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Aalto&Stanford,webinar,on,
     Collabora2ve,Working,Environments,

                                      February'4th'and'5th'2013'
                                                  '
                           Collabora<on'Environments'for'Global'Distributed''
                                 Product'Processes'(ColPro)'2011D2013'
                            hEp://www.hankegalleria.fi/tekes?so_id=27615'




                                2/19/2010,
Digital'Product'Process'
Collaborative Working Environments
Webinar 1: Collaboration needs and practices in global industrial environments:
          Cases and Findings
February 4, 2013
8:30-10:20am PST / 18:30-20:30 EET
Chair: Dr. Renate Fruchter, Stanford University

Challenges and Enablers of Global Collaborative Working Environments - Matti Vartiainen and
Olli Jahkola, Aalto University
     • ABB
            o Global product transfer knowledge Portal=> Finland / Shanghai - Eero
                Palomäki, Aalto University
            o Company comment - Kim Kaijasilta, AAC Global
     • Konecranes
            o Facilitating Ideation in Innovation Processes - Pekka Alahuhta, Aalto
                University
            o Company comment - Olli Kuismanen, KoneCranes
     • Metso / UPM
            o Need for collective co-operation - Petri Mannonen, Aalto University
            o Company comment - Jani Honga, Metso
Wrap-up - Renate Fruchter, Stanford University
     o Corporate partners' experiences
     o Lessons learned from companies after each case presentation
     o Cross-case Discussion

Webinar 2: Presence and Engagement in Emergent Collaboration Environments
February 5, 2013
8:30-10:20am PST / 18:30-20:30 EET
Chair: Dr. Renate Fruchter, Stanford University


10 Key Characteristics for Next Generation Collaboration Environments - Renate Fruchter,
Stanford University
Increasing awareness and attention in collaboration - Seppo Valli, VTT
Deploying cutting edge technologies: success stories and lessons learned
   o Tomorrow Delivered Today: Immersive Terf Real Customer Use Cases? - Ms. Julie
       LeMoine, CEO, 3D ICC
   o Eating Your Own Dog Food: How Microsoft Uses Its Own Collaboration Tools Both On
       Campus and Off - Dr. Randy Guthrie,PhD Microsoft, Microsoft Technology
       Evangelist, US-West
   o Collaboration Tool For Problem Solving in Field Service - Henry Palonen and Kari
       Niinimäki, Inno-W
TEKES Scenario and Plans for the future - Kari Penttinen, Tekes
Discussion and Closing Remarks
Collaboration Environments for
           Global Distributed Product
          Processes (ColPro) 2011-2013
                 Webinar at Stanford University February 4th to 5th 2013

                            Prof. Matti Vartiainen & Olli Jahkola,
                             Work Psychology and Leadership,
                          Department of Industrial Engineering and
                          Management, Aalto University School of
                                           Science


                               2/19/2010
Digital Product Process
ColPro: Main goals
•! To analyze and design new collaborative working environments
   (CWE) to develop global product processes,
•! To synthesize the state-of-art practices of CWE for globally
   distributed teams and projects in corporate settings.
•! To develop prototype mixed media environments, test them in
   learning and business settings in order to study the emergent team
   work processes and product quality improvements, and assess their
   transformative impacts.

The overall results will be a “dashboard for collaboration
  technology”, (that is: synchronous and asynchronous tools for
  collaborating on global product data) and organizational
  practices of implementing, adapting and using it.




                        2
ColPro: research partrners and
approach
Research partners:
•! Aalto/TKK (http://vmwork.tkk.fi), prof. Matti Vartiainen (coordinator) with his
   team (Pekka Alahuhta, Olli Jahkola, Emma Nordbäck and Eero Palomäki),
   & prof. Marko Nieminen and Petri Mannonen (project manager
   (http://stratus.soberit.hut.fi/) and Venlakaisa Hölttä
•! Stanford, prof. Renate Fruchter with her team
   (http://pbl.stanford.edu/fruchter_bio.htm)
•! VTT Media technologies, prof. Caj Södergård and Seppo Valli with their
   team
   (http://www.vtt.fi/research/area/media_technologies.jsp?lang=en)

Companies: AAC Global (Ismo Laukkanen), ABB (Jouni Ikäheimo), DNA
  (Mikko Knuuttila), Inno-W (Henry Palonen), Konecranes (Olli Kuismanen),
  Metso Automation (Jouni Pyötsiä), UPM (Heikki Ilvespää)

Research approach: Company cases and quasi-experimental studies of
  interaction episodes collecting data by observations, interviews and
  questionnaires and by using secondary data


                           3
Basic design settings




               4
Example of a global team under study
Framework to study impacts, inhibitors and
    facilitators in global teams
                                    CONTEXTUAL COMPLEXITY of
A, B, C, D and E =              Global Collaborative Working Environments
Individual life spheres                           LOCATION
                                                                                   OUTCOMES

                                                                                   Creativity
                                                                                   - e.g. new ideas
                                        SOCIAL                PHYSICAL
                                      RESOURCES              RESOURCES
                                                                                   Innovativeness
                                                                                   - E.g. % of new product
                                                                                   revenue, innovative climate
TASK COMPLEXITY                               A      B
•! Complicatedness                                                                 Effectiveness
•! Interdependence         Work-processes – Intra group processes
                          Work processes     intra-group processes – performance   - E.g. planned vs.
•! Ambiguity                                                                       actual results

                                                                                   Well-being
                                                                                   - E.g. stress vs.
                                                                                   flow
                                       INDIVIDUAL          VIRTUAL
                                      RESOURCES          RESOURCES
                                                                                   Engagement
                                                                                   - E.g. fluency

                                           TEMPORARINESS
Collaboration practices of Finnish global
 companies: Data and methods
•! The data was collected in eleven companies in e.g.
   telecommunications, electronics manufacturing, IT services,
   industrial manufacturing, and technical consulting
•! First, a context analysis was made in each company by collecting
   documents and by interviewing company management.
•! A total of 94 interviews were conducted between 2008 and 2011.
   The interviews lasted between 40-90 minutes and were conducted
   either face-to-face or via phone.
•! The interview sessions, ranging from 45 minutes to 2 hours, were
   recorded and transcribed and then analyzed with Atlas/ti
Findings 1: aggregated list of ICT tools used
in the 12 cases, with counts in parentheses
                Communication           Information/                 Coordination            Co-operation     Group
 TIME




                systems                 knowledge sharing            systems                 systems          maintenance
                                        systems                                                               systems
                E-mail (12), SMS (4),   SharePoint / Intranet (9),   Shared calendars (6),   - No             "Phonebook" with
                Message board (2)       Separate Document            Availability/status                      photos, titles and
 Asynchronous




                                        repository (7), Wiki (4),    information (6),                         interests of team
                                        Social media tool (4),       Shared task list (1),                    members (1)
                                        Newsletters/mailing lists    Project management
                                        (3), Blogs (2)               tool (1), Ticketing
                                        FTP (2), Network drive       system (1),
                                        (2), SAP (2), CRM tool       Miscellaneous tools
                                        (1)                          (3)
                Phone/VOIP (12),        Document/screen/             - No                    - No             Permanently
                Instant messaging       application sharing for                                               open Skype/
 Synchoronous




