Collaborative wellness through dynamic role alignment

University of Technology Sydney. Faculty of Engineering and Information Technology.The pressures to solve the complex social problems of our modern interconnected society have placed an emphasis on the use of knowledge creation collaborations to devise process and design innovations for tackling complex social problems. Despite extensive discussion in the literature, a theory for collaboration in meta-organisations that would inform improving product and process innovation has yet to emerge. To address this situation I treated a knowledge creation collaboration as a human centric, complex, adaptable social system that organisations use to solve problems in product or process innovation. Progress is monitored by assessing the gap between the current state and the state if the purpose of the collaboration was fulfilled. I call this gap “Collaborative wellness (CW)”. Collaborative processes are characterised by communications in social networks created by the interactions of knowledge creators. A knowledge creator will only participate in such a collaboration if they have the confidence to meet their assigned responsibilities. In deciding to participate, a knowledge creator interprets their responsibilities to create and perform a role-in-use which they dynamically adapt and align to the collaboration’s purpose as circumstances change. In collaboration, knowledge creators negotiate compatibility between their roles-in-use and thereby form a shared sense of purpose to fulfil the collaboration’s responsibilities. The concept of role-in-use alignment is central to my research. I devised the “Collaborative Wellness System (CWS)” as a theory informed system of collaborative relationships in a framework with measures to support the evaluation and application of improvement strategies to existing collaborations. CWS may also inform the design of new collaborations. CWS is deployed as a customised architecture to suit a particular collaboration using perspectives developed from my practical experience. Improvement has the goal of enhancing both sustainability (doing more with less) and the value derived from using the created knowledge in process and product innovation. The measures of CWS form a tree structure that provides a detailed assessment across selected perspectives of a collaboration at a particular point in time. CWS relates measures to structures, processes and relationships. Four case studies validated CWS and provided a basis for a collaborative wellness scale to compare collaborations and their processes. The research has application in business process restructuring, logistics and disaster relief

Shape interpretation with design computing

How information is interpreted has significant impact on how it can be used. This is particularly important in design where information from a wide variety of sources is used in a wide variety of contexts and in a wide variety of ways. This paper is concerned with the information that is created, modified and analysed during design processes, specifically with the information that is represented in shapes. It investigates how design computing seeks to support these processes, and the difficulties that arise when it is necessary to consider alternative interpretations of shape. The aim is to establish the problem of shape interpretation as a general challenge for research in design computing, rather than a difficulty that is to be overcome within specific processes. Shape interpretations are common characteristics of several areas of enquiry in design computing. This paper reviews these, brings an integrated perspective and draws conclusions about how this underlying process can be supported

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

Supporting collaboration within the eScience community

Collaboration is a core activity at the heart of large-scale co- operative scientific experimentation. In order to support the emergence of Grid-based scientific collaboration, new models of e-Science working methods are needed. Scientific collaboration involves production and manipulation of various artefacts. Based on work done in the software engineering field, this paper proposes models and tools which will support the representation and production of such artefacts. It is necessary to provide facilities to classify, organise, acquire, process, share, and reuse artefacts generated during collaborative working. The concept of a "design space" will be used to organise scientific design and the composition of experiments, and methods such as self-organising maps will be used to support the reuse of existing artefacts. It is proposed that this work can be carried out and evaluated in the UK e-Science community, using an "industry as laboratory" approach to the research, building on the knowledge, expertise, and experience of those directly involved in e-Science

The Blended Learning Unit, University of Hertfordshire: A Centre for Excellence in Teaching and Learning, Evaluation Report for HEFCE

The University of Hertfordshire’s Blended Learning Unit (BLU) was one of the 74 Centres for Excellence in Teaching and Learning (CETLs) funded by the Higher Education Funding Council for England (HEFCE) between 2005 and 2010. This evaluation report follows HEFCE’s template. The first section provides statistical information about the BLU’s activity. The second section is an evaluative reflection responding to 13 questions. As well as articulating some of our achievements and the challenges we have faced, it also sets out how the BLU’s activity will continue and make a significant contribution to delivery of the University of Hertfordshire’s 2010-2015 strategic plan and its aspirations for a more sustainable future. At the University of Hertfordshire, we view Blended Learning as the use of Information and Communication Technology (ICT) to enhance the learning and learning experience of campus-based students. The University has an excellent learning technology infrastructure that includes its VLE, StudyNet. StudyNet gives students access to a range of tools, resources and support 24/7 from anywhere in the world and its robustness, flexibility and ease of use have been fundamental to the success of the Blended Learning agenda at Hertfordshire. The BLU has comprised a management team, expert teachers seconded from around the University, professional support and a Student Consultant. The secondment staffing model was essential to the success of the BLU. As well as enabling the BLU to become fully staffed within the first five months of the CETL initiative, it has facilitated access to an invaluable spectrum of Blended Learning, research and Change Management expertise to inform pedagogically sound developments and enable change to be embedded across the institution. The BLU used much of its capital funding to reduce barriers to the use of technology by, for example, providing laptop computers for all academic staff in the institution, enhancing classroom technology provision and wirelessly enabling all teaching accommodation. Its recurrent funding has supported development opportunities for its own staff and staff around the institution; supported evaluation activities relating to individual projects and of the BLU’s own impact; and supported a wide range of communication and dissemination activities internally and externally. The BLU has led the embedding a cultural change in relation to Blended Learning at the University of Hertfordshire and its impact will be sustained. The BLU has produced a rich legacy of resources for our own staff and for others in the sector. The University’s increased capacity in Blended Learning benefits all our students and provides a learning experience that is expected by the new generation of learners in the 21st century. The BLU’s staffing model and partnership ways of working have directly informed the structure and modus operandi of the University’s Learning and Teaching Institute (LTI). Indeed a BLU team will continue to operate within the LTI and help drive and support the implementation of the University’s 2010-2015 Strategic plan. The plan includes ambitions in relation to Distance Learning and Flexible learning and BLU will be working to enable greater engagement with students with less or no need to travel to the university. As well as opening new markets within the UK and overseas, even greater flexibility for students will also enable the University to reduce its carbon footprint and provide a multifaceted contribution to our sustainability agenda. We conclude this executive summary with a short paragraph, written by Eeva Leinonen, our former Deputy Vice-Chancellor, which reflects our aspiration to transform Learning and Teaching at the University of Hertfordshire and more widely in the sector. ‘As Deputy Vice Chancellor at Hertfordshire I had the privilege to experience closely the excellent work of the Blended Learning Unit, and was very proud of the enormous impact the CETL had not only across the University but also nationally and internationally. However, perhaps true impact is hard to judge at such close range, but now as Vice Principal (Education) at King's College London, I can unequivocally say that Hertfordshire is indeed considered as the leading Blended Learning university in the sector. My new colleagues at King's and other Russell Group Universities frequently seek my views on the 'Hertfordshire Blended Learning' experience and are keen to emulate the successes achieved at an institutional wide scale. The Hertfordshire CETL undoubtedly achieved not only what it set out to achieve, but much more in terms of scale and impact. All those involved in this success can be justifiably proud of their achievements.’ Professor Eeva Leinonen, Vice Principal (Education), King's College, Londo

