innovations in the lifecycle of collaboration - j....

Innovations in the Lifecycle of Collaboration Innovations in the Lifecycle of Collaboration -- J. QuimbyJ. Quimby


Innovations in the Innovations in the Lifecycle of Lifecycle of

CollaborationCollaborationJohn Quimby

Research Scientist Center for Coordination Science

May 21, 2003


Innovations in the Innovations in the Lifecycle of Lifecycle of

CollaborationCollaboration


Phases in the lifecycle of a Collaboration

DesigningDesigningMotivatingMotivating EvolvingEvolvingEnactingEnacting




Different QuestionsDifferent QuestionsDifferent DependenciesDifferent DependenciesDifferent Opportunities Different Opportunities

for innovationfor innovation




Different Coordination Different Coordination Issues throughout the Issues throughout the

lifecyclelifecycle


CoordinationCoordination::The management of The management of

dependenciesdependenciesbetween Activitiesbetween Activities


- Unfreezing- Survival Anxiety- What are my Goals?- What Energy level needed?- Are my needs Real?




- With Whom?- What Form?- What Boundaries?- How will we Fit together?- How well will it work?- What can go wrong?





DesigningDesigningMotivatingMotivating EvolvingEvolvingEnactingEnacting- Flows- Resource Sharing - Monitoring- Measurement- Can we Improve?- Are there Exceptions?


- Reflecting- Co-evolution- Goals Evolved?- Better Partner?- Should it end?






Demonstrations of Demonstrations of research advances for research advances for

different phasesdifferent phases


DesigningDesigningMotivatingMotivating EvolvingEvolvingEnactingEnacting- Unfreezing- Survival Anxiety- What are my Goals?- What Energy level needed?- Are my needs Real?

Let’s Start with Let’s Start with Reflecting on our Reflecting on our

current realitycurrent reality



Acknowledging Current RealityAcknowledging Current Reality

“Effective Shared Visions “Effective Shared Visions are are grounded in reality”grounded in reality”

Ref: The Fifth Discipline Peter M. Senge


Use an Assessment Frameworke.g.

From Strategies for e-business success

Brynjolfsson, Urban

Chapter 8: “How do they know their customers so well?”

Davenport, Harris, and Kohli

e.g.

From Strategies for e-business success

Brynjolfsson, Urban

Chapter 8: “How do they know their customers so well?”

Davenport, Harris, and Kohli


Reflect using the Framework

Talk about Reality

Clarity of Reflection

Understanding and acceptance

Reinforcing loopReinforcing loop


Acknowledging Current RealityAcknowledging Current RealityUsing Tools like Using Tools like the Matrix of the Matrix of ChangeChange


The Matrix of Change The Matrix of Change *Significant new *Significant new features for features for supporting supporting assessment assessment frameworksframeworks


To understand the InteractionsTo understand the InteractionsUsing Tools like Using Tools like the Matrix of the Matrix of ChangeChange

Key: Key: Acknowledging Acknowledging Current RealityCurrent Reality


Understanding both the PlussesAnd the Minuses

Key: Key: Acknowledging Acknowledging Current RealityCurrent Reality

Complementarities

Demonstration of Matrix of Change

Support for Structured Assessment

Templates


DesigningDesigningMotivatingMotivating EnactingEnacting- Unfreezing- Survival Anxiety- What are my Goals?- What Energy level needed?- Are my needs Real?

Creating a shared Creating a shared map of our business map of our business

model using the model using the Process HandbookProcess Handbook


EvolvingEvolving

Demonstration of Process Mapping in

Process Handbook


This short demonstration of This short demonstration of Process Handbook’s Process Handbook’s

World Wide Web interfaceWorld Wide Web interfacetouches on a numbertouches on a number

of core concepts of core concepts


In the Handbook a Process is In the Handbook a Process is described with text, graphics, described with text, graphics,

and multiple attributesand multiple attributes

ProcessProcess


Each Process description Each Process description is related to other descriptions for is related to other descriptions for ease of creation, access, and reuse ease of creation, access, and reuse

using patented technology.using patented technology.

