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Jordan-Webb - All Rights Reserved 1991-2004 -v7 - Page 1 Web Collaboration (around the office, around the corner, around the world) Paul Collins Jordan-Webb.

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Presentation on theme: "Jordan-Webb - All Rights Reserved 1991-2004 -v7 - Page 1 Web Collaboration (around the office, around the corner, around the world) Paul Collins Jordan-Webb."— Presentation transcript:

1 Jordan-Webb - All Rights Reserved 1991-2004 -v7 - Page 1 Web Collaboration (around the office, around the corner, around the world) Paul Collins Jordan-Webb (773) 463-2288 pcollins@jordan-webb.net www.jordan-webb.net Generic for Orientations October 11, 2005

2 Jordan-Webb - All Rights Reserved 1991-2004 -v7 - Page 2 The Value of Collaboration! n There is more wisdom in crowds than in individuals –Decision-making in modern organizations depends on participation and consensus of diverse stakeholder groups –These groups need better information to make quality decisions in more compressed time frames –Collaborative teams have the expertise, experience, information, insight, inspiration and wisdom needed to resolve issues of change, complexity and competition –As more decisions are delegated to teams, it’s critical to provide people with tools and techniques that enable them to: do collaborative work at convenient times and places produce results against the march of time

3 Jordan-Webb - All Rights Reserved 1991-2004 -v7 - Page 3 Collaborative Environments n For decisions we collaborate in Meetings –Face to face –Teleconferences –Video conferences –Web conferences n A meeting is the very basic business process –Legacy (needs new concepts) A process we neglected when we reengineered everything else –Perception (needs rehabilitating) A place where minutes are taken and hours are wasted –Potential A place where distributed teams can do real collaborative work Collaborative work is more than broadcasting presentations

4 Jordan-Webb - All Rights Reserved 1991-2004 -v7 - Page 4 Web Meetings are not all created equally! n Many organizations do Web Conferencing –Webex, LiveMeeting, Raindance, Sharepoint, NetMeeting… n Increasing numbers also do Web Collaboration –WebIQ, Facilitate.com, GroupSystems, MeetingWorks… n Conferencing versus Collaboration? –Group A’s approach is to broadcast and observe –Group B’s approach is to engage and facilitate WWW Group A Web Conferencing WWW Group B Web Collaboration

5 Jordan-Webb - All Rights Reserved 1991-2004 -v7 - Page 5 WWW Group B Web Collaboration WWW Group A Web Conferencing Conferencing versus Collaboration? n Similar at first glance: –Both use the world-wide-web as a virtual meeting room n But different in implementation: –Web Collaboration Engaging/Facilitating activities and processes to resolve common goals –Interactive participation, discussion, divergence, convergence –Activities: brainstorming, prioritizing, categorizing, evaluating –Processes: Problem Solving, Strategy Planning, Risk Assessing –Web Conferencing Broadcasting/Observing presentations, Sharing screens & documents –Passive participation, broadcasting, listening, limited interaction –Watching: Product Demonstration, Training Presentation –Coordinating: Status Reporting, Application Testing

6 Jordan-Webb - All Rights Reserved 1991-2004 -v7 - Page 6 Telecommunications AT&T Wireless SBC Cingular Military Naval War College National Defense University Ministry of Defense – Singapore Government Contractors Northrop Grumman NCI SiloSmashers Touchstone Financial Deusche Bank UBS – Europe Fleet Credit Card Services Federal Reserve Bank Merrill Lynch Capital One – International KPMG – International First Data Corporation Associations/Nonprofits/Research America's Promise Newspaper Associate of America Robert Wood Johnson Foundation Girl Scout Promise Group Latino Consortium Tutor/Mentor Connection Government Customs and Border Protection - DHS Office of the President - Mexico Organización de Cooperación y Desarrollo Economicos Wisconsin Dept of Natural Resources Multinational Corporations Coca-Cola General Motors Honeywell – Europe Motorola IBM BP-Amoco Chemical McDonald’s Corporation Others eBay VeriSign, Inc Sunrise Senior Living Arizona Hospital and Health Care Banner Health System Pace Suburban Bus Company Institutes of Learning University of Maryland University of Nebraska Medical Center Universal Technical Institute DC Public Schools City of London University Business School Dundee University - London Peter Kiewit Institute Waubonsee Community College Who’s Already Doing Web Collaboration?

