEAMTEAMBB

TEAMTEAMCC

UpwardUpward • Supplier to customerSupplier to customer• ReportingReporting• Gaining supportGaining support

DownwardDownward • Customer to supplierCustomer to supplier• DirectingDirecting• Gaining buy-inGaining buy-in

LateralLateral • Equal to equalEqual to equal• CoordinationCoordination• InformationInformation• Task completionTask completion



Communications directionsCommunications directions Network connectivityNetwork connectivity

CHAINCHAIN

STARSTAR

WYEWYE

RINGRING

FULLFULL



Communications directionsCommunications directions Network connectivityNetwork connectivity Data types to support group rolesData types to support group roles Individual-OrientedIndividual-Oriented

• RecognitionRecognition• BlockingBlocking• DominationDomination• AvoidingAvoiding

Group-OrientedGroup-Oriented • StandardsStandards• FeedbackFeedback• EncouragementEncouragement• HarmonyHarmony• GatekeepingGatekeeping

Task-OrientedTask-Oriented • New ideasNew ideas• SolutionsSolutions• ProductsProducts• QuestionsQuestions• InformationInformation• CoordinationCoordination• EvaluationEvaluation


Verbal vs NonVerbal CommunicationsVerbal vs NonVerbal Communications

VERBAL ISSUESVERBAL ISSUES Words used have different Words used have different

meaningsmeanings Amount of informationAmount of information BypassingBypassing

MESSAGEMESSAGEINTENDEDINTENDED

MESSAGEMESSAGESENTSENT

MESSAGEMESSAGERECEIVEDRECEIVED

MESSAGEMESSAGEUNDERSTOODUNDERSTOOD

SENDSENDFILTERSFILTERS

CHANNELCHANNELNOISENOISE

RECEIVERECEIVEFILTERSFILTERS

NONVERBAL ISSUESNONVERBAL ISSUES Body languageBody language Use of space Use of space Use of timeUse of time Paralanguage - pauses, Paralanguage - pauses,

intonation, rate, tone, volumeintonation, rate, tone, volume Artifacts - objects with or on the Artifacts - objects with or on the

personperson

Select method based on content Select method based on content • Rich methods for ambiguous, complex contentRich methods for ambiguous, complex content• Lean methods for routine, simple contentLean methods for routine, simple content


Why Don’t Teams Communicate?Why Don’t Teams Communicate?

SKILLSSKILLSNOT AVAILABLENOT AVAILABLE

SKILLSSKILLSNOT USEDNOT USED

SKILLS WEAK,SKILLS WEAK,LITTLE USEDLITTLE USED

• Evaluate skillsEvaluate skills• Refresh trainingRefresh training

SKILLSSKILLSNOT LEARNABLENOT LEARNABLE

• Replace toolsReplace tools• Replace people Replace people

COMMUNICATIONSCOMMUNICATIONSIS PUNISHEDIS PUNISHED

• Replace toolsReplace tools• Change cultureChange culture• Change processesChange processes

NON-COMMSNON-COMMSIS REWARDEDIS REWARDED

• Change cultureChange culture• Change processesChange processes

NOTNOTIMPORTANTIMPORTANT

• Change cultureChange culture• Change rewardsChange rewards

OBSTACLESOBSTACLESEXISTEXIST

• Replace toolsReplace tools• Change cultureChange culture• Change processesChange processes

SKILLSSKILLSNEVER KNOWNNEVER KNOWN

• Acquire toolsAcquire tools• Formal trainingFormal training

ROOT CAUSEROOT CAUSE

POSSIBLE SOLUTION(S)POSSIBLE SOLUTION(S)


Collaborative ToolsCollaborative Tools

What’s Available Today for Dispersed Teams?What’s Available Today for Dispersed Teams?


Collaboration Tool ClassesCollaboration Tool Classes

Interconnection and security (not covered herein)Interconnection and security (not covered herein)– Internet, Intranets, GatewaysInternet, Intranets, Gateways

Data WarehouseData Warehouse– File servers, Configuration management, Internet repositoriesFile servers, Configuration management, Internet repositories

Shared InformationShared Information– Phone, E-mail, File transfers, Bulletin boards, Virtual environmentsPhone, E-mail, File transfers, Bulletin boards, Virtual environments

Meeting SupportMeeting Support– Teleconferencing, Desktop conferencing, Meeting managementTeleconferencing, Desktop conferencing, Meeting management

Decision SupportDecision Support– Brainstorm, Categorization, Prioritization, DocumentationBrainstorm, Categorization, Prioritization, Documentation


Data Warehouse ToolsData Warehouse Tools

File Servers File Servers (Fast, Accurate, Lean) (Fast, Accurate, Lean)

– Intranet-based file structureIntranet-based file structure

– Project files appear as separate folder on all stationsProject files appear as separate folder on all stations

– Mutual access to project filesMutual access to project files Configuration Management Configuration Management (Mid-speed, Accurate, Lean)(Mid-speed, Accurate, Lean)