ProcessProcess


From any process description,users can

click navigate to related onesusing the Process Compass

ProcessProcess


Navigation using the Process Compass

ProcessProcess



To other Processes that are parts of this process

ProcessProcess



ProcessProcess

Parts



To processes that use this process

ProcessProcess

Parts



Uses

ProcessProcess

Parts



Uses

ProcessProcess

To Processes that this Process is

a type of:Generalizations

Parts



Uses

ProcessProcessGeneralizations

Parts



Uses

ProcessProcess

To Processes that are types

of thisProcess:

Specializations

Generalizations

Parts



Uses

ProcessProcessGeneralizations Specializations

Parts


Process Descriptions can be augmented with relations to other objects described in the Handbook


Parts


Click Navigation to related object descriptions

Uses


Parts


*Note:*Note: These other “dimensions” of navigation are not usually

shown on the process compass

Generalizations SpecializationsProcessProcess

Parts



ProcessProcess

UsesTo To Actors Actors who who perform the perform the

processprocess

Generalizations Specializations

Parts



Uses

ProcessProcessTo To Locations Locations

where the process where the process is performedis performed

ActorsActors


Parts



Uses

ProcessProcessTo To Exceptions Exceptions that can occur that can occur

during executionduring execution

ActorsActors


LocationsLocations

Parts



Uses


Parts

ActorsActors

ExceptionsExceptionsLocationsLocations

To To Rules that Rules that constrain constrain

relationships to relationships to other Processes other Processes



Uses


Parts

ActorsActors


RulesRules


These relationships allow ease of navigation for system users

Uses


Parts

ActorsActors


RulesRules


These relationships also allow advanced computational research

Uses


Parts

ActorsActors


RulesRules


DesigningDesigningMotivatingMotivating EvolvingEvolvingEnactingEnacting- With Whom?- What Form?- What Boundaries?- How will we Fit together?- How well will it work?- What can go wrong?

Experiences and Experiences and Advances in Advances in Designing a Designing a

CollaborationCollaboration



These relationships also allow advanced computational research

Uses


Parts

ActorsActors


RulesRules

Supply Chain Visualization Supply Chain Visualization and Collaboration and Collaboration An Example of Advanced An Example of Advanced Computational ResearchComputational Research

Raw MatlSupplier

WIP Warehouse

Assembly Warehouse

Demand

Demand

Designing, understanding, and Designing, understanding, and managing intangible supply managing intangible supply chains is very complex…chains is very complex…

Raw MatlSupplier

WIP Warehouse

Assembly Warehouse

Demand

Demand

Imagine a manufacturer and his Imagine a manufacturer and his supplier collaboratively designing supplier collaboratively designing networked integration to smooth out networked integration to smooth out finished good inventories…finished good inventories…

Raw MatlSupplier

WIP Warehouse

Assembly Warehouse

Demand

Demand

Raw MatlSupplier

WIP Warehouse

Assembly Warehouse

Demand

Demand

Research breakthroughs using the Research breakthroughs using the Process Handbook Process Handbook Reactive MoleculesReactive Molecules**advance collaborative design/analysisadvance collaborative design/analysis

* * Activated knowledgeActivated knowledgeof design experts andof design experts andnetworked servicesnetworked services

Widget Inc., a small Widget Inc., a small manufacturer, is manufacturer, is

troubled by troubled by repeated repeated stockouts stockouts

and overstocks over and overstocks over the past year.the past year.

The owners have The owners have decided to decided to

collaborate with their collaborate with their primary supplier to primary supplier to

smooth out their smooth out their supply chain.supply chain.

Demonstration of Molecular Refinementduring Supply Chain Designwithin the Process Handbook

Using the Process HandbookUsing the Process HandbookReactive MoleculesReactive Molecules

Improved supplier integration Improved supplier integration using a networked serviceusing a networked service

To achieve the desiredTo achieve the desiredinventory level behaviorsinventory level behaviors

The collaboration The collaboration system accelerates the system accelerates the integration design and integration design and

demonstrates the demonstrates the desired inventory desired inventory

behavior in real time behavior in real time simulation.simulation.


Process Handbook Process Handbook Reactive MoleculesReactive Molecules

A selected set of Reactive Molecules are presented for each type of object in a model: – e.g. “Inventory Level” refined with these molecules…

Automatic equation/units updating on refinement

Reaction Objects representing “dangling wires”– Focuses designers on alternative business choices

Incremental evolution using molecular refinements – e.g Work in Progress can be refined with these

molecules, which in turn utilize networked services


Process Handbook Process Handbook Business Rule Objects

Rules dropped onto or inherited in activities– When fired by a design event, rules evaluate,

informing users of any rule violations.

