MPI (Models, Profiling and Implimentation) test

Slide 1 : MPI – Models, Profiling and Implementation 1

Impact : Impact Understand approaches to modelling collaboration and the usefulness of a descriptive model to aid understanding Understand the CoScope assessment methodology Understand the key principles which should be considered when managing change

Slide 3 : Collaboration models 3

Human factors approach to understanding collaboration : Human factors approach to understanding collaboration What it means to collaborate Individual, team, organisational perspective Goals, needs, responsibilities, problems Collaboration enablers/inhibitors Supporting their work

Slide 5 : Definition of collaboration Numerous, varied, lengthy Tailored to particular environment Common themes: Two or more people engaged in interaction Working towards common goals

Why develop formal models of collaboration? : Why develop formal models of collaboration? Computational models could be implemented within technical systems development, e.g. to produce context aware interfaces Could allow some form of built-in user profiling, e.g. Amazon Support development of intelligent agency within collaborative, technology-assisted workspaces, e.g. Microsoft paperclip

Why develop formal models of collaboration? : Why develop formal models of collaboration? May represent simple and predictable processes but difficult to model dynamically changing, complex, and unpredictable organisational processes Tendency to disregard real human interaction in real contexts, and so of limited use to describe REAL collaboration

Why develop descriptive collaboration models? : Why develop descriptive collaboration models? Better understanding of what is collaboration Define user requirements and support mechanisms Profiling collaboration Inform change management strategies Define evaluation programme

Slide 9 : Existing models of collaboration 9

Existing models of collaboration : Existing models of collaboration

Existing models of collaboration : Existing models of collaboration

Existing models of collaboration : Existing models of collaboration Gutwin & Greenburg (2003) – mechanics of collaboration: Communicating with team members Information gathering - monitoring work of others Coordination Negotiating access to shared tools Transferring artefacts to others No explicit consideration of high level collaboration, e.g. planning, decision making, exploration

Team working models : Team working models

Slide 14 : CoSpaces collaboration model 14

Approach to developing descriptive collaboration model : Approach to developing descriptive collaboration model Few existing models of collaboration and too simplistic Literature, previous project experience, workshops, expert brainstorming sessions Work with CoSpaces user partners and external partners (Volvo, DEFRA, IBM)

CoSpaces model of collaborative work : CoSpaces model of collaborative work

CoSpaces model of collaborative work : CoSpaces model of collaborative work

Slide 18 : Profiling collaboration 18

First attempts at profiling collaboration : First attempts at profiling collaboration Analysed user scenarios using model Need more structured approach….CoScope

CoScope methodology components : CoScope methodology components Collaboration profiling model Utilises methods defined in ISO/IEC TR 15504 Extends the standard to support additional processes related to collaboration – based on CoSpaces model of collaborative work Collaboration profiling method Defines how an assessment shall be performed and a collaboration capability profile created Supported by a tool that includes a set of templates CoScope collaboration profiling tool PC software-based tool that collects assessment data, performs calculations and graphs the resulting collaboration capability profiles

CoScope assessment methodology : CoScope assessment methodology Semi-structured interview and data entry with 3 assessors Involves multiple stakeholders Assess companies on 4 life cycle process groupings: delivery, teamworking, support and organisational Identifies contrasting perceptions and differing understandings of the collaborative process Improve communication and understanding of collaborative processes among team members Collaboration maturity profiles are based on all the different viewpoints from stakeholders

CoScope process attributes : CoScope process attributes Performed tasks/processes Skills available to perform tasks/processes Degree of planning and tracking of tasks/processes Resources available to perform the tasks/processes Consistency of usage throughout an organisation Level of quality achieved

CoScope profiling model : CoScope profiling model Provides for the definition and use of indicators to support an assessor’s judgement of the performance and capability of an implemented collaboration process Generic practices, best practices and best practice indicators, together with input/output work products and their characteristics – evidence of achievement Assessor uses CoScope software tool to rate how well the process is performed using four ratings: not achieved, partially achieved, largely achieved and fully achieved.

CoScope example content: Decision making : CoScope example content: Decision making Are decisions communicated to relevant team members? Team members know when decisions will be taken Team members know which decisions are relevant to their tasks Team members can access information about past decisions Decisions are communicated within appropriate time frames

CoScope software output : CoScope software output PA1.1: Performed PA4.1: Resources PA4.2: Planned and Tracked

CoScope and change management : CoScope and change management Highlights strengths and weaknesses – measures current collaboration capability CoScope enables provision of clear and concise guidelines to improve collaboration Allows guidance for change to be tailored to the specific situation and goals of the organisation Enables comparisons of collaborative capability and performance between teams within an organisation and between organisations.

Slide 27 : Change management 27

Dimensions of change management : Dimensions of change management Change can occur on many levels: Strategies Operations Technology Culture Policy Products/services

Key change management process components : Key change management process components Clear objectives must be agreed All key stakeholders must be identified at the outset Successful change requires a participative structure and process Change needs a clear, flexible and accepted process from the outset with specific targets A change support structure should be put in place, including identifying an ‘owner’ of the change and a change agent

Key change management process components : Key change management process components An empathetic perspective is invaluable and ability to see all viewpoints essential Support systems needed during development, piloting, implementation and monitoring of change Even most benign and beneficial of changes, which meets the needs of organisations and individuals, can be undermined if contextual factors are poor

Key change management process components : Key change management process components Process is vital but difficult to put into practice. The process should be: flexible and iterative, neither too fast nor too slow, and should support continual and gradual learning The change agents should take a systemic view: the effects of a change in one part of an organisation will be felt in other parts or within the supply chain Evaluation should be integrated within change process from the outset

Key change management process components : Key change management process components Even as the change is being implemented, must focus on what comes next within a strategy of continuous improvement

Deploying CoSpaces in industry : Deploying CoSpaces in industry Particular focus of CoSpaces is technological change Focus on integrating new technology into existing technical infrastructure Collaborative technologies require critical mass of users Changes/benefits to employee roles and activities Support essential Technology-based change requires training and troubleshooting/maintenance

Questions – Collaboration models : Questions – Collaboration models Collaboration involves two or more people engaged in interaction with each other, within a single or series of episodes working towards common goals. TRUE Formal models are excellent at representing dynamically changing and unpredictable organisational processes. FALSE Collaboration has been studied in many fields like psychology, computer supported cooperative work, healthcare and engineering. TRUE

Questions: Profiling collaboration : Questions: Profiling collaboration CoScope can highlight areas of strengths and weaknesses within an organisation. TRUE The CoScope assessment involves one assessor. FALSE CoScope assesses companies on delivery, team working, support and organisational processes. TRUE

Questions: Change management : Questions: Change management It is not important to identify all the key stakeholders when implementing change. FALSE Resistance to change is always irrational. FALSE Successful change requires a participative structure and process. TRUE

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