Modelling interactions to support and manage collaborative decision-making processes in design situations.

International audienceTo cope with the increasing complexity of products, New Product Development (NPD) projects require the involvement of several designers coming from various functional departments. Designers' decisions imply modifications on different objects and are likely to affect the decision-making of other designers. Two kinds of collaborative activities are strongly inter-related: technical ones that result in decisions regarding the product definition and organizational ones that concern the project organization. In this paper, we aim at developing a new conceptual framework for modelling, managing and tracking decision-making processes that are knowledge-intensive and collaborative. This framework intends to help designers to support both technical and organizational decisions. Its originality comes from the concepts of “specific role” and “action plan” that enhance the recursive modelling of activities and are valuable at different detail levels of the decisionmaking processes: project, team and individual levels. Specific decision-making models and an industrial case study illustrate the relevance of the proposed framework

Addressing the Conflicting Dimension of Groupware: A Case Study in Software Requirements Validation

This paper addresses the conflicting dimension of groupware, seeking the reconciliation of two very different assumptions about the users' attitudes using groupware tools: users either collaborate or negotiate to reach consensus. We argue that groupware should integrate the full spectrum of attitudes occurring between these two extremes. The designed solution integrates content and process support in a coherent model supporting low and high conflict situations. Furthermore, we propose a set of benefits and resistances, developed at the user-interface level, aiming to influence users towards low conflict attitudes when interacting with groupware. This approach was applied in a case study involving the development of a groupware tool supporting Quality Function Deployment for software requirements validation in a real-world organization. The case study indicated that the proposed approach was beneficial promoting consensus

Collaborative Modeling Architecture: Lessons Learned from Deploying a Prototype

Earlier we have developed an architecture for collaborative modeling based on observations of participants in a modeling team. This architecture has been implemented in a prototype tool that supports group modeling in UML. We have deployed this tool both in real life and in a more controlled student setting. From the former we have identified problem types that can be solved with the help of architecture and tool, and from the latter we have learned how to improve the usefulness and usability of the tool itself

Agent-based negotiation and decision making for dynamic supply chain formation

Modern businesses are facing the challenge of effectively coordinating their supply chains from upstream to downstream services. It is a complex problem to search, schedule, and coordinate a set of services from a large number of service resources under various constraints and uncertainties. Existing approaches to this problem have relied on complete information regarding service requirements and resources, without adequately addressing the dynamics and uncertainties of the environments. The real-world situations are complicated as a result of ambiguity in the requirements of the services, the uncertainty of solutions from service providers, and the interdependencies among the services to be composed. This paper investigates the complexity of supply chain formation and proposes an agent-mediated coordination approach. Each agent works as a broker for each service type, dedicated to selecting solutions for each service as well as interacting with other agents in refining the decision making to achieve compatibility among the solutions. The coordination among agents concerns decision making at strategic, tactical, and operational level. At the strategic level, agents communicate and negotiate for supply chain formation; at the tactical level, argumentation is used by agents to communicate and understand the preferences and constraints of each other; at the operational level, different strategies are used for selecting the preferences. Based on this approach, a prototype has been implemented with simulated experiments highlighting the effectiveness of the approach. © 2008 Elsevier Ltd. All rights reserved.postprin

Intelligent negotiation mechanism for supporting the interoperability within the sensing enterprise

The authors wish to acknowledge the support of the European Commission through the funding of the UNITE, MSEE and IMAGINE FP7 projects, and the European Space Agency - Concurrent Design Facility (ESA-CDF) for their support in the development of the business case presented in this paper.The Sensing Enterprise is a novel concept that refers to an enterprise anticipating future decisions by using multi-dimensional information captured through physical and virtual objects. The Sensing Enterprise concept is shifting focus towards a borderless enterprise, having at its core the collaboration and continuous interactions among smart objects and systems. But in the actual competitive and global business context, the maintenance of the collaboration environment through the interoperation among heterogeneous smart virtual and physical objects in a collaborative organizational environment becomes difficult to achieve. Therefore, in a dynamic context a change in any component of the networked partners affects the others, creating difficulties to sustain operating networked environment. In this respect, this paper proposes an intelligent negotiation framework as a key mechanism to achieve and maintain the interoperability between the organisations' smart objects and applications, and its validation in an industrial scenario. To allow a sustainable, flexible and generic approach towards the infrastructure implementation in global scale, a cloud-based platform is proposed for setting of the Sensing Enterprise framework.publishersversionpublishe

Visual and interactive tool for product development process enhancement: towards intuitive support of co-located project review

Part 2: PLM EcosystemInternational audienceProduct life management refers to every method or tools which participate to the collaboration of actors involved along the product life. The main topic concerns the organization of this cycle by mastering the evolution between its various phases. Collaboration is a main bottleneck since every phase will involve different experts. The main issue in collaboration is to ensure a good understanding of requirements and constraints of collaborators and to manage conflicts between different experts. Negotiations are expected to solve potential conflicts. This is usually done in project review where the experts must converge towards a common solution. In this paper we investigate the efficiency of a tool formalizing and structuring the project review activity. This tool takes advantage of emerging technologies, here a multi-touch table. We illustrate the discussion with a use case concerning the development of personal computer housing

New Prospects for Organizational Democracy? How the Joint Pursuit of Social and Financial Goals Challenges Traditional Organizational Designs

Some interesting exceptions notwithstanding, the traditional logic of economic efficiency has long favored hierarchical forms of organization and disfavored democracy in business. What does the balance of arguments look like, however, when values besides efficient revenue production are brought into the picture? The question is not hypothetical: In recent years, an ever increasing number of corporations have developed and adopted socially responsible behaviors, thereby hybridizing aspects of corporate businesses and social organizations. We argue that the joint pursuit of financial and social objectives warrants significant rethinking of organizational democracy’s merits compared both to hierarchy and to non-democratic alternatives to hierarchy. In making this argument, we draw on an extensive literature review to document the relative lack of substantive discussion of organizational democracy since 1960. And we draw lessons from political theory, suggesting that the success of political democracy in integrating diverse values offers some grounds for asserting parallel virtues in the business case