Leverages relationally rich Process Representation

Language Syntax Rules for well formed expression: e.g. In System Dynamics, no direct level to level connections

Resource Constraints: e.g. receiving radioactive material

Operational Constraints from Organizational Norms: e.g. Buying Union Made, No Animal TestingLegal Constraints: e.g. Exporting to North Korea, Importing Israel goods into certain countries


In a prototyped system, In a prototyped system, Reactive Reactive MoleculesMolecules coupled with a Tangible coupled with a Tangible User Interface transformed the usersUser Interface transformed the userscomputing experiencecomputing experience

Tangible UI gives physical forms to digital information, connecting bits and atomsWireless tracking of multiple handbook objects on a table with video projection feedbackPrototype enables new levels of Business Collaboration

Adopted from Prof. H. Ishii, ML - TMG


DesigningDesigningMotivatingMotivating EvolvingEvolvingEnactingEnacting- With Whom?- What Form?- What Boundaries?- How will we Fit together?- How well will it work?- What can go wrong?

Next: Next: VERYVERYRecent Advances Recent Advances

in Designing a in Designing a CollaborationCollaboration



Research now feasible:Machine augmented

examination of business process design

“Thinking out of the box by understanding the

design space around you”


DesigningDesigningMotivatingMotivating EvolvingEvolvingEnactingEnacting- Flows- Resource Sharing - Monitoring- Measurement- Can we Improve?- Are there Exceptions?

Recent Innovation Recent Innovation in Agent in Agent

Negotiation within Negotiation within a Collaborationa Collaboration



DesigningDesigningMotivatingMotivating EvolvingEvolvingEnactingEnacting- Reflecting- Co-evolution- Goals Evolved?- Better Partner?- Should it end?

Innovation in Innovation in Evolving a Evolving a

Collaboration with Collaboration with a shared visiona shared vision



The Process HandbookThe Process Handbookboth Active Repository and Design toolboth Active Repository and Design tool



Types of processesReactive Molecules

Dependencies within processes

Design Expertise

Tradeoffs between

Alternatives

Coordination of dependencies

Classification of processes


The Process HandbookThe Process HandbookAn Active Framework for CollaborationAn Active Framework for Collaboration


The Process HandbookThe Process HandbookAn Active Framework for CollaborationAn Active Framework for Collaboration

Reflective PractitionersResearchers

Industry Partners

Application systems

Other Sciences

Process UsersConsultants

Design Experts


According to According to Coordination Theory Coordination Theory

there are three elementary there are three elementary dependency types:dependency types:

FlowKey:

Activity Resource

Fit Sharing


Research shows for each of Research shows for each of Fit, Flow, and Sharing Fit, Flow, and Sharing

there are three dimensionsthere are three dimensionsEach Dependency is made of three dimensions :– Usability– Transfer– Timing

The right thingat the right placeat the right time



Three elementary dependency types



Each type needs:Each type needs:

Fit Flow SharingKey:

Activity Resource


For Example:Communication can be Communication can be thought of as a Flow of thought of as a Flow of

information:information:

‘Creation’ ‘Consumption’

The Flow dependency exists between the Activities:


Communication Services Communication Services managemanage each ofeach of

the dependency the dependency dimensionsdimensions in the in the flow of informationflow of information

Coordination involves:Transfer of the informationTiming of the information flowUsability of the information

DependencyDependency Example Coordination ProcessesExample Coordination Processes

Timing

Flow Transfer

Usability

Sharing

Fit

Make to order vs. Make to inventory

Transport vs. Make at point of use

Ask customer vs. Use standard

First come/First serve, Priority order, Budgets, Managerial decision, Market-like bidding

Boeing’s total simulation vs.Microsoft’s daily build


The Process HandbookThe Process Handbookis populated with examples of

business processes and the coordination mechanisms used for all types of dependencies:


The Process HandbookThe Process Handbooksupports the systematic

examination and discovery ofboth processes and

coordination mechanisms for all types of dependencies:

”Know How””Know How”


Key Dependencies in a Collaboration :

A Shared Vision:

Framework for CollaborationFit

Key:Activity Resource



A Shared Vision:

Framework for Collaboration Sharing

Activity ResourceKey:



Transaction Flowswithin the

Shared Vision

Execute

FlowsKey:

Activity Resource


Three Key Dependencies in an ‘Healthy’ Collaboration:

Execute Transaction Flows

within the Shared Vision

Evolve the

Shared Vision

Fit & Share



This is a Learning Organizational Model:



Evolve the

Shared Vision

Fit & Share



Warning: False Assumptions of Consensus; Social Projection:

Activity Resource

Transaction Flowswithout a

Shared Vision

Assumptionof

Shared Vision &

False Evolution Sloan Management Review: Winter 2001

How assumptions of consensus undermine decision making Cross and Brodt

Key:


A dysfunctional Organizational Model:

Key:


Shared Vision

No Evolution

No Shared Vision

Activity Resource


Focus is only on the Flows:



Shared Vision

No Evolution

No Shared Vision


Thought experiment:Thought experiment:Imagine

Uncoordinated Business Partners:each partner pulling

hard in a different direction.


