Vcs platform verhaal final

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VCS Platform verhaal

VCS Platform verhaal

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  • © CeTIM gGmbH
  • © CeTIM gGmbH
  • © CeTIM gGmbH
  • © CeTIM gGmbH

Transcript

  • 1. NE Z T Het VCS verhaal Peter Kopeczek 09-12-10
  • 2. Doelstellingen
    • Creeren van een virtuele platform = neZt…
    • … waar onderwijs, creatieve en bedrijven elkaar kunnen vinden…
    • … voor het met elkaar werken aan sociale of andere levensvatbare innovaties.
    09-12-10
  • 3. Doelstellingen specifiek Hangar36
    • Samenwerking verhogen tussen diverse initiatieven van Hangar36 en creatieve HBO opleidingen
    • Pilot-demo van een virtueel platform als tool om vast te stellen wat er nodig is om via virtualiteit de creatieve en innovatieve business te stimuleren
    09-12-10
  • 4. Activiteiten
    • Een inventarisatie van behoeftes en ervaringen van Hangarparticipanten.
    • Een inventarisatie van behoeftes en ervaringen van studenten van creatieve opleidingen in Den Haag.
    • Maken van een Pilot-demo: eerst inventariseren en het verwerken van de inventarisatie. Wat is er al op virtueel gebied. Daarnaast ook de kenmerken inventariseren.
    • Het presenteren van de bevindingen van 1 en 2 aan de opleiders en stagebegeleiders en andere potentieel belanghebbenden, zoals bv de gemeente. Dit doen we door een (creatief en onderscheidend) Seminar te organiseren (er is een mooie ruimte in de Hangar).Dit seminar heeft tot doel: concrete kenmerken te inventariseren waaraan een eerste demo moet voldoen.
    • Aanbevelingen en conclusie.
    09-12-10
  • 5. NeZt as Innovation Intermediary 09-12-10 neZt Peter Kopeczek
  • 6. Introducing 09-12-10 THE VCS PLATFORM
  • 7. VEA combines latest research with technology development
      • Spin out and joint venture of
        • CeTIM, a leading research institute in innovation management, networked organisations and project management
        • Amrein Engineering, a Swiss software company developing since >15 years collaboration solutions
      • Developing next generation solutions for project management, collaboration and portals
      • International, located in Netherlands, Switzerland and Germany
      • Key people:
        • Dr. Hermann Löh, CEO, extensive consulting and research experience in management of innovation
        • Dr. Jürg Amrein, CTO, one of the Swiss pioneers in collaboration software
        • Prof. Bernhard Katzy, advisor to VEA, chair for technology and innovation management at University Munich and Leiden
    • VEA PROFILE
    09-12-10 More information on www.ve-a.com
  • 8. But while productivity in operations is “well understood”, for knowledge work, it is not
    • AVERAGE DIFFERENCE BETWEEN LOW AND HIGH PERFORMING COMPANIES
    09-12-10
  • 9. Management of innovation requires a paradigm shift 09-12-10
    • Management for Innovation
      • Focus on results
      • Collaboration
      • What is my contribution?
      • Solution Quality
      • Innovation
      • Knowledge as opportunity for value
      • Attractiveness as employer
    • Traditional management approaches
      • Management and supervision
      • Task breakdown
      • Management of resources
      • Quantity and Speed
      • Repetition
      • Knowledge as cost factor
      • Dependency as employee
  • 10. Conditions for success
    • 1 + 1 >> 2
    09-12-10 New management and collaboration approaches Creating the right environment for experimenting and crafting Enabling ICT Platform +
  • 11. VCS is a comprehensive project environment – with productive business approaches built in
    • Effective meetings:
      • Optimal preparation with agenda and presentations
      • One click web and telephone conferencing
      • Follow-up on results
    09-12-10 Join virtual meeting with one click
    • Productive, result-oriented collaboration:
      • Process support from planning to actually doing work – in one view
      • Strict result orientation
      • Effective support for team coordination and collaboration
      • Taking motivational factors into account
  • 12. VCS is a comprehensive project environment – with productive business approaches built in
    • Project transparency:
      • Quality oriented measurement with intermediate milestones
      • Quick project overview with colour coding
      • Drill down to understand issues and bottlenecks
    09-12-10
    • Productive information management:
      • Documents and other elements can be linked into and fully worked on within the process
      • At the same time they are part of the knowledge repository for structuring and easy retrieval
      • Efficient version management
      • Dramatic productivity improvement
    Docu- ments Informa- tion items Decisions Result- oriented collaboration Effective meetings
  • 13. VCS develops innovative approaches both to community collaboration and project management 09-12-10 Processes supported Innovativeness of concepts (Productivity, Web 2.0, etc.) Collaboration/ community Project Management Traditional Innovative CollectiveX (Community) VCS Daptive Projectplace R-Plan SharePoint, Lotus Open Source (Alfresco, Plone) Huddle Basecamp
  • 14. Especially for Hangar 36 09-12-10
  • 15. There is a dynamic co-evolution between ways of working, ICT and organisation … 09-12-10
    • Work practices (individual/team)
      • Work task fulfilment
      • Project management
      • Self-coordination
      • Sense making
    • Organization
      • Organizational Structure
      • Leadership structure
      • Business processes
    • Technologies
      • System architectures
      • Tools and functionality
      • User interface
      • User adoption
    • Social linking
    • Shared understanding/ objectives
    • Informal relationships
    Co-evolution
    • Outcomes
    • Effectiveness
    • Work efficiency
    • Creativity level
    • Responsiveness