– Capture and control of baselinesCapture and control of baselines

– Controlled, multi-level accessControlled, multi-level access

– Check-in, check-out of filesCheck-in, check-out of files Public Repositories Public Repositories (Mid-speed, Mid-accurate, Lean)(Mid-speed, Mid-accurate, Lean)

– Internet-based ftp sitesInternet-based ftp sites

– Browser accessBrowser access

– Immediate or delayed downloadImmediate or delayed download


Example - Data Warehouse ToolsExample - Data Warehouse Tools

Rational Software (http://www.rational.com)Rational Software (http://www.rational.com)

– ClearCase - version control, workspace management, build ClearCase - version control, workspace management, build management, and process control.management, and process control.

– ClearCase Attache - Windows client ClearCase Attache - Windows client

– ClearGuide - defining tasks, prioritizing activities, allocating ClearGuide - defining tasks, prioritizing activities, allocating resources and tracking project progressresources and tracking project progress

– Clear Quest - track and manage change activities - customize Clear Quest - track and manage change activities - customize and define queries, fields, activities, and states for change and define queries, fields, activities, and states for change request management request management


Shared Information ToolsShared Information Tools

Telephone Telephone (Fast, Mid-accurate, Mid-Rich)(Fast, Mid-accurate, Mid-Rich)

– Verbal plus paralanguage (tone, emphasis, pacing)Verbal plus paralanguage (tone, emphasis, pacing)– Excellent for ideas, two-way exchange, social impactExcellent for ideas, two-way exchange, social impact

E-mail E-mail (Fast, Mid-accurate, Lean)(Fast, Mid-accurate, Lean)

– Point-to-point, addressed messages w/ or w/o ensured receiptPoint-to-point, addressed messages w/ or w/o ensured receipt– Verbal only, without feedbackVerbal only, without feedback– Excellent for ideas, solutions, coordination, general Excellent for ideas, solutions, coordination, general

informationinformation File transfers File transfers (Fast, Accurate, Lean)(Fast, Accurate, Lean)

– Rapid, reliable transfer of informationRapid, reliable transfer of information– Accurate, in-depth informationAccurate, in-depth information– Verbal only, without feedbackVerbal only, without feedback– Excellent for technical solutions, productsExcellent for technical solutions, products


Shared Information ToolsShared Information Tools

Bulletin boards Bulletin boards (Slow, Mid-accurate, Lean) (Slow, Mid-accurate, Lean)

– Messages posted to site available to manyMessages posted to site available to many– Linked threads of related messagesLinked threads of related messages– Retain communications for longer durationRetain communications for longer duration– Excellent for unstructured discussion, broadcast of Excellent for unstructured discussion, broadcast of

information to unknown recipientsinformation to unknown recipients Virtual environments Virtual environments (Mid-speed, Mid-accurate, Lean)(Mid-speed, Mid-accurate, Lean)

– Structured site with navigation toolsStructured site with navigation tools– Variety of posting tools, formatsVariety of posting tools, formats– Information available to participants via original toolsInformation available to participants via original tools– Operates real-time (virtual meetings) or as repositoryOperates real-time (virtual meetings) or as repository– Excellent to provide structure to on-line information sharing, Excellent to provide structure to on-line information sharing,

data warehousingdata warehousing


Example - Shared Information ToolsExample - Shared Information Tools

QuickTools Bulletin BoardQuickTools Bulletin Board - - http://www.quicktools.comhttp://www.quicktools.com


Example - Shared Information ToolsExample - Shared Information Tools

Mesa VistaMesa Vista - - http://www.mesavista.comhttp://www.mesavista.com


Examples - Shared Information ToolsExamples - Shared Information Tools

eRoomeRoom - - http://www.instinctive.comhttp://www.instinctive.com


Examples - Shared Information ToolsExamples - Shared Information Tools

Multi-User Virtual Environment - Multi-User Virtual Environment - SSC San Diego projectSSC San Diego project


Meeting Support ToolsMeeting Support Tools

Teleconferencing Teleconferencing (Fast, Inaccurate, Rich) (Fast, Inaccurate, Rich)

– Linked conference roomsLinked conference rooms– Audiovisual T.120 PictureTel standardAudiovisual T.120 PictureTel standard– Transmitted presentationsTransmitted presentations– Transmitted whiteboardTransmitted whiteboard– Excellent for complex, ambiguous discussion, rapid consensusExcellent for complex, ambiguous discussion, rapid consensus

Desktop conferencing Desktop conferencing (Fast, Mid-accurate, Mid-rich) (Fast, Mid-accurate, Mid-rich)

– Virtual PresentationVirtual Presentation– Screen SharingScreen Sharing– Virtual whiteboardVirtual whiteboard– Internet ChatInternet Chat– Audiovisual H.323 Internet standardAudiovisual H.323 Internet standard– Excellent for complex discussion of technical contentExcellent for complex discussion of technical content