                (11),                   web conferences (7)                                                   webcam link
                Teleconferences (8),                                                                          between two sites
                Web conferences                                                                               (1)
                (8), Dedicated
                videoconferencing
                rooms (8)




                                                                                                       From Jahkola, O. (2013)
                                                                                                       The role of ICT tools and
                                                                                                       contextual factors in
                                                                                                       global virtual teams- MA
                                                                                                       thesis, p. 30
Findings 2: Challenges of using ICT tools
in the 12 cases
             Communication             Information/               Coordination         Co-operation     Group
             systems                   knowledge sharing          systems              systems          maintenance
                                       systems                                                          systems
             - E-mail: too many,       -! Sharepoint et al.:      -! Shared            - Not            - Group maintenance
             emotions and                 hard to find               calenders and     mentioned        appeared to
             reactions aren’t             information,               status                             particularly be
             available,                   shortcomings in user-      information: no                    associated with
             communication in a           friendliness/ease of       complaints                         informal
             foreign language is          use, missing version                                          communication,
             difficult.                   control.                                                      which mostly
             - Calls, Skype,           -! Wikis: can crash and/                                         happened face-to-
             OCS, Sametime                or be slow.                                                   face, via telephone/
CHALLENGES




             etc.: accessibility                                                                        VOIP, and via IM.
             and poor UI.                                                                               - Face-to-face
             - IM tools: don’t                                                                          interaction was
             automatically archive                                                                      considered a
             discussions.                                                                               necessary
             - Teleconferences:                                                                         prerequisite, but not
             background noises.                                                                         always possible.
             - Synchronous
             communication:
             stressful.
             - Dedicated
             videoconference:
             availability, technical
             expertise needed.
                                                                                                   From Jahkola, O. (2013)
                                                                                                   The role of ICT tools and
                                                                                                   contextual factors in
                                                                                                   global virtual teams- MA
                                                                                                   thesis, p. 35-46.
Facilitating and inhibiting factors in
 global teamwork: an example
•! All of the twelve cases were analyzed to identify facilitating and
   inhibiting factors in global teamwork.
•! Facilitating and inhibiting factors were categorized according to the
   space (mental, physical, virtual, social and organizational) they
   originated.
•! An example: High interdependence: a software development
   team in a Swedish telecom company called “Sweco” (name
   changed). Sweco outsourced some software testing to a consulting
   company “Itcon” (name changed) with employees in India. Swedish/
   Indian team was formed and started its work in January 2007. The
   team consists of seven team members: three people in India and
   four in Sweden.
Case company’s                         Organizational context                   “Sweco” team
               policies


   C u s t o m e r                                         Social spaces                                        Case company’s
   company’s                    Team spirit                                                                     experience
   organizational
   context                                                                                           Trust
                                                           Virtual spaces

             C u l t u r a l
             factors                                       Physical spaces
                                           Infrastructure                                                      Language
                         Incompatible                                            O f f i c e
                         t o o l s e t s                Mental spaces            environment Various           barriers
                         b e t w e e n  N o n -                                              downsides to
                                                         C e r t a i n
                         stakeholders collocation                                            individual ICT
          Social                                         competences
                                                         and traits                          tools
          support

                                                           Silent/conference rooms

                                  ICT toolset in
                                  general                      Certain current or
                                                               potential tools or
                                                               functionalities

                                                   Trust and team building through face-                     Case company’s
! "#$%&%'#()*!+#$',-                                to-face and informal communication                       organizational
                                                                                                             culture
! .)/%0%()*!+#$',-
! 1%234!+#$',-


                                                                                                 From Jahkola, O. (2013) The
                                                                                                 role of ICT tools and
                                                                                                 contextual factors in global
                                                                                                 virtual teams- MA thesis, p.
                                                                                                 89.
Conclusions

•! Companies use a variety of ICT tools in their global
   collaboration, mostly very basic ones such as e-mail and
   teleconferences
•! Integrated toolsets in ge eral use are still ’on their way’
•! Facilitating factors are found in all spaces (mental,
   physical, virtual and social)
•! Inhibiting factors are mostly related to virtual spaces
   such as Incompatible toolsets between stakeholders and
   social spaces such as cultural issues
•! Organizational policies concerning collaboration need to
   be developed and improved.
Global product-transfer
knowledge portal
From Finland to Shanghai
ABB
AAC Global
Case: Two countries & four dimensions
  of collaboration and communication
                                                                                                                                                                                                             Usefulness:
Finland                                                            China                                                                                                                       SharePoint •! Usage testing
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                                                                                                                                                                                              Portal is here •! Task suitability
                                                                                                                                                                          •! Offices                                                                   •
                                                                                                                                                                                                                                                       •! IT systems
                                                                                                                                                                          •! Meeting                                                                   •! eCWEs
                                                                                                                                                                                                                                                       •
                                                                                                                                                                             rooms                                                                     •
                                                                                                                                                                                                                                                       •! Distributed
                                                                                                                                                                          •! Context                                                                      work
                                                                                                                                                                          •! Support
                                                                                                                                                                                              Physical                         Virtual
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                                                                                                                                                                                               Mental                          Social
   Mirror organization                                                                                                                                                                                                                                •! Social support
                                                                                                                                                                         •! Mood during                                                               •
                                                                                                                                                                                                                                                      •! Management
                                                                                                                                                                            the project                                                               •
                                                                                                                                                                                                                                                      •! Culture
                                                                                                                                                                         •! Project climate                                                           •! People
                                                                                                                                                                                                                                                      •! Institutions
Research questions
RQ 1: What are the collaboration challenges in the case?
RQ 2: What was the task suitability of the portal?
RQ 3: How having two different cultures affected the distributed
collaboration?
RQ 4: How to get project participants use the portal more and
better?


Data collection
•! Main data: Interviews (n = 19) of different roles in
   Finland, Poland, Sweden, China
RQ 1: Communication tools

•! Company tools in use this project: Phone, email (Lotus Notes),
   Sametime, visiting face-to-face, portals (PDM, project portal)
•! From which employees choose based on:
    –!   Task priority
    –!   Time of the day (time zones)
    –!   Organizational unit (i.e. designers use PDM system to share documents)
    –!   What communication tools were used before the transfer project
    –!   Language skills (written vs. speech)
    –!   Contact network, how familiar the contact is
    –!   Free-time vs. work topic
•! Challenges
    –!   Time zones
    –!   Shaky phone lines
    –!   Understanding written vs. spoken English
    –!   Language skills
    –!   Role and personnel changes break contact networks
RQ 1: Differing organizational practices
The virtual team needs to
bridge differing organizational             ABB Global
practices despite working                   Organization
under the shelf of one
organization.

