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Global Information Systems:Global Information Systems:
Globally distributed teams (4)Globally distributed teams (4)
Prof. Dr. Jan M. Pawlowski11.10.2011
Contents
IntroductionIntroductionTeam issues (Garton, Wegryn, 2006)
Creating teams– Creating teams– Skills
Cultural profiles– Cultural profilesCommunication in distributed teams (Garton Wegryn 2006)(Garton, Wegryn, 2006)Architecture aspects: environment and toolstoolsSummary
The Open Unified Process –DisciplinesDisciplines
Architecture Requirements – Architecture Notebook
Configuration and Change Management
– Supporting Requirements Specification Vi iDevelopment
– Design – Build
– Vision – Use Case – Glossary
– Developer Test – Implementation
Project Management
– Use-Case Model Test– Test Case j g
– Iteration Plan – Project Plan– Work Items List
– Test Log – Test Script
– Risk List Roles Artefacts / Support[Source: http://www.epfwiki.net/wikis/openup/]
Issues
Staffing: Finding selecting and initiatingStaffing: Finding, selecting and initiating virtual teamsCoordination of tasks and dependent workCoordination of tasks and dependent work itemsCommunication between teamsCultural aspects, barriers, and solutions
The virtual managerg
Skills requiredSkills required– General management
People management– People management– Communication
Technical knowledge– Technical knowledge– Decision making
P bl l i– Problem solving– Administration
C lt l k l d d kill– Cultural knowledge and skills
Cost issues
Management time for coordinationManagement time for coordinationTraining cost for cross-cultural communicationcommunicationCost of misunderstanding (re-work, delays, drop-out)p )Increased cost for offshore expertsCommunication, travel costCommunication, travel cost
Creating teamsg
Process– Choose team members– Interview team members
C id t d i– Consider team dynamics– Consider personalities of team members– Evaluate abilities, skills / competenciesEvaluate abilities, skills / competencies
Staffing plan– General information– Staffing process– Goals, objectives, timelines– Staffing profiles– Staffing profiles– Skill sets and requirements– Organizational chart
Creating teams (2)g ( )
Defining roles and responsibilitiesDefining roles and responsibilities– Job description
Annual performance objectives– Annual performance objectives– Growth and development plan
Cultural profiles (Dafoulas, Macaulay, 2001)
Management issuesg
Team meetings across time zonesTeam meetings across time zones– Split regional teams
Rotating conference calls– Rotating conference calls– Management meetings
Managing language difficultiesManaging language difficulties– Translation
C i ti l ( l it f h– Communication rules (clarity of speech, rotating right to speak,…)Avoiding / knowing gestures– Avoiding / knowing gestures
– Questions in different cultures
Building teamsg
Managing cultural differences (see L3)Managing cultural differences (see L3)Considering adjustment to calculate productivity and potential difficultiesproductivity and potential difficultiesPhases of cultural adjustment– EnthusiasmEnthusiasm– Conflict Stage
Integration Stage– Integration Stage– Adaptation Stage
Virtual Teamwork
Discovering commonalitiesDiscovering commonalities– Workshops, informal meetings
Creating trustgUnderstanding dynamics of the teamCreating a virtual communityg yTeam member interaction– Virtual communication– Virtual team days– Sharing best practices– Rewards
Virtual Teamwork Processes
Communication process: A formal planCommunication process: A formal plan defines…– Stakeholder groupsStakeholder groups– Formal Communication plan
• MeetingsMeetings• Conference call• Communication tools• Documents• Website / intranet updates
– Informal communication / escalation– Communication rules
Virtual Teamwork Processes (2)( )
General process managementp g– Design, development, …
Change control processE h d l i t– E.g., resources, schedule, maintenance, catastrophes, …
Defect-tracking process (technical)g p ( )Organizational processesClient and vendor processesSt t tStatus report processRisk ManagementEscalation proceduresEscalation procedures
Describing team / individual profilesg
What are necessary competences?What are necessary competences?A competence is a set of knowledge, skills, abilities and attitudes to solve a problem inabilities and attitudes to solve a problem in a given contextCompetences differ according top g– Domain– Career path / positionCareer path / position– Education– Context (country project )Context (country, project, …)
Related Concepts (modified, North 1998)North, 1998)
Competitiveness
Skill
Competence
+applying to new settings
+ uniqueness
I f ti
Knowledge
new settings
+use
+context
Data
Information
+meaning
+context
Symbol +syntax
Competencies
Learning Outcomes defined in theLearning Outcomes defined in the European Qualification Framework as – “[…] statements of what a learner knows,
understands and is able to do on completion of a learning process”
Learning outcomes described byLearning outcomes described by competencies: e.g. will have a strong knowledge of …g
We define competencies as a collection of skills, abilities, and attitudes to solve a problem in a given context.
