The collaboration between people has taken another dimension. Current information management systems allow users to save time, to work efficiently in different time zones and at different locations worldwide. E-collaboration strongly contributes to reducing costs and to enhancing coordination and cooperation. The community further needs to collaborate because they are rarely able to solve problems on their own. Projects need to be coordinated so that deadlines can be met. Companies’ branches are decentralized in order to reduce production-costs and to operate on a global market. Communication within a group is crucial to success. A project only succeeds if people exchange a maximum amount of information. Managers should permanently be informed so that they can decide at the right time or react if a project is taking a wrong turn. This flow of information has to be bi-directional: employees ought to be informed in a timely manner on management decisions. Information can be transmitted through different channels. Additionally, people ought to work with standardized documents. A common naming convention helps to find information which is shared on a platform. Systems should be user-friendly and reactive. Communication by E-mail demands clear rules. Documents and templates have to be available to everyone and need regular updating.
It is unthinkable to plan an international exercise or a big project without the help of network components and telecommunication systems. Communication and collaboration become difficult if people are geographically separated. Collaboration difficulties are influenced by different cultures, language and work standards. E-mail communication must be clear and brief. E-mailing leads to debates. Some people get frustrated by e-mailing as a means of communication if used to communicate not only information, but is used to task people. Other people feel bothered by the style of email. For e-mailing to be efficient, messages should be answered within 24 hours. Certain people do not like to feel dominated by this technology. Chapter 3 focuses on the basic concepts of e-collaboration and discusses related problems.
The result of this research and the experience during the exercise could be summarized in form of a guideline helping an integration of e-collaboration system. This guideline contains at first some questions which should be answered before beginning the project.
Table of Contents
1 Introduction
1.1 Motivation
1.2 Issues concerning E-collaboration
1.2.1 Technical requirements
1.2.2 Organizational adaptations
1.2.3 Technical maintenance and support
1.2.4 User-related issues
1.2.5 Problems related to email traffic
1.3 Purpose / Audience
1.4 Restrictions of the case study
1.4.1 Time constraints concerning the integration of the system
1.4.2 Choice of the platform
1.4.3 Restrictions of the VIKING headquarters
2 Methodology
2.1 Timeline of this study
2.2 Literature review
2.3 Observational Research during the exercise
2.4 Online survey
2.5 Interviews / focus group research
2.6 Guideline helping an e-collaboration system integration
3 Basic Concepts: E-collaboration
3.1 E-collaboration
3.1.1 Definition
3.1.2 Purpose of e-collaboration
3.1.3 Benefits of e-collaboration
3.1.4 Barriers of e-collaboration
3.2 Communication
3.2.1 Synchronous communication
3.2.2 Asynchronous communication
3.2.3 Typical use of system
3.2.4 Software and tools supporting e-collaboration
3.3 Web portal
3.3.1 Definition of portal
3.3.2 Kinds of portals
3.3.3 Advantages of portal solution
3.4 E-mails
3.5 Document management system (DMS)
3.5.1 The naming convention
3.5.2 Files format and compatibility
3.5.3 Data structure
3.5.4 Metadata
3.5.5 Search function
3.5.6 Performance of the systems
4 Case study: E-collaboration during VIKING 08
4.1 VIKING: a Computer Assisted Exercise (CAX)
4.1.1 Aims of VIKING
4.1.2 Scenario
4.1.3 Exercise dimensions
4.1.4 Order of battle VIKING 08
4.1.5 Timeline 2008
4.1.6 Schedule and events of the exercise
4.1.7 Advanced technology supports the exercise
4.2 Preparation of the participants
4.2.1 Advanced distributed learning (ADL)
4.2.2 Training concept & build-up
4.2.3 IT briefing for all the participant
4.3 Preparation of the exercise control (EXCON)
4.3.1 Information manager role and responsibilities
4.3.2 Information management workshops (IMWS)
4.3.3 EXCON training week 1 / IMWS II
4.3.4 EXCON training week 2
4.4 Information management organization
4.5 Information structure
4.6 Document and templates
4.6.1 Files templates
4.6.2 Workspace templates
5 Evaluation and results
5.1 EXCON training and IMWS
5.2 Performance of the system
5.3 Result of the online survey
5.3.1 Questions of the survey
5.3.2 General remarks
5.4 Behavior / acceptance of the participants
5.5 Information flow by using e-mails
5.6 Document and templates
5.7 Result of the interview
5.8 Lessons learned of VIKING 08
5.9 Guideline helping integration of e-collaboration system
5.10 Six steps to successful e-collaboration
5.10.1 Strategy and goals
5.10.2 Process design / planning
5.10.3 Technical analysis
5.10.4 Tool selection
5.10.5 Change Management / integration
5.10.6 Realization
6 Conclusion
Objectives and Topics
This thesis aims to assess the challenges of e-collaboration systems, specifically focusing on their integration and user acceptance within distributed multinational exercises. Using the VIKING 08 exercise as a case study, the author evaluates the configuration of web portals, document management systems, and e-mail protocols to provide practical recommendations and a strategic guideline for institutional e-collaboration deployments.