For example differing             ABB        Amount of     ABB
prioritizations, support          Sending    overlap       Receiving
response times, norms,            unit       matters!      unit
supplier lead times, and
regulations create challenges
for the virtual team leader and
members.
RQ 2: Task suitability of the portal

•! Quality and implementation is good for sharing information!
•! !but other tools and practices in place: Email perceived faster and
   simpler. Also other local portals used for sharing and communication.
•! Good for collecting information and reporting hours. These
   purposes force people to visit regularly. But still the frequency of
   usage is low.
•! Portal and project model are mainly tools for the project manager and
   the upper management. They are not so relevant for other team
   members. ”The main purpose for this portal is for the project
   manager. [!] For a project member, I just do my own work.”
•! PMs edit files in the portal, and can find work hour reports in one place
   easily. The portal works here as expected.
•! However, finding and organizing information has some
   challenges: Structure of the portal is based on the gate project model,
   but this model not quite related to daily work in the receiving end
   !structure of portal is confusing for them.
RQ 3: Cultural differences framed the
collaboration
•!   Way of working (related to cultural differences)
      –! Some differences were detected in the way of working, but not many affecting daily work.
         Especially people who have worked in foreign companies adapt well to global team work.
•!   Language
      –! No major problems, writing down makes easier to understand
      –! Shyness, politeness and losing face affect more in communication situations
•!   Hierarchical boss-subordinate relationships
      –! Chinese work for their supervisor. A separate project organization might have problems to
         motivate people to work for the project.
      –! Your vision is quite restricted, everything comes from your boss. The bigger picture is lost.
      –! General manager should commit everyone to the extra project beforehand.
•!   Losing face
      –! Chinese are a little bit afraid to announce own mistakes. They fear losing their jobs. They
         take mistakes personally and want to avoid losing face
•!   Detailed instructions
      –! Chinese work a lot according to instructions, they will not question or challenge the
         instructions. In Finnish culture people apply more.
      –! With limited experience it is harder to make decisions with the fear of losing face. New
         products would need a detailed documentation as it is hard just to remember everything.
RQ 4: Supporting participants use the
     portal more and better
•!   We need to improve the perceived usefulness
      –! Each participant needs to understand the benefits the portal brings to he/his department.
         (i.e. “Maybe for scheduling. Seeing schedules and status of others.”)
      –! Define the roles and purpose of each portal, many systems in use outside the project portal:
         “For engineering we use PDM system. It is used for document transfer from Helsinki. This is
         also a tool for the communication.”
•!   We need to improve the perceived ease of use
      –! “Should be more easier.” Now all documents are put to one basket, because people don’t
         understand the gate model. And the gate model is the structure of the portal. -> Increase
         training of the project model.
      –! Using the portal for sharing seems like extra trouble, when faster email available.
      –! Ensure good start and a good first impression -> Logins, access, and documents ready.
         Smooth and speedy operation of the portal to be ensured.
•!   We need to increase usage
      –! Attitudes and understanding of the meaning have increased along increased usage
      –! Project manager influence on usage is major. Portal used when asked, PM should ask
         more often!
      –! Portal usage has been made a measurable goal of a project, but how to make it the
         personal goal of project members?
RQ 4: Case through implementation
theory lense
This seems ok for
   knowledge               Give time here
     sharing!            (1-2 projects/user)




                                      You will get here
             Improve this (meaning,
               sharing experiences
               from peers, project
             model understanding)
Facilitating Ideation in
Innovation Process
Pekka Alahuhta
4th Feb. 2013




Pekka Alahuhta
Preface

•  Konecranes utilizes a global idea management system,
   to capture the ideas of the personnel.
•  Room for improvement?
   –  Communication and mutual understanding
   –  Distributed decision-making
       •  Are radical ideas being dismissed due to errors in communication?
•  How collaboration tools and communication patterns can
   support the innovation process?
   –  Usage of concurrent web-conferencing systems (MS Lync)
   –  Potential benefits of emerging collaboration technology (virtual
      worlds / Teleplace)
   –  Brainstorming embracing collective creativity?
Research Setting: Different collaboration tools in
ideation
Case studies
-  10 MS Lync sessions
    -  Teams were collaborating around an idea.
    -  Task: Achieve common understanding about the idea => decision
       to move the idea further or request more information
-  6 BrainMerge sessions
    -  A brainstorm tool and user manual were handed out to teams of
       Konecranes’ summer workers developing an idea to product.
    -  Task: Select a question or idea, around which brainstorming might
       be potentially useful. Pilot the tool.
-  5 Teleplace sessions
    -  Teams collaborating and ideating in virtual world
    -  Task: Project meeting in virtual environment. Process some acute
       tasks / problems.
Data collection

•  Recording the session (+20 hrs)
•  Questionnaire (50 answers in total)
    –    Engagement
    –    Physical and social space
    –    Expectations
    –    Global outcome judgements
    –    System usability scale (SUS)
    –    Relationships among the participants
    –    Overall performance of the group
•  Corroborating data
    –  Contents of Idea Management system related to the selected ideas
          •  Explanation of the idea
          •  Comments
          •  Phase transitions of the idea
    –  Interviews and discussions with Konecranes’ Innovation experts


                                 Presentation Name / Author
                                 19.2.2013
                                 4
Data analysis
   •    Transcriptions
   •    Video protocol analysis
         –  Coding
         –  Boundary objects
   •    Linkography                                  Linkographic representations

   •    Survey analysis




                                                                                    Diagrams of
                                                                                    video protocol
Transcribed discussion                                                              analysis




                                  Presentation Name / Author
                                  19.2.2013
                                  5
Artifacts, Facilitation and Transformative Interaction Experiences in
Distributed Design Collaboration


•    Context: Design Thinking in distributed settings
      –    Design is viewed as an iterative process
             •    Starts from identifying the user’s need
             •    Widening and narrowing of problem space
             •    Testing + Empathy
      –    Increasingly global design teams

•    Questions:
      –  How distributed design teams differ in their use of artifacts as boundary objects when
         communicating in traditional versus emerging collaborative working environments?
      –  What are the role and tasks of a facilitator and team members in traditional versus emerging
         collaboration environments?
•    Comparing the manifestation of boundary objects and effective facilitation practices in
     both environments
      –  Boundary objects => Objects or artifacts, helping to overcome the knowledge barrier among
         individuals
      –  Facilitation = > Ways to improve team’s performance
Artifacts, Facilitation and Transformative Interaction Experiences
in Distributed Design Collaboration
Results
•  Boundary objects
    –  Some boundary objects common for both collaboration environments
          •    Presentation (images, technical drawings, video clips…)
          •    Co-authoring (sketching, co-writing..)
    –  Boundary objects in virtual world
          •    Parallel processing of multiple boundary objects
          •    The environment itself can work as a boundary object
    –  Boundary objects in webconferencing system
          •    Rich epistemic obejcts / metaphors

•  Facilitation
    –  Interventions classified as technical, process and content interventions
    –  Present in both collaboration tools
          ⇒  But different frequencies of interventions

 •  User experience and results
    –    Routinized usage of webconferencing system vs. new virtual world
    –    Similar performance => why?
Conclusions

-  Global collaboration in product development and innovation
   processes

-  Tools contributing towards distributed ideation
   -  Collaboration environment supporting the interaction
       -  Different boundary objects manifest within different tools
       -  Different environments support different activities?

