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The Integration of Collaborative Process Modeling and Electronic Brainstorming in Co-Located Meetings
The Integration of Collaborative Process Modeling and Electronic Brainstorming in Co-Located Meetings
The Integration of Collaborative Process Modeling and Electronic Brainstorming in Co-Located Meetings
The Integration of Collaborative Process Modeling and Electronic Brainstorming in Co-Located Meetings
The Integration of Collaborative Process Modeling and Electronic Brainstorming in Co-Located Meetings
The Integration of Collaborative Process Modeling and Electronic Brainstorming in Co-Located Meetings
The Integration of Collaborative Process Modeling and Electronic Brainstorming in Co-Located Meetings
The Integration of Collaborative Process Modeling and Electronic Brainstorming in Co-Located Meetings
The Integration of Collaborative Process Modeling and Electronic Brainstorming in Co-Located Meetings
The Integration of Collaborative Process Modeling and Electronic Brainstorming in Co-Located Meetings
The Integration of Collaborative Process Modeling and Electronic Brainstorming in Co-Located Meetings
The Integration of Collaborative Process Modeling and Electronic Brainstorming in Co-Located Meetings
The Integration of Collaborative Process Modeling and Electronic Brainstorming in Co-Located Meetings
The Integration of Collaborative Process Modeling and Electronic Brainstorming in Co-Located Meetings
The Integration of Collaborative Process Modeling and Electronic Brainstorming in Co-Located Meetings
The Integration of Collaborative Process Modeling and Electronic Brainstorming in Co-Located Meetings
The Integration of Collaborative Process Modeling and Electronic Brainstorming in Co-Located Meetings
The Integration of Collaborative Process Modeling and Electronic Brainstorming in Co-Located Meetings
The Integration of Collaborative Process Modeling and Electronic Brainstorming in Co-Located Meetings
The Integration of Collaborative Process Modeling and Electronic Brainstorming in Co-Located Meetings
The Integration of Collaborative Process Modeling and Electronic Brainstorming in Co-Located Meetings
The Integration of Collaborative Process Modeling and Electronic Brainstorming in Co-Located Meetings
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The Integration of Collaborative Process Modeling and Electronic Brainstorming in Co-Located Meetings

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Within a workshop, tools and methods have been employed to support process modeling together with creative ideation for identifying the relevant elements of the process. The process-design workshop …

Within a workshop, tools and methods have been employed to support process modeling together with creative ideation for identifying the relevant elements of the process. The process-design workshop was part of a project which aims at implementing new ways of data input and transfer for the coordination of services for elderly people. We have chosen tools and methods which seemed to be appropriate to support an efficient process design which integrates creativity and the differing perspectives of the participating stakeholders. This workshop led to a case study which revealed strengths and weaknesses of our approach and helped us to identify further re¬commendations and requirements for the integration of collaborative modeling and creativity support.

