...RISK MANAGEMENT FOR COLLABORATIVE SOFTWARE DEVELOPMENT MOJGAN MOHTASHAMI is a Ph.D. candidate at the School of Management of Rutgers University and a lecturer at New Jersey Institute of Technology (NJIT). She can be reached at mojgan@oak.njit.edu. THOMAS MARLOWE is a professor of mathematics and computer science at Seton Hall University. He received Ph.D.s from Rutgers in 1975 and 1989. VASSILKA KIROVA received a Ph.D. in computer science from NJIT. Her areas of interest include specification and software productivity and quality. She can be reached at kirova@bell-labs.com. FADI P. DEEK is professor and dean of the College of Science and Liberal Arts at NJIT. His research interests include software engineering and learning systems. Mojgan Mohtashami, Thomas Marlowe, Vassilka Kirova, and Fadi P. Deek Collaborative software development involving multiple organizational units, often spanning national, language, and cultural boundaries, raises new challenges and risks that can derail software development projects even when traditional risk factors are being controlled. This article presents a framework that can be used to manage collaborative software development projects, based on an extended set of risk management principles. Three risk factors — trust, culture, and collaborative communication — are discussed in depth. OLLABORATIVE SOFTWARE DEVELOPment (CSD) entails multiple teams, working for multiple organizational units within the same or different companies, and no clear...
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...Topic Team Management and Behaviour Introduction In this competitive world today, various business industries are taking every possible step to differentiate themselves from others on the field. Some are inclined towards innovation, while others are striving hard to develop high quality substitutes of already existing products and services in the market. One of the most complex though important activity each company wishes to master is hiring the best talent available in market and then forming the most efficient teams within the organization. Team building is in itself a herculean task that demands brainstorming and investment. Hiring the best talent in the market would count to nothing if the individual cannot adapt to the working environment of the team and organizations. It is not surprising to see various contemporary organizations investing huge sums of money towards talent acquisition. In addition to technical and analytical abilities, the human resource departments search for the right soft skills in the prospective employee. Top talent is often rejected if it does not possess team skills. A good prospective employee, be it an operational staff, a middle level manager or a top level consultant, is expected to be knowledgeable about the importance of working collaboratively, build partnerships within the organizations and possess skills to build and lead teams of 21st century (Michael, 2012). Various organizations are sweating over the need to understand...
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...ESE 633 Collaborative Relationships & Transition Entire Course https://homeworklance.com/downloads/ese-633-collaborative-relationships-transition-entire-course/ ESE 633 Collaborative Relationships & Transition Entire Course This course focuses on effective education-based collaboration strategies for special educators who have multiple roles and serve numerous functions when designing and implementing developmentally appropriate and challenging learning experiences for students with a disability. As the special educator job is multifaceted, additional focus is on formulating a team-centered framework that provides academic support for various service delivery models. Additionally, candidates will learn how to effectively collaborate through verbal, written, and digital communication with collaborative transition team members who enable students to meet 21st century standards post-high school completion. This course is designed to examine effective collaborative relationships in various educational settings and analyze ways to create a collaborative school culture that promotes professional growth and leadership. Candidates will assess proactive problem solving strategies used during school-based conflict that effectively communicate and collaborate with parents, school personnel, resource specialists, and community transition specialists. This includes identifying and evaluating personal strengths and weaknesses in conflict resolution and recognizing verbal, non-verbal...
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...company-wide collaborative efforts. A review of the current organization will result in our recommendation for a transitional structure and include infrastructure for technology, training and development, performance assessments, and general guidance which is based in the scholastic research this team conducted. Slide 3 – Current Structure The current structure of the organization consists of workgroups in five locations within the U.S. and Portugal. The members of this virtual team are highly diverse, possessing different backgrounds from distinct perspectives in areas such as career, nationality and level of experience. Currently the organization is operating within a vertically aligned structure which negatively impacts the organization’s speed to market for decisions, hinders cross-departmental collaboration, and creates inter-departmental conflict of responsibilities. In transitioning to a team-based model, we seek an improved structure which allows for efficiency on project execution and management as well as improved information sharing, decision making, and conflict resolution. Slide 4 - Current Structure Based on Fiol and O’Conner (2005, p. 25), the current structure most closely resembles the needs of Hybrid teams with occasional face-face interaction. Given the characteristics of hybrid teams, interpersonal trust is paramount to effective teamwork (Thomas & Bostrom, p. 46) within virtual groups and group success is “dependent on effective communications and knowledge...