-  Practices contributing towards distributed ideation
   -  Facilitation overcoming the barriers of distributed teamwork
       -  Technical facilitation helped the team to overcome usage barriers of a
          new system
       -  Process facilitation helped the team to overcome barriers of
          distributed setting
Need For Collective Co-operation
Building Knowledge Intensive And Location
Dependent Problem Solving Services

Petri Mannonen
Strategic Usability Research Group
Aalto University School of Science
Current Organization: Industrial
Maintenance and Support

                Operator

     Customer



                           Maintenance
                               man



                                                      Technical
                Operator
                                         Specialist    support
     Customer                                           center




                           Maintenance
                Operator
                               man
     Customer
Knowledge Intensive Distributed Services

•! Development Trends
  –! Intelligent and networked equipment in factories
  –! Aim for higher and higher level of automation
  –! From situation awareness to true control of processes
     and equipment
  –! Maximizing efficiency of human resources


•! Challenge
  –! Building, spreading and maintaining the new
     competence in the company
Future vision: Global Network of Experts
                                     Networkd of experts




    Customer           Operator                               Operator          Customer


                                    Field          Field
                                   worker         worker

               Customer's                                         Customer's
                Specialist                                         Specialist



                                                   Field
                                    R&D
                                                  worker




                                  Support for collaboration
                                  tools and organizational
                                          learning
Case: Emerging Service – Metso Loop Monitoring

•! Proactive maintenance and optimization of the factory
   –! Automatic ‘component-level’ data collection and analysis to
      identify sub-optimal process areas and emerging problems
   –! High-level expertise to plan and execute changes in equipment
      or software and conduct precise maintenance
•! Control Loop and Performance Monitoring aims
   –!   Higher production
   –!   Decrease in production and maintenance costs
   –!   Increase in production quality
   –!   Decrease in environmental emissions
   –!   Improve in safety issues
Collaboration and co-operation partners

•!   Customers with previous experience on the topic
•!   Customer – factory management
•!   Customer – engineer/specialist
•!   Customer – Factory operator
•!   Field experts (problem owner)
•!   Field experts with previous experience on the topic
•!   Global technical support centers
•!   Service R&D
Collaboration and co-operation needs

•! Focusing on the main task: problem solving
   –! Searching, sharing and structuring information
   –! Adjoined tasks: Learning, information sharing
•! Straightforward and light-weight contacting
   –! Identifying and motivating best available experts
•! Good control on information sharing and spreading
   –! Respecting non-disclosure agreements
•! Organizational learning
   –! Building reusable and findable information
Change requirements
•! Organizational
   –! Support and motivation for shared problem solving
   –! Automatizing meta-tasks (e.g. billing related measurements)
   –! Capability to create data mining and analysis tools
•! Personal
   –! New problem solving practices
        –! analog -> digital
        –! private -> public
•! Technical/Tool-wise
   –!   Social network tools
   –!   Robust and flexible tools for information creation and sharing
   –!   Robust and flexible collaboration tools
   –!   New data mining and analysis tools
Petri.Mannonen@aalto.fi
Strategic Usability Research group
Aalto University School of Science
10 Key Characteristics
                    for
Next Generation Collaboration Environments




                  Dr. Renate Fruchter
                  Founding Director
                  Project Based Learning Laboratory (PBL Lab)
                  http://pbl.stanford.edu
                  fruchter@stanford.edu
                  © Stanford University
Capitalize on Global Corporate Competences




HOW DO YOU COMMUNICATE?
HOW DO YOU WORK TOGETHER?
HOW DO YOU SHARE IDEAS / FEEDBACK?
HOW DO YOU MAKE YOUR CONDITIONS VISIBLE?
HOW DO YOU CONNECT MOBILE KNOWLEDGE WORKERS?
HOW DO YOU CREATE, CAPTURE, SHARE, AND RE-USE KNOWLEDGE?
10 Key Characteristics for
Next Generation Collaboration EcoSystems
1. Foster co-creation, inter-action, and co-action
2. Transform the way participants express ideas and solutions
3. Enrich formal and informal interaction experiences
4. Increase awareness, attention, participation, & engagement
5. Sustain persistent presence of content & models in context
6. Leverage knowledge in context and collective competences
7. Facilitate transparency
8. Maximize flexibility, remixing, & repurposing
9. Create emergent work practices, processes, & social dynamics
10. Create and manage choice
M3R
Remote Collaboration in Mixed Media Mixed Reality
  Fusion of Physical, Virtual, and Mobile Worlds
                  iRoom               3Di Collaboration Team Space
               Physical World                  Virtual World




                                Smart Phones
                                Mobile World

Sponsors & Partners:                                 [Fruchter, Ivanov, Bharath, 2012]
Content-in-Context:
Real Time Situation Status, Explore and Make Decisions
   iRoom
Physical World




     3Di
Virtual World
Persistent Product Models & Content in Context
River2012: Digital and Virtual Presence in Collaborative Environment
       With Rich Media Content and 3D BIM Building Model




Madison     Stanford   Stanford   Germany     Stanford   Denmark
Aalto stanford webinar-on collaborative working ennvironments 2013
From Stacks of Content to
       Spreads of Content in Context
Application Sharing (e.g. GoToMeeting)   Immersive Virtual World (e.g. 3DICC)
                                              3D Team Neighborhood




Cognition                                   Cognition
•Attention       ~3 docs                    •Attention
•Memory                     # Shared        •Memory
•Correlation                Documents       •Correlation
•Capacity                                   •Capacity
•Multitasking                               •No
                                             Multitasking

                                                               # Shared
                                                               Documents
Attention and Awareness Distribution
   Web conferencing Application Sharing                          3D Team Neighborhood




 • Meetings held in the 3D
                      Team Neighborhood kept participants’ attention 24% more time
  on the task, more often and longer time - than in meetings held with Web conferencing - application sharing.
 • Multitasking during meetings:
                         - 3D Team Neighborhood                               NONE or MINIMAL
                         - Web conferencing application sharing               TYPICAL BEHAVIOR
[Fruchter and Cavallin, 2011]
http://pbl.stanford.edu

fruchter@stanford.edu
Increasing awareness and attention in
               collaboration

               VTT work in ColPro
               Aalto – Stanford webinar, 5th February 2013
               Seppo Valli
               VTT Technical Research Centre of Finland




                                                     05/02/2013   2




                            Contents

1. Some theory and lessons learned
     About terminology
     Why supporting awareness is important?
     Bill Buxton’s spaces for collaboration
     About classification of collaboration systems
2. Increasing awareness and attention: VTT Hydra
       Main question and starting point
       Cocktail Party Effect
       Hydra by Buxton, Microsoft and VTT
       Findings
       What next?
3. Short reflection




                                                                      1
05/02/2013   3




            Part 1: Some theory and lessons learned




                                                              05/02/2013   4




                           About terminology

     Collaboration = working together jointly, in interaction

     Attention = act of listening and looking sth/sb
         The process whereby a person concentrates on some features of
         the environment to the (relative) exclusion of others

     Awareness = [having knowledge on] agents + attentions + actions +
     artefacts 1)
         Awareness includes having knowledge on the context, i.e. indirect
         information of the [collaboration] situation
         The concept of deixis (in linguistic) is comparable to awareness
         (here in space!)
1)   “A for Awareness” (A4A), as formulated by S.Valli 2012




                                                                               2
05/02/2013   5




       Why supporting awareness is important?

