1. Needs Assessment and AnalysisCollaboration Improvement Report Michael Gough, Tracy Karceski, Christina Mayes, Galen Stone, and Daria Vaughn December, 2010 1

2. Introduction The client requested a workplace collaboration study Stakeholders wanted to improve collaboration efficiency and effectiveness of teams, task forces and committees Specific management concerns Duplication of emails / effort Document control Email etiquette and professionalism 2

3. CRO Background / PEST Analysis 3

4. Frame Factors Project – limits placed by resources Six week time-frame No budget Remote access to consultants Organization – limits placed by culture Busy schedules of associates Availability of billable employees Privacy concerns with providing data Stakeholder – limits placed by client No disclosure of company-sensitive data Limited sample for data collection Internal consultant to serve as mediator Consultant – limits placed by team Busy schedules / competing priorities Multiple obligations (school, work, family) Internal consultant 4

5. Project Methodology Approach 3 distinct phases Initial Data collection and analysis Final Multiple methods Quantitative and qualitative data Methods selection (Werner & DeSimone, 2009) Reliability Consistency of results Freedom from collection method bias Validity Devices measure what should be measured Practicality Appropriate resources used to gather data

6. Project Methodology, continued Sample Identified by client N= 22 (total sample) N= 5 (Initial interviews) N= 22 (online survey) Management and non-management Response rates 95% (online survey) 100% (initial interviews) Possible bias

7. Project Methodology, continued

8. Data Analysis - Interviews Collaborating face-to-face is preferred Less opportunity for “water cooler” discussions with web conferencing Online collaboration is better when well planned/managed Email can be cumbersome 8

9. Survey Data Email - most effective tool for online collaboration! Respondents see themselves as savvy with collaboration tools Lots of tools listed! Respondents willing to learn new tools 9

10. Data Analysis 10

11. SWOT Analysis internal external 11

12. Positive Findings 1. Leadership support CEO level interest Top-down change management effectiveness of hierarchical corporate structure Utilization of already established Collaboration Task Force 2. Existing tools in place Virtual meeting technology creates a face-to-face meeting environment Lotus Notes built-in collaboration features Some existing on-line training available for certain programs/tools Learning Management System (LMS) 12

13. Positive Findings, Continued 3. IT Infrastructure Highly skilled workers to maintain or build collaborative workspaces Resources available to Monitor security risk and exposure 4. Available collaboration systems Inexpensive collaborative tools are available on the web Eliminate geographical time zone barriers Shared workspaces connect collaborators and eliminate duplication 5. Employees have high technical skills Employees have training options available for collaborative tools Employees are interested in learning new tools for collaboration 13

14. Negative Findings 6. Communication Preference for face-to-face meetings (mentioned in 3 of 5 interviews) Some lack e-mail etiquette Unclear task responsibility results in duplication of efforts Cultural over-reliance on e-mail (63.6% feel it is most effective tool for collaboration) 7. Existing training not being used to its full potential 41% of respondents reported they have received no training Some advocated for more targeted training 14

15. Negative Findings, Continued 8. No best practice for existing tools Too many tools to choose from (22 different tools listed) Confusion over which tool to use Lack of tool compatibility Confusion over how to select tools Functionality overlap (three types of web conferencing software applications) 9. Technological change Concerns over security breaches Cultural resistance (50% and 68.2% of respondents reported they have not used social networking or online discussion forums) 10. Costs associated with not improving collaboration efforts Loss of revenue to competition with better streamlined collaboration tools and faster project turnaround Increasing travel costs for face-to-face meetings 15

16. 16 Migration Strategy Phase 1

17. 17 Migration Strategy Phase 2

18. 18 Migration Strategy Phase 3

19. Recommendation 1 Relaunch the Collaboration Task Force to create renewed focus for improving collaboration Regroup to review the results of the needs analysis Encourage buy-in from all CTF members Determine division of labor and next steps Critical Success Factors Top-down support (management driven) Collaboration Task Force involvement Must promote CEO level interest and encourage employee buy-in 19

20. Recommendation 2 Standardize workplace collaboration tools Research best tool for web-conferencing Identify duplicate tools Condense tools to eliminate duplication Critical Success Factors Top-down support (management driven) Collaboration Task Force involvement Must establish best practices for the organization 20

21. Recommendation 3 Create an approved online collaboration guide List approved tools and explain their intended use Incorporate job aids for each tool but focus on best practices rather than just the basic mechanics of use Continue existing technical training as appropriate Critical Success Factors Top-down support (management driven) Collaboration Task Force involvement Must be published and communicated company wide 21

22. Recommendation 4 Design a workshop for communicating and managing projects at a distance How to overcome the challenges of online collaboration How to set communication "ground rules" upfront How to make everyone feel comfortable with contributing to the conversation How to choose the best tool(s) for collaborating Critical Success Factors Top-down support (management driven) Collaboration Task Force involvement Must be attended or reviewed by all employees 22

23. Recommendation 5 Implement a work-friendly social network or online community Set ground rules for usage Encourage buy-in from employees Promote the “water cooler” experience Critical Success Factors Top-down support (management driven) Collaboration Task Force involvement Must be regulated and monitored to ensure appropriateness of content 23

24. References Brooks, K. (2010, June) CRO Industry Update. Retrieved from http://www.contractpharma.com/articles/2010/06/cro-industry-update Collaborative Tools Strategy Task Force Report [Final Draft]. (2008, November 21). Retrieved from University of Washington website: http://www.washington.edu/uwit/im/reports/CTSTF_Report_Final_Draft.pdf Folinsbee, S., Jurmo, P. (1994). Collaborative Needs Assessment: A Handbook for Workplace Development Planners. ABC CANADA Template - http://office.microsoft.com/en-us/templates/CT010145006.aspx#pg:3|ai:TC030006145| 24