Supporting collaborative grid application development within the escience community

The systemic representation and organisation of software artefacts, e.g. specifications, designs, interfaces, and implementations, resulting from the development of large distributed systems from software components have been addressed by our research within the Practitioner and AMES projects [1,2,3,4]. Without appropriate representations and organisations, large collections of existing software are not amenable to the activities of software reuse and software maintenance, as these activities are likely to be severely hindered by the difficulties of understanding the software applications and their associated components. In both of these projects, static analysis of source code and other development artefacts, where available, and subsequent application of reverse engineering techniques were successfully used to develop a more comprehensive understanding of the software applications under study [5,6]. Later research addressed the maintenance of a component library in the context of component-based software product line development and maintenance [7]. The classic software decompositions, horizontal and vertical, proposed by Goguen [8] influenced all of this research. While they are adequate for static composition, they fail to address the dynamic aspects of composing large distributed software applications from components especially where these include software services. The separation of component co-ordination concerns from component functionality proposed in [9] offers a partial solution

Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process

In today’s dynamic marketplace, manufacturing companies are under strong pressure to introduce new products for long-term survival with their competitors. Nevertheless, every company cannot cope up progressively or immediately with the market requirements due to knowledge dynamics being experienced in the competitive milieu. Increased competition and reduced product life cycles put force upon companies to develop new products faster. In response to these pressing needs, there should be some new approach compatible in flexible circumstances. This paper presents a solution based on the popular Stage-Gate system, which is closely linked with virtual team approach. Virtual teams can provide a platform to advance the knowledge-base in a company and thus to reduce time-to-market. This article introduces conceptual product development architecture under a virtual team umbrella. The paper describes all the major aspects of new product development (NPD), NPD process and its relationship with virtual teams, Stage-Gate system finally presents a modified Stage-Gate system to cope up with the changing needs. It also provides the guidelines for the successful implementation of virtual teams in new product development

Developing digital literacy in construction management education: a design thinking led approach

Alongside the digital innovations in AEC (Architectural, Engineering and Construction) practice, are calls for a new type of digital literacy, including a new information-based literacy informed by creativity, critical analysis and the theoretical and practical knowledge of the construction profession. This paper explores the role of design thinking and the promotion of abductive problem situations when developing digital literacies in construction education. The impacts of advanced digital modelling technologies on construction management practices and education are investigated before an examination of design thinking, the role of abductive reasoning and the rise of normative models of design thinking workflows. The paper then explores the role that design thinking can play in the development of new digital literacies in contemporary construction studies. A three-part framework for the implementation of a design thinking approach to construction is presented. The paper closes with a discussion of the importance of models of design thinking for learning and knowledge production, emphasising how construction management education can benefit from them

A Change Support Model for Distributed Collaborative Work

Distributed collaborative software development tends to make artifacts and decisions inconsistent and uncertain. We try to solve this problem by providing an information repository to reflect the state of works precisely, by managing the states of artifacts/products made through collaborative work, and the states of decisions made through communications. In this paper, we propose models and a tool to construct the artifact-related part of the information repository, and explain the way to use the repository to resolve inconsistencies caused by concurrent changes of artifacts. We first show the model and the tool to generate the dependency relationships among UML model elements as content of the information repository. Next, we present the model and the method to generate change support workflows from the information repository. These workflows give us the way to efficiently modify the change-related artifacts for each change request. Finally, we define inconsistency patterns that enable us to be aware of the possibility of inconsistency occurrences. By combining this mechanism with version control systems, we can make changes safely. Our models and tool are useful in the maintenance phase to perform changes safely and efficiently.Comment: 10 pages, 13 figures, 4 table