7 Jordan-Webb - All Rights Reserved 1991-2004 -v7 - Page 7 Web Collaboration Benefit # 1 n Reducing time and distance as constraints to work –We say we want project & initiatives completed better faster & cheaper –Yet we do most of our planning and decision-making in the yellow area –Some (but not all) collaborative work needs to be in the yellow area, but work in the yellow area costs more money and takes more time –If we want to exploit the potential of working collaboratively in distributed organizations we must learn to work in the blue & green areas Different Time, Same Place (Shift Work) Different Time, Same Place (Shift Work) Same Time, Same Place (Face to Face) Same Time, Any Place (Synchronous) Any Time, Any Place (Asynchronous) Collaborative Work Modes (Johansen’s Four Square Model)

8 Jordan-Webb - All Rights Reserved 1991-2004 -v7 - Page 8 n Improving the quality and timeliness of collaborative decision making, planning, knowledge capture, etc. –improving deliverable work product quality –getting a broader base of support for decisions –reaching out to a wider audience for participation –allowing distributed participants to work at more convenient times Web Collaboration Benefit # 2 Chicago, Illinois 3:00pmWarsaw, Poland 10:00pm Phoenix, Arizona 2:00pm Adelaide, Australia 6:00am Same Time, Any Place (Synchronous) Chicago, Illinois Mo-Tu-WeWarsaw, Poland Su-Mo-Tu Phoenix, Arizona Mo-Tu-We Adelaide, Australia Tu-We-Th Any Time, Any Place (Asynchronous) X

9 Jordan-Webb - All Rights Reserved 1991-2004 -v7 - Page 9 Tangible NVA Costs + + + + + + ___________________ n Reducing decision cost and cycle time by removing non- value-added activities (NVA) Intangible NVA Costs + Arranging/Coordinating/Re-Scheduling + Travel Time/Travel Delays + Work Deferred During Travel + Delayed Decisions/Analysis Paralysis + Copying/Pasting Emails into Documents + Missed Opportunities/Project Restarts Web Collaboration Benefit # 3

10 Jordan-Webb - All Rights Reserved 1991-2004 -v7 - Page 10 Web Collaboration n We can now re-frame collaborative work in terms of how to maximize the participation of stakeholders in different times and places n Collaborative work can be organized in segments of minutes, hours and days over time when participants are available, as opposed to in full day segments when everyone is available to be in the same time and place n Conventional strategies for planning meetings do not take advantage of many of the efficiencies that are common to the 21st century workplace

11 Jordan-Webb - All Rights Reserved 1991-2004 -v7 - Page 11 n Day 0 (waiting) –Planning + Budgeting + Scheduling –Logistics + Traveling n Day 1 (face-to-face, synchronous) –Kickoff + Orientation –Ideation + Organization n Day 2 (face-to-face, synchronous) –Ideation + Organization –Analysis + Evaluation n Day 3 (face-to-face, synchronous) –Phase 1 & 2 Integration n Day 4 (face-to-face, synchronous) –Exploration + Preliminary Proposition n Day 5 (face-to-face, synchronous) –Proposition + Decisions + Action Plans –Closure + Logistics + Traveling n Day N (waiting) –Transcribe/Distribute Proceedings + Review Decisions –Review Actions Traditional Meeting Example Sub-Groups Conference Center Tangible: 30-40 hrs (est) / Participant Intangible: 10-20 hours (est) / Participant