Meeting Support ToolsMeeting Support Tools

Meeting Management Meeting Management (Fast, Accurate, Lean)(Fast, Accurate, Lean)

– Meeting scheduling with joint knowledge of conflictsMeeting scheduling with joint knowledge of conflicts

– Participant agreement on schedules, topicsParticipant agreement on schedules, topics

– Agenda followingAgenda following

– Excellent for setting expectation, controlling meetingsExcellent for setting expectation, controlling meetings


Examples - Meeting Support ToolsExamples - Meeting Support Tools

PictureTel - PictureTel - http://www.picturetel.com/http://www.picturetel.com/

– Many related and interactive conferencing toolsMany related and interactive conferencing tools Microsoft - Microsoft - http://www.microsoft.comhttp://www.microsoft.com

– PowerPoint - virtual presentationPowerPoint - virtual presentation

– Outlook - meeting management, e-mail, schedulingOutlook - meeting management, e-mail, scheduling

– NetMeeting - desktop conferencingNetMeeting - desktop conferencing Lotus Notes - Lotus Notes - http://www.lotus.comhttp://www.lotus.com

– Rich set of interoperating office/conference toolsRich set of interoperating office/conference tools SunForum SunForum http://sun.com/desktop/products/software/sunforum/index.htmlhttp://sun.com/desktop/products/software/sunforum/index.html

Virtual Rendezvous (Visualtek) Virtual Rendezvous (Visualtek) http://rendezvous.visualtek.comhttp://rendezvous.visualtek.com


Example - Meeting Support ToolsExample - Meeting Support Tools

Microsoft NetMeetingMicrosoft NetMeeting - - http://www.microsoft.com/netmeeting/http://www.microsoft.com/netmeeting/


Collaborative Process ToolsCollaborative Process Tools

BrainstormingBrainstorming

– Generation of ideas, thoughtsGeneration of ideas, thoughts

– Automated capture and display during brainstormingAutomated capture and display during brainstorming CategorizationCategorization

– Tool-aided sorting, binning, categorizingTool-aided sorting, binning, categorizing PrioritizationPrioritization

– Rich set of voting methods - chips, ranking, weighting, etc.Rich set of voting methods - chips, ranking, weighting, etc.

– Immediate calculation and displayImmediate calculation and display

– Participant comparisons to facilitate vote evaluationParticipant comparisons to facilitate vote evaluation DocumentationDocumentation

– Automated capture of entire collaborative data setAutomated capture of entire collaborative data set

– Immediate output in usable formatsImmediate output in usable formats


Collaborative Process ToolsCollaborative Process Tools

Remote Remote (Slow, Inaccurate, Mid-rich) (Slow, Inaccurate, Mid-rich)

– Browser-based tools, centrally-facilitatedBrowser-based tools, centrally-facilitated

– Asynchronous access over structured time periodsAsynchronous access over structured time periods

– Access from any Internet locationAccess from any Internet location

– Excellent for semi-structured collaboration from many Excellent for semi-structured collaboration from many locationslocations

Local Local (Fast, Mid-accurate, Rich) (Fast, Mid-accurate, Rich)

– Client-server tools, locally-facilitatedClient-server tools, locally-facilitated

– Synchronous access within local or virtual conferenceSynchronous access within local or virtual conference

– Requires client software to accessRequires client software to access

– Excellent for live, facilitated conferencesExcellent for live, facilitated conferences


Example - Collaborative Process ToolsExample - Collaborative Process Tools

Facilitate.comFacilitate.com - - http://www.facilitate.com/http://www.facilitate.com/


Example - Collaborative Process ToolsExample - Collaborative Process Tools

GroupSystemsGroupSystems - - http://www.groupsystems.com/http://www.groupsystems.com/


More Information?More Information?

Psychology referencesPsychology referencesGordon, J.R. Gordon, J.R. Organizational BehaviorOrganizational Behavior

Aamodt, M.G. Aamodt, M.G. Applied Industrial/Organizational PsychologyApplied Industrial/Organizational Psychology

Mager and Pipe Mager and Pipe Analyzing Performance ProblemsAnalyzing Performance Problems Tool referencesTool references

picturetel.com picturetel.com sun.comsun.com microsoft.commicrosoft.com

lotus.comlotus.com facilitate.comfacilitate.com groupsystems.comgroupsystems.com

visualtek.comvisualtek.com ncms.orgncms.org rational.comrational.com

and many others...and many others...

Or contact Honourcode for further assistance in developing Or contact Honourcode for further assistance in developing collaborative environmentscollaborative environments

Eric HonourEric Honour(850) 995-1649(850) [email protected]@hcode.comwww.hcode.comwww.hcode.com

Documents

Collaborative Environments - 1 Collaborative Environments For Todays Multi-Company Teams Exploring the Challenges and Solutions Eric Honour INCOSE Past