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...Leadership Styles of Northwest Middle School With every education community there are successes and challenges each organization has at its leadership level. The decisions the leadership team makes to help fulfill the school’s vision and counteract these challenges starts with the leadership styles. One may argue that the teachers and staff are the most important component. Yes, students cannot learn without teachers to teach, but the leaders are usually the first and final voice in the decision-making process. Northwest Middle School of Kansas city, Kansas has ninety-nine percent free or reduce lunch students, the poorest school in Kansas, and is considered at- risk. Four years ago the school was on the verge of being shut down with a little over two hundred students. Now, the school has six hundred-fifty students, rising test scores, outreach programs to the community, and so much more positive growth. The most recent change in leadership has led to the reformation within Northwest. Taking a look at the leadership styles and theories within Northwest, leadership teams may further help readers understand the reasons that lead to successes at the middle school. The top three leadership styles used are: participant, collaborative, and directive. Each style has similarities, differences, and the best time when it should be used. Participative Leadership There is no perfect school no matter the amount of funding or how high the tests score students may have. However, there...
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...understanding and practicing collaborative care. Studies by Fewster (2015) showed that working together toward a common goal represents collaboration as a basic social process. The common goal identified was the best patient outcome. In collaborative rounds, the team members share their patient knowledge and their experiences with a particular problem (Fewster, 2015). Doctors share the information about diagnosis, while nurse share the lab values and condition of the patents. A hierarchical relationship is found to be existing in hospital settings (Lancaster,Kolakowsky-Hayner, Kovacich, & Greer-Williams, 2015). Studies by Lancaster et al., (2015) suggest the adoption of a hospital patient care system based on the conductor less orchestra model, in which members work together. This leads to achieve a cohesive performance that can lessen the existing hierarchy in hospital settings (Lancaster et al., 2015). A similar study by Nair, Fitzpatrick, McNulty, Click, & Glembocki, (2012) identifies the need of a culture that foster a collaborative behavior among nurses and physicians to improve patient outcomes. They also acknowledge nurse-physician round as an intervention to improve relationship between caregivers (Nair et al., 2014;...
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...Chapter 6 E-Supply Chains, Collaborative Commerce, and Corporate Portals Learning Objectives Upon completion of this chapter, you will be able to: 1. Define the e-supply chain and describe its characteristics and components. 2. List supply chain problems and their causes. 3. List solutions provided by e-commerce (EC) for supply chain problems. 4. Describe RFID supply chain applications. 5. Define c-commerce and list the major types. 6. Describe collaborative planning and collaboration, planning, forecasting, and replenishing (CPFR) and list the benefits of each. 7. Discuss integration along the supply chain. 8. Understand corporate portals and their types and roles. 9. Describe e-collaboration tools such as workflow software and groupware. 10. Describe Collaboration 2.0 technology and tools. Content Opening Case: Boeing’s Global Supply Chain for the Dreamliner 787 6.1 E-Supply Chains 6.2 Supply Chain Problems and Solutions 6.3 RFID as a Key Enabler in Supply Chain Management 6.4 Collaborative Commerce 6.5 Collaborative Planning, CPFR, APS, and PLM 6.6 Supply Chain Integration 6.7 Corporate (Enterprise) Portals 6.8 Collaboration-Enabling Environments and Tools Managerial Issues Closing Case: How Wal-Mart Uses EC in Its Supply Chain Answers to Section Review Questions Section 6.1 Review Questions 1. Define the e-supply chain and list its three major parts. It is...
