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

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

To processes that use this process

ProcessProcess

To Processes that this Process is

a type of:Generalizations

ProcessProcessGeneralizations

ProcessProcess

To Processes that are types

of thisProcess:

Specializations

Generalizations

ProcessProcessGeneralizations Specializations

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

Click Navigation to related object descriptions

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

shown on the process compass

Generalizations SpecializationsProcessProcess

ProcessProcess

UsesTo To Actors Actors who who perform the perform the

processprocess

Generalizations Specializations

ProcessProcessTo To Locations Locations

where the process where the process is performedis performed

ActorsActors

ProcessProcessTo To Exceptions Exceptions that can occur that can occur

during executionduring execution

ActorsActors

LocationsLocations

ActorsActors

ExceptionsExceptionsLocationsLocations

To To Rules that Rules that constrain constrain

relationships to relationships to other Processes other Processes

ActorsActors

RulesRules

These relationships allow ease of navigation for system users

ActorsActors

RulesRules

These relationships also allow advanced computational research

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

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

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

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

Raw MatlSupplier

WIP Warehouse

Assembly Warehouse

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

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

The right thingat the right placeat the right time

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

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

A dysfunctional Organizational Model:

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

We can map the dynamics of a

partnership as it evolves

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

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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