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  • 1. The Integration of Collaborative ProcessModeling and Electronic Brainstormingin Co-Located Meetings Thomas Herrmann, Alexander Nolte 1
  • 2. Overview RUB• Background and problem• the case and derived requirements• technical solution and employed procedure• empirical results 2
  • 3. The goal to be achieved RUB • The design of new processes or process parts requires creativity • Modeling and ideation (e.g. Brainstorming) can – but do not necessarily – benefit from collaboration “an idea or product that deserves the label „creative‟ arises from thesynergy of many sources and not only from the mind of a single person” [Csikszentmihalyi, 1996]  Modeling and ideation have to be integrated in a way that supports a seamless transfer of brainstorming results in to the process diagram 3
  • 4. Example of a typical process model RUBCase: electronic ordering and coordination of services for elderly people 4
  • 5. Detail – SeeMe – Semi-structured, socio-technical Modeling RUB 5
  • 6. Case: electronic ordering and coordination of services RUB Checking of orders Improvement of services communication Service Forward bundled Agency service requestsTransferring data Quality Coordination electronically management Report andCustomer Documentation Service Provider 6
  • 7. Detail – SeeMe – Semi-structured, socio-technical Modeling RUB Brainstorming support should be organized in a way that it immediately contributes to process modeling 7
  • 8. Limitations to be overcome RUB• Brainstorming tools and process modeling tools are mostly separated: – Most electronic brainstorming systems are text based – Means for structuring - clustering, sorting, trees (bubbl.us), mind mapping - are not aiming on process diagrams• Creativity barriers: production blocking, evaluation apprehension, cognitive inertia, … 8
  • 9. Requirement: Combination ofvarious collaboration modes RUBParticipants …• think in solitude about their possible contributions to the teamwork (individual user-interface)• take inspirations into account by observing what others are contributing (shared user-interface, large screen)• intensively take part in (facilitated) communication• work on the process model as shared material [Herrmann, 2010: Support of collaborative Creativity …] 9
  • 10. Types of Individual Brainstroming Contributions RUBThe participants can contribute simple process elements and their names modifying evaluation bad Role relative Activity an order Entity Condition / Event form weatherThe need for differentiation between the types of elements may lead toproduction blocking Confirma-A neutral element can be chosen tion callBenefit: notation elements can be easily combined to a process model bydrag and dropProblem: short labels/names of notation elements can only be understoodin the context of the process domain or of the process model as a whole 10
  • 11. Work with contributed items infacilitated group discussions RUB • Unclear labels are explained • Brainstorming items are clustered and/or sorted (by the facilitator or chauffeur) • Process structures (nesting, relations) are drafted (and completed after the workshop) Problems:  People cannot have the complete process in mind but need to jump between different areas or phases of the process  Linear walkthrough and facilitation causes production blocking 11
  • 12. RUBSolution 12
  • 13. Cycles of experience and requirements gathering RUB1. Drafting new processes within the socio-technical walkthrough  too linear2. Using card based brainstorming  time consuming transfer3. Using electronic brainstorming  structures are not compatible – constant re- orientation of participants is required  Developing a new solution 13
  • 14. Environment RUBInteractive large screen (4.8m x 1.2m) WiFi-Network allows participants to use their own browser capable devices  Low threshold 14
  • 15. Webinterface RUB Webinterface Modeling tool on large screen• Quick and easy to use• Supports element types according to the modeling notation• Green tick indicates that the contribution is captured 15
  • 16. Modeling tool on large screen RUB• Integrates contributions directly into the model• Contributions appear as elements according to the modeling notation• Supports awareness for others’ contributions 16
  • 17. Procedure of the case study RUB• Starting with prepared high-level model which serves as a frame for the brainstorming• Inviting domain and process experts• Start with a warm-up to get used to the technology• Procedure for each part of the model: Brainstorming, Clustering, Order chronologically 17
  • 18. Selected results – I RUB• Easy to use: writing contributions did not interfere with ideation, people were not distracted by using the tool 11 participants contributed 129 brainstorming items in just 19 minutes• Graphical elements vs. text-based brainstorming: Gathering the contributions as graphical elements made the post-processing considerably easier 18
  • 19. Selected results – II RUB• Participants should be able to change / enhance own contributions: Trade-off between short element description, which can be dragged and dropped – and need for explanation• Possible solution: comments which can be hidden 19
  • 20. Selected results – III RUB• Production blocking avoided: Participants can work in solitude and simultaneously• Facilitator‘s interface at the large screen needs improvement: clustering sorting, merging of contributions, elimination of redundancies, prepare brainstorming tables and prompts• Process model as scaffold: the already visible process structure and elements provides context and serves as an orientation 20
  • 21. Future work RUB• Commenting on or deletion of own contributions• Several brainstorming tables in parallel• Sequentially providing several prompts for each brainstorming table  Provide a web-based facilitator interface for the preparation of brainstorming tables and prompts [cf. Briggs, R., de Vreede, G.J., 2009: ThinkLets…]• Enhancing simultaneous work on the large screen• Flexible transitions between brainstorming, clustering and modeling• Clustering and transfer into the process model structure 21
  • 22. RUBThank you for your kind attention thomas.herrmann@iaw.rub.de alexander.nolte@iaw.rub.de www.imtm-iaw.rub.de 22

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