Ongoing Research: to Create, Share, and Evolve a Collaborative Shared Vision?




Evolve the

Shared Vision

Fit & Share


Acknowledging Current RealityAcknowledging Current Reality

“Effective Shared Visions “Effective Shared Visions are are grounded in reality”grounded in reality”

Ref: The Fifth Discipline Peter M. Senge

Then createa map of the transitions from the

current reality to the new

shared vision+

A map Supporting the Conversations

of Change

+


Ongoing Research: to Create, Share, and Evolve a Collaborative Shared Vision?



Evolve the

Shared Vision

Fit & ShareKey:

Activity Resource


Knowledge enabled tools help evolve a shared vision



Evolve the

Shared Vision

Fit & ShareKey:

Activity Resource

New features in MOC V6.0

+

11

22

33

4455

6677

88

99

We can map the dynamics of a

partnership as it evolves

11

22

33

44

55

Demonstration of Matrix of ChangeV6.0 with partnership support

The Process Handbook

can help with the rapid

creation of new maps as

the shared vision evolves +




Dependencies within processes

Design Expertise

Tradeoffs between

Alternatives




A repository of coordinated A repository of coordinated dependencies used to explore dependencies used to explore and expand the possibilitiesand expand the possibilities

Management Science: Tools for inventing organizations –

Malone, Crowston, Lee, Pentland, Dellarocous, Wyner,

QuimbyQuimby, Osborn, Bernstein, Herman, Klein, O’Donnell


Dependencies between processes

Design Expertise




Researching a Framework Researching a Framework for Collaborationfor Collaboration

Researchers

Industry

Application systems

Other Sciences

Process Users

Consultants

Reflective Practitioners


Design Pattern Design Pattern NavigationNavigation

“Thinking out of the box by understanding the design space

around you”


Existing business knowledge Existing business knowledge organization and navigation use organization and navigation use

entities, their attributes, and entities, their attributes, and relations between the entities.relations between the entities.

What is new is navigation using What is new is navigation using inherited attributes of relations: inherited attributes of relations: Design Pattern NavigationDesign Pattern Navigation


Design PatternDesign Patterne.g. Produce as a businesse.g. Produce as a business


Design PatternDesign PatternProduce as a businessProduce as a business


Design PatternDesign PatternProduce as a businessProduce as a business

Relation Attribute: Relation Attribute: Relation Attribute: Sell in context of Sell in context of Sell in context of Produce as a Produce as a Produce as a businessbusinessbusiness


Many specializations of(“Produce as a Business”)

Activity Root

########

#####

Make Coffee ## #### ######### #### ###

##### ##########

#####

#####

## ### #####

####

## ## #######

####

Produce as a business


Design Pattern Slot AttributeDesign Pattern Slot AttributeInherited attribute acts as new navigational anchorInherited attribute acts as new navigational anchor

Relation Attribute: Sell in context of Produce as a business

Brew Coffee

Run Starbucks

Serve Coffee


Allows single click navigationfrom “serve coffee” in context of Starbucks to “Sell in context of

Produce as a Business”Activity Root

########

#####

Make Coffee ## #### ######### #### ###

##### ##########

#####

#####

## ### #####

####

## ## #######

####

Produce as a business

Navigational Node: Sell in context of Produce as a business

Sell in context of Pro…


Design Pattern Navigation:Using inherited attributes on relations to assist the use of design patterns in complex

modeling.e.g. e.g. which elements in a large which elements in a large system dynamics model, have system dynamics model, have adapted from, but still act as a adapted from, but still act as a part of a “level with goal gap”part of a “level with goal gap”


Design Pattern Navigation:Or…

Understanding the role a business partner provides in the

larger business process.What are its alternatives?




Different QuestionsDifferent QuestionsDifferent DependenciesDifferent DependenciesDifferent Opportunities Different Opportunities

for innovationfor innovation




Different Coordination Different Coordination Issues throughout the Issues throughout the

lifecyclelifecycle


Thoughts and Questions

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