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...Collaborative Practice The purpose of this paper is to discuss collaborative nursing practice. To do this the writer will define the concept of collaborative practice, discuss a specific clinical case, and identify the participating healthcare and social service groups. Common situations for collaborative care will be discussed, nursing diagnoses and collaborative problems will be differentiated, and barriers to successful collaboration will be discussed. A conclusion will be made based on the findings of the paper. “Collaborative practice is intended to combine the knowledge and skills of several health professionals to maximize the efficiency of both the clinicians and the health care system” (Slippery Rock University, 2007). In other words, it is the intermingling of multiple healthcare disciplines in order to provide the best patient care. An example of this could be the work on a surgical floor where nurses, physicians, surgeons, physical therapy, respiratory therapy, social work, and home health all work together to ensure that each aspect of the recovery is managed well. The clinical case to be discussed is a two month old male who arrived in the pediatric emergency room after a referral from the pediatrician’s office. The child presented to the pediatrician with a two day history of coughing, runny nose, decreased intake and a fever. The child had very few wet diapers in the past 12 hours. The child showed signs of dehydration and was sent by helicopter...
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...writing of this paper, I understand the possible consequences of the act/s, which could include expulsion from Indiana Wesleyan University HBR Application Paper #3 Article Summary Finding the perfect group dynamics presents many challenges for organizations. When teams are formed to collaborate on a project they are often large, diverse, and highly specialized or educated (Erickson & Gratton, 2007). Teams formed with the above listed characteristics are often less effective and nonproductive. Collaboration between large teams tends to decrease due to the sheer size of the group. The more diverse a team is the less likely they are to share knowledge. Highly specialized and educated members of teams are less likely to collaborate. Sharing knowledge and experience is highly unlikely due to an unwillingness to accept another’s work. So how is a highly collaborative team created? There are eight factors that lead to the success of a team. The first three factors are modeled after the lead executives assigned with creating the team. These lead executives have to encourage collaborative behavior, and be highly collaborative themselves. The lead executives also have to mentor and coach team members so networks can be...
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...Collaborative communication and therapeutic interventions improve care for individuals and the community. Collaborative work in health care field leads to improved care by having a team that communicates well by treating each other with respect, valuing each other’s opinions and working together to find solutions to issues. All members of the health care team need to be treated with respect by all other members of the team. Every member of the health care team plays an important role in the delivery of safe and effective health care. When team members treat each other respectfully and value each other’s opinions, the outcome for the patient is improved greatly. When all team members apply their critical thinking, diverse knowledge and individual talents towards finding solutions to issues, the outcomes are phenomenal. My workplace utilizes collaborative communication to develop interventions through multi-disciplinary groups focused on the improvement of a process. Our organization began our Lean Transformation process 2 years ago. Through learning the Lean philosophy, we have begun to see how groups work together improve a process or create a better process for improved safety, quality, and satisfaction of patients and employees. The most difficult part of the Lean transformation has been the attempt to change the culture of the workforce. It is essential that staff recognize change as beneficial and potentially rewarding for transformation to truly occur. Our leadership...
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...College of Applied Sciences, Oslo, Norway E-mail: muhammad-azeem.qureshi@hioa.no Even Stormyhr Senior Lecturer Department of Film and TV, School of Communication, WSoC University College of Communication, Oslo, Norway E-mail: even@westerdals.no Received: October 19, 2011 doi:10.5539/ies.v5n2p118 Accepted: November 3, 2011 Published: April 1, 2012 URL: http://dx.doi.org/10.5539/ies.v5n2p118 Abstract The increasing diversity in students’ enrolment in higher education in Norway offers an opportunity to use collaborative learning and teamwork as a learning vehicle to exploit the synergy in the community to have formal and informal agoras. Theoretical and empirical observation of the value of team processes provides the framework to personify our understanding of learning and present a model for teaching in higher education in Norway. We consider learning as a holistic process and one must appreciate its dynamics and be flexible and responsive to it. Moreover, such a view of the entire process necessitates an active communication with all stakeholders of the system and to make an integrative and coordinated effort to ensure availability of the required institutional resources, equitable distribution of the students’ resources, and a smooth transition from the traditional lecturing to this form of collaborative learning to make higher educational institution a learning organization. We report a positive feedback from the students attending two courses at School...