 Awareness is particularly helpful for communication processes
 Collaboration requires intensive use of senses, i.e. human input
 and output interfaces
      Senses (human “front end”) are a scarce resource and a
      bottleneck in collaboration
 Awareness (incl. gaze awareness) reduces cognitive load in this
 [front end data] processing
      Awareness leaves more capacity to higher cognitive processes
      Cf. “Data-to-Wisdom continuum” (HoU)




                                                    05/02/2013   6




               Data-to-Wisdom continuum,
        a.k.a. Hierarchy of Understanding (HoU)




Figure: Data-to-Wisdom continuum (Gene Bellinger 2004;
http://www.systems-thinking.org/kmgmt/kmgmt.htm)




                                                                     3
05/02/2013   7




        Bill Buxton’s “spaces of collaboration”

 Spaces (writer’s interpretation: “functionality categories”) needed in
 collaboration [Sellen1992]:
      Personal space, i.e. support for communication
      Task space, i.e. supporting tools for collaboration (sc. groupware for
      jointly refining data to information and knowledge)
      Reference space, i.e. support for referencing (awareness) between
      the two above
 The above division is a good example of high level classification for
 collaboration systems
      Buxton’s classification emphasises the importance of awareness,
      especially space (positions, directions, relations, etc.) as context
 Classification is generally a challenging task due to multiple factors
 (dimensions) affecting collaboration
      Cf. e.g. those by Andriessen2003 and Wolff2006




                                                       05/02/2013   8




Part 2: Increasing awareness and attention: VTT Hydra




                                                                               4
05/02/2013   9




           Main question and starting point

What makes face-to-face collaboration “the gold standard” in
collaboration [Nardi2002]?

A good candidate for an answer is the gaze awareness in face-to-
face meetings
A straightforward way to enable gaze awareness is the Hydra
system reported by Buxton et.al. (e.g. 1997)

Hydra was implemented and demonstrated by VTT
VTT focus was in personal space (communication)
Multi-party 3D viewing was implemented for groupware (cf. task
space)




                                                    05/02/2013   10




                The Cocktail Party Effect:
 Human ability to discuss with people in noisy environment




      How to exploit this ability in networked communication?




                                                                      5
05/02/2013   11




                           Hydra and the Cocktail Party Effect

           Cocktail party effect refers to the human ability to follow discrete
           discussions in a “cocktail party” situation
           More generally, is not just a matter of auditory perception, but of
           audio-visual signal separation
           Hydra type of telepresence system aims to replicate the “cocktail
           party” communication protocol over network, for both video
           and audio
                This is achieved by supporting separate AV channels between
                each and every participant
                Visual cues (gaze, lip movements, gestures, etc.) are for big
                help even when the audio is monaural
                => better quality and awareness
           Little can be done if all the signal sources are bundled together
           already when being captured, as e.g. in conventional
           videoconferencing systems




                                                                                  05/02/2013   12




  Hydra replicates the “Cocktail Party Protocol” over network

                                                                  VTT Hydra       Full Mesh Geometry




                          audio/visual
                          space          Directional
                                         audio and
                                         video with
                                         knowledge of
                                         their origin
                                         = source
                                         separation



I cannot understand who                       I can see who is being looked at!
is being addressed &
looked at!

            Figure modified from eSoundTM ; http://www.oki.com/en/esound/technology/positioning.html




                                                                                                       6
05/02/2013   13




         A look is worth a thousand words!”

Eye-contact (gaze awareness) intensifies
communication and builds trust (cf. Andrew F.
Monk and Caroline Gale, 2002).
In conventional videoconferencing, gaze is not
conveyed correctly due to parallax error (cf.
image to the right)
Technical means to support true gaze               Figure: Displacement of
awareness between multiple remote users is         the camera from the
needed                                             display causes parallax
                                                   error => eye-contact is
Gaze awareness in relation to commonly viewed      disturbed
objects are needed




                                                     05/02/2013   14




       Personal telepresence system “Hydra”
          (cf. Hydra by Buxton et.al. 1997)
Straightforward way to convey gaze (facial direction)
Each remote participant is represented by a terminal with display,
camera and microphone
Terminal are connected by a full mesh (n2-n connections, where n
is the number of sites; cf. Metcalf’s law)
                                            Full Mesh Geometry




                                                                             7
05/02/2013   15




MS Personal Telepresence Station (Zhang, et.al. 2009)




 MS Personal Telepresence Station (http://research.microsoft.com/en-
 us/news/features/personaltelepresencestation-030909.aspx)




                                                         05/02/2013   16




Snapshots of three party collaboration with VTT Hydra
       (ColPro project demonstrations 2012)

 The local partner (“you”) is
 discussing with another party who
 is being looked at also by the third
 (right)




                                        The local partner (“you”) is an
                                        observer for the two other to
                                        discuss (left)




                                                                           8
05/02/2013    17




Associated groupware SW in Hydra: 3D viewing in browser
              environment [Siltanen2012]


                                           Video conferencing




                                                  Instant messaging linked to the selected
                                                  3D model component
                                                  Enables storing conversation history that
                                                  is linked to the conversation context.
   Static information linked to 3D model
   (e.g. maintenance instructions)




                                                                     05/02/2013    18




 Scenario for Hydra: Mobility with tablets (iPads or alike)




                                                                                              9
05/02/2013   19




             Remarks on VTT Hydra performance

   Awareness is improved the closer the surrogates are to the real
   physical setting (cf. next slide)
   The original Hydra system was implemented with very small
   terminals and displays => gaze awareness was not disturbed by
   the parallax difference between the camera and display
   Early experience from VTT’s Hydra system suggests that
   correcting the above mentioned parallax is necessary
                        • Various means to correct eye-contact exist
                        • A straightforward and rather good way is to
                          interpolate the view using e.g. two cameras on
                          opposite sides of the display
                            •   Requires ability to capture several cameras and
                                enough processing power
                            •   Better accuracy with more complex methods, e.g. with
                                3D sensors




                                                               05/02/2013   20




Three-way Distributed Collaboration (by Tang et.al. 2010)




Figure: Social surrogates (“Hydra” terminals) in a natural physical setting
[Tang2010]




                                                                                       10
05/02/2013   21




                   Future steps with Hydra

 Audio needs further consideration
 Video transmission implementation with WebRTC (is started)
     Browser based implementation for more flexibility, portability,
     and ease of further development
 Increasing the number of participants (>3)
 Improving and enhancing the groupware for 3D viewing
 User studies(!)
 True gaze awareness(!)

Options, e.g.:
 Using tablets as display (and interaction) devices
 Integrating VTT’s multi-touch table for interaction
 Information visualisation functionalities in 3D, Mixed Reality, etc.




                                                         05/02/2013   22




                     Part 3: Short reflection




                                                                           11
05/02/2013   23




           Summary: Awareness in collaboration space

   Physical world is naturally organized in 3D, making good use of spatial
   relations (directions and distances, i.e. locations)
   In most videoconferencing, collaboration, and telepresence systems
   spatiality is not typically exploited

   Awareness = [knowledge on] agents + attentions + actions + artefacts
   Collaboration space = sum of virtual and physical spaces > physical
   space

   We need new solutions to support “Awareness in collaboration space”
   Slightly more specifically, we need: Communication and groupware
   solutions supporting multi-party interaction and awareness