12 Jordan-Webb - All Rights Reserved 1991-2004 -v7 - Page 12 21st Century Meeting Example n Phase 1 (face-to-face, 8.5 hours) –Project Planning n Phase 3 (distributed, synchronous, 1 hour) –Orientation, Review Situation & Charter, Distribute Materials n Phase 2 (distributed, synchronous, 4 weeks) –Project Planning n Phase 4 (distributed, asynchronous, 4 days - Pre-work) –Distribute Materials, Draft Goals, Objectives, Vision, Notes n Phase 5 (distributed, synchronous, 3 hours) –Develop Vision, Integrate Goals & Objectives, Evaluate Process n Phase 6, 8, 10 (distributed, asynchronous, 3 days) –Individual & Small Group Assignments, Modify Notes n Phase 7, 9, 11 (distributed, synchronous, 3 hours) –Review/Develop Plan, Modify Notes, Evaluate Process n Phase 12 (distributed, asynchronous, 2 weeks) –Review Decisions & Notes, Cleanup & Modify Plan n Phase 13 (distributed, asynchronous, ongoing) –Review Decisions & Notes + Modify Plan, Evaluate Process Synchronous 12 hrs / Participant Asynchronous 5-7 hrs (est) / Participant

13 Jordan-Webb - All Rights Reserved 1991-2004 -v7 - Page 13 Web Collaboration n Web Collaboration is a “disruptive technology”, bringing about changes that will cause discomfort in some folks n So far we’ve managed to survive and transition through many technological disruptions, including: –the wheel –the printing press –the railroad –the telegraph –the telephone –the automobile –the airplane –the mainframe computer –the personal computer –the internet

14 Jordan-Webb - All Rights Reserved 1991-2004 -v7 - Page 14 Disruptive Technologies Circa 1605

15 Jordan-Webb - All Rights Reserved 1991-2004 -v7 - Page 15 I Don’t Have Time for Crazy New Ideas - I have to plow my fields! Disruptive Technologies Circa 1905

16 Jordan-Webb - All Rights Reserved 1991-2004 -v7 - Page 16 I Don’t Have Time for Crazy New Ideas - I have to go to another meeting! 3:00 1:00 11:00 9:00 Disruptive Technologies Circa 2005 5:00

17 Jordan-Webb - All Rights Reserved 1991-2004 -v7 - Page 17 SIMPLICITY DECISION / SESSION COMPLEXITY Tele-Conference Support Presentation & Feedback Mgmt, Staff, Team Meetings Project Post- Mortem Reviews Requirements Analysis Risk Analysis Business Strategy Planning Brainstorming Starting Point Application Portfolio HIGHER SKILLS LOWER Core Work Processes Process Improvement Knowledge Capture There are literally thousands of “right” applications, and you don’t have to be a “Rocket Scientist” to implement them! Question: What’s the “right” application for WebIQ? Programs & Projects Application - Very Simple to Complex The WebIQ environment can provide valuable support for: - single event activities (conference calls, brainstorming, prioritizing, allocating) - common repeatable processes (problem solving, project status meetings, peer assists) - high-level processes & projects (strategy planning, process improvement, focus groups) Software Code Inspection Answer: That depends!

18 Jordan-Webb - All Rights Reserved 1991-2004 -v7 - Page 18 Web Conferencing Model (One-to-Many) Teleconference Web Conference Broadcasting/Observing Model Leader, Moderator, Facilitator directs or broadcasts process Group follows passively

19 Jordan-Webb - All Rights Reserved 1991-2004 -v7 - Page 19 Web Collaboration Model (Many-to-Many) Teleconference Web Collaboration Facilitating/Engaging Model Leader, Moderator, Facilitator manages process Group actively engages to determine outcome(s)

20 Jordan-Webb - All Rights Reserved 1991-2004 -v7 - Page 20 Remember the Differences! n WebIQ should not be confused in name or in function with WebEx, or other Web Conferencing products such as LiveMeeting, Raindance, Sharepoint, NetMeeting, etc. n Many web meeting products talk about the concept of “Web Collaboration”, but only a few can deliver it n WebIQ is a specialized collaborative environment that delivers results in distributed processes for decision- making, strategy planning, knowledge capture, problem solving, etc. n Challenge: Will you be leading or following your competitors in collaborating on the Web?

21 Jordan-Webb - All Rights Reserved 1991-2004 -v7 - Page 21 Web Collaboration (around the office, around the corner, around the world) Paul Collins Jordan-Webb (773) 463-2288 pcollins@jordan-webb.net www.jordan-webb.net Next Steps: Schedule Your Orientation to Web Collaboration Contact:


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