1. Global Science Collaboratories Workshop 2012 VIVO Conference Workshop August 22-24, 2012 InterContinental, Miami, FL

2. onetwothreefour Project management support for an international program spanning 4 time-zones Needing to provide support for logistical and knowledge management for multiple platforms Technological infrastructure demands in communication and Information Repository Capturing the collaboration process and knowledge GLOBAL CANCER COLLABORATORY Rubayi Srivastava – International Project Management GLOBAL CANCER COLLABORATORY Rubayi Srivastava – International Project Management

3. National Science Foundation, National Center for Science and Engineering Statistics Collaboration in Academic R&D: A Decade of Growth in Pass-Through Funding Arlington, VA (NSF 12-325) [August 2012] GLOBAL CANCER COLLABORATORY TREND IN FUND-FORWARDING GLOBAL CANCER COLLABORATORY TREND IN FUND-FORWARDING

4. August 2012 General Discussion with Network and notes on the VIVO Collaborative Research Projects and RFAs. OHSL (only) Brainstorming a VIVO Project Dialogue with Paul Courtney (previously SAIC) to engage and lead VIVO project Prep nor Second Annual VIVO Conference 2011 - OHSL and Paul Courtney First team meeting with CDAC, OHSL, and Paul Courtney VIVO Server needs and parameters and SciTS Briefing OHSL VIVO Tool Demo and Challenges (moved to weeklies) Comparative Analysis of Absorbing data from Indian and US sites and Workshop Outline Tool Enhancements and Workshop Content Workshop Preparation and Logistics Prepping for the VIVO Workshop 2012 - Paul Courtney Notes on Proposal VIVO Team Project Progress and Needs Meeting November 2010 GLOBAL CANCER COLLABORATORY TIMELINE GLOBAL CANCER COLLABORATORY TIMELINE August 2011 February 2012

5. GLOBAL CANCER COLLABORATORY PROCESS, KNOWLEDGE AND MAKING SENSE GLOBAL CANCER COLLABORATORY PROCESS, KNOWLEDGE AND MAKING SENSE Adapted from Cook, J., & Brown, J. S. (1999). Bridging epistemologies: The generative dance between organizational knowledge and organizational knowing. Organization Science, 10 (4), 381-400.

6. GLOBAL CANCER COLLABORATORY PROCESS MAP GLOBAL CANCER COLLABORATORY PROCESS MAP Gasson, S. (2005). The dynamics of sensemaking, knowledge, and expertise in collaborative, boundary-spanning design. Journal of Computer-Mediated Communication, 10(4), article 14. http://jcmc.indiana.edu/vol10/issue4/gasson.htmlhttp://jcmc.indiana.edu/vol10/issue4/gasson.html

7. GLOBAL CANCER COLLABORATORY KNOWLEDGE MANAGEMENT – DIVERSITY GLOBAL CANCER COLLABORATORY KNOWLEDGE MANAGEMENT – DIVERSITY

8. GLOBAL CANCER COLLABORATORY PLATFORM DIVERSITY GLOBAL CANCER COLLABORATORY PLATFORM DIVERSITY

10. Project Identification Preparation AppraisalImplementation Operation & Maintenance Evaluation GLOBAL CANCER COLLABORATORY Traditional Project Cycle GLOBAL CANCER COLLABORATORY Traditional Project Cycle

11. GLOBAL CANCER COLLABORATORY PENNINGTON’S KNOWLEDGE SYNTHESIS MODEL GLOBAL CANCER COLLABORATORY PENNINGTON’S KNOWLEDGE SYNTHESIS MODEL A Model of Knowledge Synthesis Across Disciplines, Dr. Deana D. Pennington, University of Texas at El Paso, Cyber-ShARE Center of Excellence, SciTS Meeting April 18, 2012 SciTS 2012

12. GLOBAL CANCER COLLABORATORY PROCESS MAP GLOBAL CANCER COLLABORATORY PROCESS MAP Collaborator and Knowledge network Recording and Analysis Project Z  process Explicit (what) Knowledge Tacit (how) Knowledge OHSL Project X New Discipline/Individual Idea Generation Talent Integration Capital Search Collective Thinking [Project Y] (idea refining and branding) XDSP Knowledge XDSP Human Network XDSP Individual Benefit XDSP Shared Vision  Innovation Measurement Knowledge Capture Collaboration Capital Collaborative Needs Assessment Project Management Team Assembly Project Initiation Project Planning Project Execution Project Leadership Project Monitoring and Controlling Project Presentation/Granting Project Conclusion

13. Science of Team Science Research Network Systems [RNS] Schleyer – Foundations – Presentation – Architecture – Evaluation Technology and Communication The Capturing Game. GLOBAL CANCER COLLABORATORY INTERNATIONAL PROJECT MANAGEMENT GLOBAL CANCER COLLABORATORY INTERNATIONAL PROJECT MANAGEMENT

14. Research Network Systems [RNS] Schleyer – Foundation Claims and OHSL Balance multiple motivations Exploit social networks Broker evaluations – team consent GLOBAL CANCER COLLABORATORY INTERNATIONAL PROJECT MANAGEMENT GLOBAL CANCER COLLABORATORY INTERNATIONAL PROJECT MANAGEMENT

15. Research Network Systems [RNS] Schleyer – Presentation and OHSL CRM and Continuous Contact Management Participant representation – ownership Multiple platforms for communication and information sharing. Projects born and pursued of other projects Resources grouped within initiatives GLOBAL CANCER COLLABORATORY INTERNATIONAL PROJECT MANAGEMENT GLOBAL CANCER COLLABORATORY INTERNATIONAL PROJECT MANAGEMENT

16. Research Network Systems [RNS] Schleyer – Architecture and OHSL Information Collation, Distribution, and Application. Not seamless  adaptive workflow. GLOBAL CANCER COLLABORATORY INTERNATIONAL PROJECT MANAGEMENT GLOBAL CANCER COLLABORATORY INTERNATIONAL PROJECT MANAGEMENT

17. Research Network Systems [RNS] Schleyer – Evaluation and OHSL Knowledge Translation Living Networks Indicators GLOBAL CANCER COLLABORATORY INTERNATIONAL PROJECT MANAGEMENT GLOBAL CANCER COLLABORATORY INTERNATIONAL PROJECT MANAGEMENT

18. GLOBAL CANCER COLLABORATORY MULTIPLE FEEDS GLOBAL CANCER COLLABORATORY MULTIPLE FEEDS

19. GLOBAL CANCER COLLABORATORY CONTACT MANAGEMENT S GLOBAL CANCER COLLABORATORY CONTACT MANAGEMENT S

20. OHSL OPEN source of knowledge Pertaining to HEALTH Information SYSTEMS as a tool LABORATORY for people to drive in their innovations and ideas Thank You! Joseph L. Badaracco, John Shad Professor of Business Ethics at Harvard Business School In today’s environment, hoarding knowledge ultimately erodes your power. If you know something very important, the way to get power is by actually sharing it. “ ”