    • Satisfaction
    • Learning
  • 16. There are dynamic forces at work that influence outcome
      • Vision and goals
      • Perceived benefits in using
      • System fit with processes / way of working
      • Fit with business structure & culture
      • Fun and ease of use/obstacles
      • Ownership by users
      • Social environment and cultural norms
      • Network effects of use
    09-12-10 Support, Positive drivers Barriers, Negative drivers Influence in project
  • 17. We have collected some important lessons learnt
      • Professional and social communities are quite different
      • For professional communities, content quality is key  Sources: Blog, workshops, linked content, papers
      • Facilitator is essential, has to have focus and dedication
        • Make people feel at home
        • Listen & trigger contributions
        • Provide structure and filtering for users
      • Have events – and promote them
        • Face-to-face meetings / conferences
        • Virtual workshops around topics
        • Topic weeks
      • Do not over expect engagement of members
    • LESSONS LEARNT
    09-12-10 Engaged contributor Sometimes involved Consumers
  • 18. Before starting there should be some questions answered to achieve success
      • What is the value proposition for the participants?
      • What is the value proposition for the facilitator(s)?
      • Where does the content come from?
      • What are ways of engaging and contributing more content?
      • Who facilitates – are there enough resources, skill and dedication for this?
      • What is the business model – who pays for what – and why?
    • KEY QUESTIONS FOR CREATING A PROFESSIONAL COMMUNITY
    09-12-10
  • 19. The productivity differences are largely due to different coordination models 09-12-10 DIFFERENTIATION IN COORDINATION MODELS [Source: Lühring, 2006; Löh and Katzy, 2008; Sari et al., 2007] Backup Formal project management Ad-hoc coordination Heedful interrelating Scope definition Management sets exact scope before project approval; Changes only with formal approval process Nobody defines scope clearly, can change quickly on request Team defines and negotiates scope jointly. Changes on member request with joint approval Team selection Management/PM on long-term resource planning Short-term resource availability Competence and commitment of people Task planning & assignment Formal WBS and detailed task planning by PM, scheduling ac-cording to resource availability Short-term task identification and assignment according to availability – usually by PM Identification of required results and negotiation/sign-up of people to deliver Progress tracking Reporting task progress or completion Typically PM keeps track of central Todo-List Updating maturity status of results Problem solving Risk management and detailed planning tries to identify problems early, solving through hierarchical decision making Problem solving discussions as they arise Visibility and concern by everybody identifies problems, which are solved by those affected Result/ knowledge integration Through planning clear task break down and specifications with minimal interfaces Largely through project manager Shared responsibility and collaboration for results, e.g. iterating drafts between team
  • 20. The productivity differences are largely due to different coordination models 09-12-10 DIFFERENTIATION IN COORDINATION MODELS Backup [Source: Lühring, 2006; Löh and Katzy, 2008; Sari et al., 2007] Formal project management Ad-hoc coordination Heedful interrelating Scope definition Management sets exact scope before project approval; Changes only with formal approval process Nobody defines scope clearly, can change quickly on request Team defines and negotiates scope jointly. Changes on member request with joint approval Team selection Management/PM on long-term resource planning Short-term resource availability Competence and commitment of people Task planning & assignment Formal WBS and detailed task planning by PM, scheduling ac-cording to resource availability Short-term task identification and assignment according to availability – usually by PM Identification of required results and negotiation/sign-up of people to deliver Progress tracking Reporting task progress or completion Typically PM keeps track of central Todo-List Updating maturity status of results Problem solving Risk management and detailed planning tries to identify problems early, solving through hierarchical decision making Problem solving discussions as they arise Visibility and concern by everybody identifies problems, which are solved by those affected Result/ knowledge integration Through planning clear task break down and specifications with minimal interfaces Largely through project manager Shared responsibility and collaboration for results, e.g. iterating drafts between team
    • Guiding principles:
    • Reducing uncertainty by detailed planning and control
    • Formal project manager, supported by plans and procedures
    • Team members are resources to be used efficiently
    • Break-down of responsi-bility to individuals, however little integration
    • Guiding principles:
    • Flexible reaction to external/internal changes
    • Little planning, short-term assignment of tasks
    • Little formal documen-tation (outdating quickly)
    • Project manager keeps track and communicates
    • Team members have limited visibility and thus little chance to support integration
    • Guiding principles:
    • Enabling team members to make contributions to goals according to own competences
    • Joint planning and commitments towards achievements
    • High visibility of status and contributions
    • Lateral communication and problem solving
    Fast, high quality, lowest effort, fosters innovation Flexible, but error prone, high stress levels Efficient in short term, but often rework, low innovation