Competence scheme
Processes Influence Factorsinfluence
aim at influence
influenceCompetencies
solve
Problems Knowledge
is part of is part of
is embedded in
Context
Sample characteristicsConcept Description Sample Attributes
C i D i i f i /& l i T f i d i i bjCompetencies Description of competencies /& learning
outcomes to perform a task
Type of competencies, description, subject,
level (proficiency level from EQF),
complexity
Problem Description of a problem in which a
competency should be applied
Situation description, actors, type of tasks,
expected outcomes
Context Description of the environment and Descriptions of cultural (e.g., country,
influence factors in which a competency
is applied
country characteristics), institutional (e.g.,
Higher Education, enterprise), economic
(e.g., time & budget constraints), location
(geographic location, environment),
technical (technical requirements, systems)
context
Use of competences
Description of Competence ProfilesDescription of Competence Profiles– For position or employee
Targeted lifelong learning and employeeTargeted lifelong learning and employee developmentTargeted work force buildingTargeted work force building (complementary competences in one group)g p)Finding the right employees
Competence descriptions
Globalization competences
According to Stier (2006) six ares ofAccording to Stier (2006) six ares of intercultural competences (the six “c”)– CommunicativeCommunicative– Cooperative– ConfidenceConfidence– Commitment
Critical thinking– Critical thinking– Comparability
Internationalization Curriculum
Internationalization CompetenciesInternationalization Competencies
Groupwork
CommunicationProject CollaborationCommunicationProject management
Collaboration
Intercultural competencies
ICT liICT literacy
M lti ti l T ti l
Domain specific competencies
Multinational case studies
Transnational groupwork ...
p pSubject A
Subject C
Subject B
Subject D
...
...
...
...
Competence Categories
Domain specific competences focusing on domain competences adapted for the international context.ICT competences / Literacy ranging from basic computer skills and skills to operate different programs to more complex knowledge about IT Architectures, Security and Management and Information retrieval.y gProject Management and Leadership competences, which could also be referred to as Coordination competences, covering areas such as basic business competences, team management and work distribution.Collaboration and Knowledge Management competences includingCollaboration and Knowledge Management competences including knowledge sharing and transfer as well as work attitudes in an international team.Communication competences which focus strictly on the exchange of messages and information in verbal and written form including choice ofmessages and information in verbal and written form including choice of communication style and management of communication.Intercultural competences including cultural awareness and understanding of cultural differences.
E L i C i l
Competencies in ISDE-Learning Curriculum
Internationalization Competencies
Groupworkp
CommunicationProject management
Collaboration
Intercultural competenciesCulture models
Intercultural competencies
ICT literacyInternational online groupwork
Multinational case studies
Transnational groupwork ...