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...Disadvantages of Collaboration in the Workplace Teams and groups exist in all levels of industries and organizations. Groups can be small or large, local or remote, coached or self-directed. Teams are found at all levels of business, from a multi-billion dollar corporation that builds jets to a small waterpark employing lifeguards and clerks. Successful teams need some form of leadership, good communication, problem-solving skills, and a purpose. Successful groups can achieve tremendous results,. When teams work together, everyone is working toward one common goal and completing the project with successful results. Average groups do just enough to achieve a goal, and then there are groups that are extraordinary. They achieve superior results and team members come away from the group experience with a newfound respect of what he or she helped accomplish. A study revealed eight performance indicators linking extraordinary groups and group members agreed. Each team member agreed teams must: have a compelling purpose, a shared leadership role, team structure, full engagement among members, embrace member differences, learn the unexpected, build trusting relationships, and achieve outstanding results. Whether the team is for-profit or not, volunteers or employees, face-to-face or virtual, these eight indicators emerged (Bellman & Ryan, 2010). Athletics and businesses share many of the same qualities. The head coach sets goals for his team as does the business manager. Head coach and...
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...Four Ways a Scrum Master Improves a Software Development Team's Performance A highly collaborative and well-managed scrum team is ideal for agile software development. With values like: courage, openness, commitment, and respect, these scrum teams feature a more collaborative and transparent management style organized to best complete the tasks at hand. A scrum team consists of different roles which all work together to create a new product from start to finish. The scrum master is the person designated to keep group members focused on the project. The short sprint style, in which this software development methodology organizes and completes work, requires a scrum master to coach and push the team forward. Because a scrum master is essential...
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...Chapter 8 E-Supply Chain, Collaborative Commerce, and Intrabusiness EC Learning Objectives Upon completion of this chapter, you will be able to: 1. Define e-supply chain and describe its characteristics and components. 2. List supply chain problems and their causes. 3. List solutions to supply chain problems provided by EC. 4. Define c-commerce and list its major types. 5. Describe collaborative planning and Collaboration, Planning, Forecasting and Replenishing (CPFR), and list their benefits. 6. Define intrabusiness EC and describe its major activities. 7. Discuss integration along the supply chain. 8. Understand corporate portals and their types and roles. 9. Describe e-collaboration tools such as workflow and groupware. Content How General Motors Is Collaborating Online 1. E-Supply Chains 2. Supply Chain Problems and Solutions 3. Collaborative Commerce 4. Collaborative Planning, CPFR, and Collaborative Design 5. Internal Supply Chain Solutions, Intrabusiness, and B2E 6. Integration Along the Supply Chain 7. Corporate (Enterprise) Portals 8. Collaboration-Enabling Tools: From Workflow to Groupware Managerial Issues Real-World Case: Portal Speeds Product R&D at Amway Appendix 8a: Intranets Answers to Pause/Break Section Review Questions Section 8.1 Review Questions 1. Define the e-supply chain and list its three major parts. A supply chain that is managed electronically, usually using Web technologies...
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...During the Fall 2014 semester we worked to analyze how new media facilitates design communication using shared work environments. Previous studies on this topic laid a solid foundation for creative convergence network studies. However, prior research had no way of incorporating sketching as a communication into the collaborative process. Because of recent technologies, the department now has the ability to incorporate freehand sketching into the collaborative process. This adds a new facet to the process of collaborating. We also explored three different programs commonly used on collaborative team projects: Cintiq tablets, and either flash drives, Tidebreak’s TeamSpot, or TeamViewer. The goal of our research was to examine how technology changes the approach to team design and how technology will aid the creative decision-making process. We worked to compare how group decision-making processes change when in different environments and when different technologies are used. We analyzed use of shared workspace, freehand sketching, keystroke patterns and how well teams work with current technology and software. Thereby, tracking the group’s entire decision-making process. The benefit of our research was two-fold. We contributed to the existing research of team psychology and how collaborative work environments aid the design process. We were also the first research team to conduct how being able to sketch and communicate through sketches adds ease to the design process...
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