                                                                              05/02/2013   24




                                        References
Andriessen, J.H.Erik (2003). Working with the groupware. Understanding and evaluating
collaboration technology. London: Springer.
Buxton, W., Sellen, A. & Sheasby, M. (1997). Interfaces for multiparty videoconferencing. In K. Finn,
A. Sellen & S. Wilber (Eds.). Video Mediated Communication. Hillsdale, N.J.: Erlbaum, pp. 385-400.
Hollan, J. and Stornetta, S. (1992). Beyond being there. In Proceedings of CHZ’92, ACM, N.Y., 1992,
pp. 119-125.
Andrew F. Monk and Caroline Gale (2002). A look is worth a thousand words: full gaze awareness in
video-mediated Conversation. Discourse Processes, 1532-6950, Volume 33, Issue 3, 2002, pages
257 – 278.
Bonnie A. Nardi, Steve Whittaker (2002), The Place of Face-to-Face Communication in Distributed
Work, in “Distributed Work”, edited by Pamela Hinds and Sara Kiesler, MIT Press, 2002.
Pekka Siltanen, Seppo Valli (2012), Web-based 3D Mediated Communication in Manufacturing
Industry, CE2012, 12 p.
A.Tang, M.Pahud, K.Inkpen, H.Benko, J.C.Tang, B.Buxton (2010), Three’s Company: Understanding
Communication Channels in Three-way Distributed Collaboration, CSCW2010, pp. 271-280.
Wolff, R., Roberts, D. J., Steed, A. & Otto, O. (2006), A Review of Tele-collaboration Technologies
with Respect to Closely Coupled Collaboration, International Journal of Computer Applications in
Technology (IJCAT), 29(1), pp.11-26.




                                                                                                        12
05/02/2013   25




       Contact: seppo.valli@vtt.fi
         www.vtt.fi/multimedia

         VTT - 70 years of
technology for business and society




                                                       13
Immersive Terf™
                                                                 Real Customer
                                                                   Use Cases
Terf™ Training/Meeting Center Layout by Jim Linehan




                 Terf™ Construction Project Layout by LeMoine
Topics
Enterprise Impact Harness
   Clinical Trials Training Game
   Global Coaching
   Global Transformation Team




Truthful Insights


3D ICC & Terf™ Advances
    Corporate Changes
    Technology Roadmap
Julie – Who?

                     25+ Years Innovation & Adv Tech

                     Highlights
                        Co-creator ARPANet protocols for IP router security
                        now standard in all Internet routers (IETF Chair)
Julie LeMoine           Lead Security Architect for largest Intranet ever
CEO, 3D ICC             built
                        Security systems on Space Shuttle
                        Early collaboration from chat to video
                        Serial Entrepreneur – 5 companies
                        2004 Top 10 Woman to Watch in Technology in
     Ah, ha years!
                        New England (MIT & Mass High Tech)
                        First Entrepreneur in Residence at Simmons Post
                        Grad, MBA program
                        Founded & Ran Ctr For Adv. Collaboration for
                        Fidelity Investments in Technology ThinkTank
                        CEO & Founder at 3D ICC
Brings…
                                          
                                          
   They are / have…                       
                                             members, customers, users, …
                                         
   
                                              Via…
   
                                               Natural, “like real” locations
   
                                              
                                                  
                                              
                                                  
                                              
                                                  
3D ICC Confidential, not for reuse with                           Source: The Immersive Enterprise by LeMoine
out written authorization from 3D ICC
Enterprise Harness of Immersive Terf™
       (In-World Snapshot)




3D ICC confidential & proprietary ;
no distributed with out written                Source: The Immersive
permission from 3D ICC                         Enterprise by LeMoine
©
       Immersive Terf
       Core Features in Action




                                          Tools
                                              3D sound
                                              Chat
                                              Whiteboarding
                                              Live Video
                                              Streaming Video
                                              Screen Share
                                              Stickynotes
                                              co-create : mouse and keyboard
                                             share
                                             Whiteboarding, PPT, Excel, Word…
3D ICC confidential & proprietary ;           2D and 3D Creation
no distributed with out written
permission from 3D ICC                        Contextually Accurate Locations
Impactful
                                             Harness
                                      Examples:
                                         Clinical Trial Training Game
                                         Global Coaching
                                         Global Transformation




3D ICC confidential & proprietary ;
no distributed with out written
permission from 3D ICC                                           Source: Social Insides by LeMoine/Rudkoswki
Professionals                  =   Gamer

                                                  Sweet Spot Games Selection
                                              1. “Hard” problems
                                                  • Better, Faster, Cheaper
                                              2. Require no specialty training / skill
                                              3. No overlap with associate’s main job
                                              4. Limited level of effort to contribute
                                              5. Elicit engagement e.g., “good citizenship”
                                                 toward firm or Customers/Clients



3D ICC confidential & proprietary ;
no distributed with out written
permission from 3D ICC                                                Source: Social Insides by LeMoine/Rudkoswki
Gaming              Hard
                                              Stuff




                                      Problems that require Us
                                        (not just computers)



3D ICC confidential & proprietary ;
no distributed with out written
permission from 3D ICC                   Source: Social Insides by LeMoine/Rudkoswki
3D ICC confidential & proprietary ;
no distributed with out written       Terf © Example Use Cases
permission from 3D ICC
- Goals
                                                  -   Review &
                                      - Concept       Socialize   -   Outreach
                                                                                   - Pilot
                                        Design                                                      - Updates
                                                  - Update        - MarCom &
                                                    Content &       Launch Kit     - Learnings
                                      - Draft                                                       - Expanded
                                        Script      Experience
                                                                                                      launch
                                                               - Prepare
                                                  -Deployment    Org
                                                    & Tracking   Admin /
                                                    Details      Mgmt


3D ICC confidential & proprietary ;
no distributed with out written
permission from 3D ICC                                                       Source: The Immersive Enterprise by LeMoine
…So far

                                      •80% Thumbs Up on Experience

                                      •4 technical issues

                                      •Almost 100% participation by
                                      their Reps




3D ICC confidential & proprietary ;
no distributed with out written
permission from 3D ICC                                Source: The Immersive Enterprise by LeMoine
Impactful
                                              Harness
                                      Examples:
                                         Clinical Trial Training Game
                                         Global Coaching
                                         Global Transformation




3D ICC confidential & proprietary ;
no distributed with out written
permission from 3D ICC                                           Source: Social Insides by LeMoine/Rudkoswki
3D ICC confidential & proprietary ;
no distributed with out written       Terf © Example Use Cases
permission from 3D ICC
Impactful
                                              Harness
                                      Examples:
                                         Clinical Trial Training Game
                                         Global Coaching
                                         Global Transformation




3D ICC confidential & proprietary ;
no distributed with out written
permission from 3D ICC                                           Source: Social Insides by LeMoine/Rudkoswki
3D ICC confidential & proprietary ;
no distributed with out written       Terf © Example Use Cases
permission from 3D ICC
• Its “shiny new”

                                          • Not all “gamers” or tools are equal
                                               Familiarity, terminology, likes/dislikes,
                                               dexterity, features, security…

                                      • Gaming frivolity & right timing push-back

                                        • Console vs. Computer vs. Hollywood
                                            Expectations, Quality, Expenses


                                         • Impact content doesn’t create itself
                                              Creating content takes SMEs
                                              3D is not Web Design


                                                 • Everyone’s an expert




3D ICC confidential & proprietary ;
no distributed with out written
permission from 3D ICC                                                   Source: Social Insides by LeMoine/Rudkoswki
Recreation                           Enterprise Tool
                                             User Motivation & Time Commitment
                                                 •Recreation   :   Entertainment, play as much as
                                                 possible

                                                 •Enterprise: Work, not play, lowest level
                                                 commitment possible for impact


             Recreation                      Value Proposition
                                                 • Recreation: sell site/game itself, create
                                                 following