- Technical infrastructure requirements for distributed virtual collaboration.
- The critical role of information management and naming conventions.
- Analysis of user acceptance and training needs during multinational exercises.
- Methodological approaches to system integration and process redesign.
- Development of a structured six-step guideline for e-collaboration success.
Excerpt from the Book
3.1.2 Purpose of e-collaboration
People need to collaborate even more as they are rarely able to solve problems on their own. Projects have to be coordinated so that deadlines can be met. In many organizational environments, branches have been decentralized in order to reduce production-costs and to operate optimally on a global market. Optimal communication within a group is essential for success. A project succeeds if people exchange a maximum of information. Managers should permanently be informed so that they can take the correct decision at the right time or react if a project is taking a wrong turn. This information has to be bi-directional: employees have to be up-to-date with management decision making. People used to learn a new method of communication since networks and Internet technology progress. Research shows that Internet technologies may improve the work in teams and may create an efficient sharing of documents and information. Team members may be geographically dispersed and work in different time zones. The way they communicate is different as a team which is located in the same building. Of course, informal conversations during coffee breaks may be difficultly integrated in the digital world. These small talks are a loss of knowledge management, but on the other hand they improve the quality of the work atmosphere. Nevertheless, the digitalizing of project documents saves time and considerably the space needed for archiving.
Summary of Chapters
1 Introduction: Discusses the motivation behind virtual communication and highlights the primary challenges of technical and organizational integration.
2 Methodology: Outlines the research framework, including observational data from VIKING 08, online surveys, and expert interviews.
3 Basic Concepts: E-collaboration: Defines core e-collaboration principles, including communication types, web portals, and document management systems.
4 Case study: E-collaboration during VIKING 08: Details the practical application of the VIKING 08 portal, covering technical setup, training, and operational workflows.
5 Evaluation and results: Presents findings from user surveys and interviews, assessing system performance and participant behavior.
6 Conclusion: Summarizes the key recommendations and emphasizes the necessity of user training and clear goal-setting for system success.
Keywords
E-collaboration, VIKING 08, SharePoint, Information Management, Web Portal, Document Management System, Computer Assisted Exercise, User Acceptance, System Integration, Communication Protocols, Data Structure, Organizational Change, Multinational Brigade, Training, Digital Workflow.
Frequently Asked Questions
What is the core focus of this thesis?
The work examines the implementation of e-collaboration systems, specifically portal solutions, within the context of a large-scale, distributed multinational military exercise.
What are the primary themes discussed?
Key themes include technical infrastructure, organizational adaptation, communication rules, the necessity of document management, and strategies for improving user acceptance.
What is the primary objective of this study?
The aim is to identify common problems related to e-collaboration and to provide a practical guideline to help organizations implement such systems more effectively.
Which research methods were applied?
The author utilized observational research during the exercise, conducted an online survey among participants, and performed focused interviews with branch leadership.
What topics are covered in the main body of the text?
The text covers the definition of e-collaboration, the technical and organizational prerequisites, a detailed case study of VIKING 08, and an evaluation of the system results.
Which keywords best describe this research?
E-collaboration, SharePoint, Information Management, Portals, and Computer Assisted Exercise are central terms.
What role did the VIKING 08 portal play?
It served as the central platform for information sharing, communication via e-mail, and access to exercise documents for the multinational training audience.
What were the main conclusions regarding user training?
The study concludes that intensive, phased training is critical, and that users must understand the benefits of the portal to ensure high system acceptance.
How should organizations handle file naming?
The author recommends clear, simple, and strictly enforced naming conventions, while noting that the system itself should ideally handle basic metadata automatically.
- Citation du texte
- Nicolas Dafflon (Auteur), 2009, Enhanced e-Collaboration with a Portal Solution, Munich, GRIN Verlag, https://www.grin.com/document/140048
