Enabling Collaboration with IT

Globalizing organizations, outsourcing, mobile work, inter-organizational teams, innovation, and reaching out to suppliers and customers are driving today’s need to improve collaboration within firms. And information technology (IT) is at the center of these trends. Businesses are also experimenting with different types of collaboration. While IT functions provide the “heavy lifting,” such as connectivity and information integrity, without which most collaboration efforts would not be effective, how new applications are implemented is often as important as the technology itself in delivering business value. This article explores IT’s role in enabling collaboration in organizations, and at the same time, what IT’s role should not be (i.e., what responsibilities and accountabilities should properly be the function of the business). It presents the results of research with a focus group of senior IT managers, looking first at why collaboration is becoming so important and the business value it enables. Next, it examines some of the different characteristics of collaboration and the key components of a collaboration program and at IT’s role in one. It concludes that effective collaboration will not result from implementing more collaboration software. Instead, this will require a proactive and holistic strategy that integrates business goals and technology potential

Enablers and Impediments for Collaborative Research in Software Testing: An Empirical Exploration

When it comes to industrial organizations, current collaboration efforts in software engineering research are very often kept in-house, depriving these organizations off the skills necessary to build independent collaborative research. The current trend, towards empirical software engineering research, requires certain standards to be established which would guide these collaborative efforts in creating a strong partnership that promotes independent, evidence-based, software engineering research. This paper examines key enabling factors for an efficient and effective industry-academia collaboration in the software testing domain. A major finding of the research was that while technology is a strong enabler to better collaboration, it must be complemented with industrial openness to disclose research results and the use of a dedicated tooling platform. We use as an example an automated test generation approach that has been developed in the last two years collaboratively with Bombardier Transportation AB in Sweden

Collaborative working within UK NHS secondary care and across sectors for COPD and the impact of peer review : qualitative findings from the UK National COPD Resources and Outcomes Project

Introduction: We investigated the effects on collaborative work within the UK National Health Service (NHS) of an intervention for service quality improvement: informal, structured, reciprocated, multidisciplinary peer review with feedback and action plans. The setting was care for chronic obstructive pulmonary disease (COPD). Theory and methods: We analysed semi-structured interviews with 43 hospital respiratory consultants, nurses and general managers at 24 intervention and 11 control sites, as part of a UK randomised controlled study, the National COPD Resources and Outcomes Project (NCROP), using Scott’s conceptual framework for action (inter-organisational, intra-organisational, inter-professional and inter-individual). Three areas of care targeted by NCROP involved collaboration across primary and secondary care. Results: Hospital respiratory department collaborations with commissioners and hospital managers varied. Analysis suggested that this is related to team responses to barriers. Clinicians in unsuccessful collaborations told ‘atrocity stories’ of organisational, structural and professional barriers to service improvement. The others removed barriers by working with government and commissioner agendas to ensure continued involvement in patients’ care. Multidisciplinary peer review facilitated collaboration between participants, enabling them to meet, reconcile differences and exchange ideas across boundaries. Conclusions: The data come from the first randomised controlled trial of organisational peer review, adding to research into UK health service collaborative work, which has had a more restricted focus on inter-professional relations. NCROP peer review may only modestly improve collaboration but these data suggest it might be more effective than top-down exhortations to change when collaboration both across and within organisations is required

Marine Managed Areas: What, Why, and Where

This paper, which focuses on ocean and coastal areas, explores the challenge of public participation by discussing the role of communities in IM. It draws on a decade of collaboration between academics and community partners to outline the community perspective on both the limiting factors and the opportunities, and a state-of-the-art survey of community involvement in IM, parti-cularly in the Canadian Maritimes. The paper highlights the importance of linking communities and governments, and the need to overcome the growing disconnect between the two. It also illustrates the varied experiences of local coastal communities with IM through three concrete examples. These practical examples lead to two specific out-puts: a set of fundamental IM values and attributes from a community perspective, and a four-step process for facilitating and enabling community-focused IM.The conclusion summarizes key outcomes in terms of inclusivity and active involvement of communities

Planning and implementation of effective collaboration in construction projects

The 21st century is now seen as the time for the construction industry to embrace new ways of working if it is to continue to be competitive and meet the needs of its ever demanding clients. Collaborative working is considered by many to be essential if design and construction teams are to consider the whole lifecycle of the construction product. Much of the recent work on collaborative working has focused on the delivery of technological solutions with a focus on web (extranets), CAD (visualisation), and knowledge management technologies. However, it is now recognised that good collaboration does not result from the implementation of information technology solutions alone. The organisational and people issues, which are not readily solved by pure technical systems, need to be resolved. However, approaches that exclusively focus on organisational and people issues will not reap the benefits derived from the use of technology, especially in the context of distributed teams which are the norm in construction. Work currently being undertaken at Loughborough University aims to bring together the benefits enabled by the technology, with the organisational, and its people issues to provide a framework enabling high level strategic decisions to be made to implement effective collaboration. This paper reports on the initial stages of the project: the background to the project, the methodology used, and findings from the literature survey and the requirements capture survey conducted as part of the project

CODE: description language for wireless collaborating objects

This paper introduces CODE, a Description Language for Wireless Collaborating Objects (WCO), with the specific aim of enabling service management in smart environments. WCO extend the traditional model of wireless sensor networks by transferring additional intelligence and responsibility from the gateway level to the network. WCO are able to offer complex services based on cooperation among sensor nodes. CODE provides the vocabulary for describing the complex services offered by WCO. It enables description of services offered by groups, on-demand services, service interface and sub-services. The proposed methodology is based on XML, widely used for structured information exchange and collaboration. CODE can be directly implemented on the network gateway, while a lightweight binary version is stored and exchanged among sensor nodes. Experimental results show the feasibility and flexibility of using CODE as a basis for service management in WCO