                                                 • Enterprise: Reduce costs, make $, solve
                                                 problems, improve service, increase knowledge,
                                                 innovate/create/brainstorm…

                                             Fun vs. Ease
                                                 •Recreation: Challenge is part of the fun

                                                 • Enterprise: Must be easy to do, looking for
                                                 that “least amount of effort for impact” factor
                                      Tool

3D ICC confidential & proprietary ;
no distributed with out written
permission from 3D ICC                                                 Source: The Immersive Enterprise by LeMoine
Aalto stanford webinar-on collaborative working ennvironments 2013
Brings…
                                          
                                          
   They are / have…                       
                                         
                                             learners, team members…
   
                                              Via…
   
                                               Natural, “like real” locations
   
                                              
                                                  
                                              
                                                  
                                              
                                                  
3D ICC Confidential, not for reuse with                           Source: The Immersive Enterprise by LeMoine
out written authorization from 3D ICC
1
                 Purchased all of Teleplace's IP
                          Owns OpenQwaq IP outright plus much more

        2        Rebranded platform : Immersive Terf or Terf
                  platform

        3        Moved platform to 100% commercial
              ◦       Purchas of Teleplace & commercial license for H.264 use

        4        Hired CEO: Serial Entrepreneur & Collaboration
                  Expert
              ◦       Significant Growth in customer base
              ◦       Established standard pricing and reseller channel

        5        Prelaunch of Corporate Website
              ◦       Improved support for prospects and customers



3D ICC confidential & proprietary ; no distributed with out written permission from 3D ICC
3D ICC’s Terf™ Roadmap Summary

                                                                                              Terf© Platform
                                                                                              2013 Roadmap

                                                     Terf© Platform                          IE, Safari, FireFox, Chrome
                                                        Current                              Vision Impaired- NVDA

                                                  New Python Apps                            SIP Endpoint Support
                                                  Performance Enh.                           Mobile: Slate/Smart Phone
           OpenQwaq
       Teleplace 
                                        +         Vision Impaired (JAWS)
                                                  Group mgmt.
                                                                                             Server Cloud Provisioning
                                                                                             RDP support
    Qwaq                                         IE Browser Client
Croquet                                          SSL Support                                Video sound sync &
                                                                                             encoding enh.
                                                  SAML 2.0
                                                   Auto-provisioning                         Update help & You
                                                                                             Tube Videos
                                                                                             And more…
3D ICC confidential & proprietary ; no distributed with out written permission from 3D ICC
Distributed Agile
                                                       Global Class Room

                                                       Construction Project Mgmt. &
                                                             Urban Planning
                                                       Conferences / Corporate Awards




3D ICC confidential & proprietary ; no distributed with out written permission from 3D
3D ICC confidential & proprietary ;
no distributed with out written       Terf © Example Use Cases
permission from 3D ICC
Agile Team Mantra
       To be                          highly performant, co-location is a
   must




3D ICC confidential & proprietary ;
no distributed with out written
permission from 3D ICC                            25
LOCATION TRANSPARENCY?
                        NOPE…


We need a location where we
can all be,
regardless of where we all
                    …be…




3D ICC confidential & proprietary ;
no distributed with out written
permission from 3D ICC                26
persistent
                  + visceral,
                     easy
                                      + large but
                                      affordable                    Code

                                               + address
                                              hybrid (groups &
                                              individual remotes)
                                                                 +
                                                             ecosystem
                                                             supportive
                         Global Agile Team Rooms
3D ICC confidential & proprietary ;
no distributed with out written
permission from 3D ICC                                                     27
3D ICC confidential & proprietary ;
no distributed with out written       Terf © Example Use Cases
permission from 3D ICC
3D ICC confidential & proprietary ;
no distributed with out written       Terf © Example Use Cases
permission from 3D ICC
3D ICC confidential & proprietary ;
no distributed with out written       Terf © Example Use Cases
permission from 3D ICC
3D ICC confidential & proprietary ;
no distributed with out written       Terf © Example Use Cases
permission from 3D ICC
Aalto stanford webinar-on collaborative working ennvironments 2013
Aalto stanford webinar-on collaborative working ennvironments 2013
Aalto stanford webinar-on collaborative working ennvironments 2013
Aalto stanford webinar-on collaborative working ennvironments 2013
Aalto stanford webinar-on collaborative working ennvironments 2013
Aalto stanford webinar-on collaborative working ennvironments 2013
Aalto stanford webinar-on collaborative working ennvironments 2013
Aalto stanford webinar-on collaborative working ennvironments 2013
Aalto stanford webinar-on collaborative working ennvironments 2013
•   Text messaging
•   Voice
•   Lync Mobile
•   E-Mail
Aalto stanford webinar-on collaborative working ennvironments 2013
Aalto stanford webinar-on collaborative working ennvironments 2013
Aalto stanford webinar-on collaborative working ennvironments 2013
Aalto stanford webinar-on collaborative working ennvironments 2013
“NOT AN OFFICIAL TEKES SCENARIO –
 Tekes' MY THOUGTHS ABOUT future ?
MORE    scenario and plans for the
IMPORTANT FACTORS AND ACTIONS


                        Kari Penttinen
                             5.2.2013




                                   Copyright © Tekes
Contents:

1.  Where we come from
2.  Drivers and needs for collaboration
3.  Currect Tekes -activities




                                          Copyright © Tekes
Background in agriculture, forests and lakes

Only two generations ago !



We understand now completely that the high living standard comes from
export, global markets and networks




                                                              Copyright © Tekes
Textile industry, Paper making, Electronics manufacturing

New industries like Gaming industry, software industry in general are
developing new skills in younger generations




                                                                 Copyright © Tekes
How the world is changing from our point of
view?



 This change is even much faster in manufacturing and it has changed
 the businesses already a lot




                                                                   Copyright © Tekes
This starting point is important to know when we think about our
competencies as well as our weaknesses as a nation!

Technology is usually easy for us but some other skills need to be
developed?




                                                                     Copyright © Tekes
"Ageing cannot be seen as a
                                                    problem"
                                                    In his first such address since
                                                    taking office last spring, Niinistö
There’s a lot of discussion about the demographic change
                                                    referred to Finland’s rapidly-
                                                    growing imbalance between
The President pointed out that the ageing of people pensioners and people of
                                                    is not a problem – it’s
natural and can not be seen as a reason econimical working age.
                                                     problems
                                                    “The public debate often
                                                    emphasises the impact of
Can Finland change the culture and working life fastdemographic changes on the
                                                     enough to utilize
foreign labour force from other countries and in general to collaborate we
                                                    economy,” he said. “Yet
with different cultures efficiently ????            must not forget that ageing is a
                                                    natural part of life. It cannot be
                                                    seen as a problem.”