ISD competenciesApplication knowledge Technology knowledge Knowledge management
Collaborative Groupwork Information Literacy
Competence mappingg
Describe the problem / challenge / successDescribe the problem / challenge / success factor– Success factorsSuccess factors – Culture models– …
Describe the competence using competence vocabulary and derive thecompetence vocabulary and derive the complexity Map competence profiles to actors to be p p precruited
Knowledge management and learning in virtual teamslearning in virtual teams
Need to find extract share and re-useNeed to find, extract, share and re use knowledge in development processes
Knowledge management approachesapproacheshuman-oriented technology-oriented
knowledge management personalization codification
strategy
comprehension of knowledge
knowledge is contained in peoples head
documented knowledge; detached f lg p p from employees
actors/roles knowledge worker, networks, and communities of interest
authors, experts, knowledge broker
knowledgeknowledge managements
systems (KMS)
interactive knowledge managements systems
integrative knowledge management systems
( )
prior knowledge management
system
communication and cooperation, locating of
t it t
publication, structuring and integration, search, presentation and i li ti fsystem
functions experts, community-support visualization of knowledge elements
Knowledge management processstrategy
processesp
instruments/
KnowledgeIdentification
KnowledgeUse
k l d b
content/topic
instruments/systems
KnowledgeAcquisition
KnowledgePreservation
processes
knowledge base
knowledgelife cycle
knowledgelife cycle
KnowledgeDistribution
KnowledgeDevelopment
yy
[Remus, 2002] [Probst, 1997][Remus, 2002] [ , ]
Knowledge management: success factorsfactors
Organizational cultureOrganizational cultureManagement supportCommon vision and understandingCommon vision and understandingHolistic, integrated approachContinuous participationContinuous participationMultiple communication channelsT h i l d i ti l i f t tTechnical and organizational infrastructureMotivational factors
Knowledge management in a global context: known issuesglobal context: known issues
General barriers: lack of time lack ofGeneral barriers: lack of time, lack of infrastructure, fearsCommunicationCommunicationCulture…
Global Knowledge
Context Stakeholders
Knowledge ManagementFramework
InstH
PIntervention A Intervention B Intervention N
Society Organization Individual
FrameworkI
ruments
Hum
an-baseinstrum
entsRes
ourc
es ProcessesExternal Processes
Business Processes
Stra
tegi
es
nfrastructure
sd Te
Knowledge Processes
es
echnologies atools
wle
dge
Pro
blem
s
and
Kno
w
Results
Validation, Feedback, Improvement
Culture
ResultsPerformance Knowledge …
Knowledge management in a global context: ideas for solutionsglobal context: ideas for solutions
Knowledge communitiesg– Based on a regional / local approach– Trust building in smaller groups
C t tContext awareness– Getting to know norms, values, … – Contextualized knowledgeContextualized knowledge
Multilingual infrastructure, communication supportTime allocation, Rewards, reputationUser involvementKnowledge facilitatorsUser generated content (Web 2 0 applications)User generated content (Web 2.0 applications)
Collaboration tools (cont.)( )Collaborative tools
Development environment– Development environment– Administration tools– Workflow tools– …
Virtual management toolsDocument library– Document library
– Shared calendar– Online meetings (video- / phone conferencing)g ( p g)– Online scheduling and planning– Discussion forum
A t l (IM l ti b d t l )– Awareness tools (IM, location-based tools)Knowledge management tools
Coordination[S
ouurce: Redm
ilees et al., 20077]
At the end of this phase, the following results should be ready:following results should be ready:
Refined project planRefined project planStaff plan / team building concept / training planningplanningCulture profilesCommunication planCommunication planCollaborative architecture
Questions
Which competencies / skills do virtual managersWhich competencies / skills do virtual managers and remote workers need?Which cultural influence factors affect
i ti ?communication?How do you assess the stage of the group process?process?Which tools should be available for virtual communication?Develop a communication plan including communication rules for a small virtual team in the US and FinlandUS and Finland.Which main barriers of KM can be identified, propose potential solutions.
ReferencesDafoulas, G., Macaulay, L.: Investigating Cultural Differences in Virtual Software Teams, The Electronic Journal on Information Systems in Developing Countries EJISDC 7(4), 2001 Paquette, G. (2007). An Ontology and a Software Framework for Competency Modeling and Management. Educational Technology & Society 10 (3) pp 1 21Society, 10 (3), pp. 1-21.Pawlowski, J.M., Schrader, H., Khatami, P., Adelsberger, H.H. (2008): The Globalization Technology Competency Framework for the Knowledge Worker – an E-Learning Program for Enterprisethe Knowledge Worker an E Learning Program for Enterprise Resource Planning, European e-skills Conference, Thessaloniki, Oct. 2008. Available at: http://users.jyu.fi/~japawlow/cedefop_competencies_20081007final_citation pdfcitation.pdf
Contact Information ITRI
Prof. Dr. Jan M. [email protected]: jan_m_pawlowski
Office:Office:Telephone +358 14 260 2596Fax +358 14 260 2544Fax +358 14 260 2544http://users.jyu.fi/~japawlow