                                                                              Copyright © Tekes
A lof of studies and attention to our ICT cluster has been paid during the
last few year – this study is one of them and still available at
www.megasignals.com




                                                                       Copyright © Tekes
The importance of growing companies in SME –sector is clear




                                                              Copyright © Tekes
The way we do R&D and innovate has to change from traditional R&D to
Include more new business and service innovations




                                                                 Copyright © Tekes
Finnish Industry foresight – eBusiness
                                                     Finnish SME companies are
                                                     able ot penetrate international
                                                     markets independently both in
                                                     B2B and B2C
                      Technology industry
                      companies increased their
                      foreign staff by seven per
                      cent - domestic personnel
                      figures grew only slightly.
   SME’s have to focus on international business – have they realized the
                                              Independent global SME
   Finnish exportof eBusiness ?
   potential sales                            actors with their own
   growth depends                                                         product and service
   mainly on the growth                                                   offering
   of large companies                        Part of international
                                             network

                                                                         BYOD=bring your own devices
                                                                Cloud services for business applications
                          Key-customer                 IT Consumerization, focus on usability
                          driven business
                                                 Social media, Crowdsourcing, 3D printing
                                      SaaS services for business IT
                           Single Euro Payments Area (SEPA)
                  RosettaNet, Databases, Data warehouses



                 2002                  2012                        2022


                                                                                                           Copyright © Tekes
Near future?



      Like in all implementation of new technologies – the users are the
      biggest challenge

      This is what the management has to understand
       However, Gartner, Inc. estimates that through 2015, 80
       percent of social business efforts will not achieve the intended
       benefits due to inadequate leadership and an overemphasis
       on technology.

 Source: http://www.informationweek.in/software/13-01-29/
 by_2016_50_percent_of_large_organizations_will_have_internal_facebook-
 like_social_networks_says_gartner.aspx?goback=%2Egde_3454994_member_210511913




                                                                                 Copyright © Tekes
UNDER THIS TITLE WE ACTIVATE COMPANIES TO DEVELOP
THE WAY THE COLLABORATE WITH PARTNERS AND
VENDORS
MAYBE SPECIFIT PROGRAMM LEVEL ACTIVITIES ALSO
COMING LATER




                                                Copyright © Tekes
The ManufacturingNet pointed out this scary observation

We are in the middle of ”race against the machines” !




                                                          Copyright © Tekes
Is this the way to go - ?

A simple diagram from Tekes Liideri –program presentation




                                                            Copyright © Tekes
Other more technology focused program activities from Tekes:

Learning Solutions – The objective of the programme is to develop
internationally important learning solutions in cooperation with
participants in the sector

Skene – Games Refueled - By launching the Skene programme
focusing on value networks in game development, Tekes aims to
strengthen the Finnish game industry's position at the global top by
creating an internationally significant game and entertainment
cluster in Finland.




                                                                       Copyright © Tekes
Thank you!

There’s a real for good development
project and high level research in order to
get more understanding and knowledge in
this area.
Kari	
  Pen)nen	
  
Senior	
  Adviser,	
  M.Sc.(Eng.)	
  
Products,	
  Produc:on	
  Systems	
  and	
  Manufacturing	
  Technologies	
  
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Aalto stanford webinar-on collaborative working ennvironments 2013

  • 1. Aalto&Stanford,webinar,on, Collabora2ve,Working,Environments, February'4th'and'5th'2013' ' Collabora<on'Environments'for'Global'Distributed'' Product'Processes'(ColPro)'2011D2013' hEp://www.hankegalleria.fi/tekes?so_id=27615' 2/19/2010, Digital'Product'Process'
  • 2. Collaborative Working Environments Webinar 1: Collaboration needs and practices in global industrial environments: Cases and Findings February 4, 2013 8:30-10:20am PST / 18:30-20:30 EET Chair: Dr. Renate Fruchter, Stanford University Challenges and Enablers of Global Collaborative Working Environments - Matti Vartiainen and Olli Jahkola, Aalto University • ABB o Global product transfer knowledge Portal=> Finland / Shanghai - Eero Palomäki, Aalto University o Company comment - Kim Kaijasilta, AAC Global • Konecranes o Facilitating Ideation in Innovation Processes - Pekka Alahuhta, Aalto University o Company comment - Olli Kuismanen, KoneCranes • Metso / UPM o Need for collective co-operation - Petri Mannonen, Aalto University o Company comment - Jani Honga, Metso Wrap-up - Renate Fruchter, Stanford University o Corporate partners' experiences o Lessons learned from companies after each case presentation o Cross-case Discussion Webinar 2: Presence and Engagement in Emergent Collaboration Environments February 5, 2013 8:30-10:20am PST / 18:30-20:30 EET Chair: Dr. Renate Fruchter, Stanford University 10 Key Characteristics for Next Generation Collaboration Environments - Renate Fruchter, Stanford University Increasing awareness and attention in collaboration - Seppo Valli, VTT Deploying cutting edge technologies: success stories and lessons learned o Tomorrow Delivered Today: Immersive Terf Real Customer Use Cases? - Ms. Julie LeMoine, CEO, 3D ICC o Eating Your Own Dog Food: How Microsoft Uses Its Own Collaboration Tools Both On Campus and Off - Dr. Randy Guthrie,PhD Microsoft, Microsoft Technology Evangelist, US-West o Collaboration Tool For Problem Solving in Field Service - Henry Palonen and Kari Niinimäki, Inno-W TEKES Scenario and Plans for the future - Kari Penttinen, Tekes Discussion and Closing Remarks
  • 3. Collaboration Environments for Global Distributed Product Processes (ColPro) 2011-2013 Webinar at Stanford University February 4th to 5th 2013 Prof. Matti Vartiainen & Olli Jahkola, Work Psychology and Leadership, Department of Industrial Engineering and Management, Aalto University School of Science 2/19/2010 Digital Product Process
  • 4. ColPro: Main goals •! To analyze and design new collaborative working environments (CWE) to develop global product processes, •! To synthesize the state-of-art practices of CWE for globally distributed teams and projects in corporate settings. •! To develop prototype mixed media environments, test them in learning and business settings in order to study the emergent team work processes and product quality improvements, and assess their transformative impacts. The overall results will be a “dashboard for collaboration technology”, (that is: synchronous and asynchronous tools for collaborating on global product data) and organizational practices of implementing, adapting and using it. 2
  • 5. ColPro: research partrners and approach Research partners: •! Aalto/TKK (http://vmwork.tkk.fi), prof. Matti Vartiainen (coordinator) with his team (Pekka Alahuhta, Olli Jahkola, Emma Nordbäck and Eero Palomäki), & prof. Marko Nieminen and Petri Mannonen (project manager (http://stratus.soberit.hut.fi/) and Venlakaisa Hölttä •! Stanford, prof. Renate Fruchter with her team (http://pbl.stanford.edu/fruchter_bio.htm) •! VTT Media technologies, prof. Caj Södergård and Seppo Valli with their team (http://www.vtt.fi/research/area/media_technologies.jsp?lang=en) Companies: AAC Global (Ismo Laukkanen), ABB (Jouni Ikäheimo), DNA (Mikko Knuuttila), Inno-W (Henry Palonen), Konecranes (Olli Kuismanen), Metso Automation (Jouni Pyötsiä), UPM (Heikki Ilvespää) Research approach: Company cases and quasi-experimental studies of interaction episodes collecting data by observations, interviews and questionnaires and by using secondary data 3
  • 7. Example of a global team under study
  • 8. Framework to study impacts, inhibitors and facilitators in global teams CONTEXTUAL COMPLEXITY of A, B, C, D and E = Global Collaborative Working Environments Individual life spheres LOCATION OUTCOMES Creativity - e.g. new ideas SOCIAL PHYSICAL RESOURCES RESOURCES Innovativeness - E.g. % of new product revenue, innovative climate TASK COMPLEXITY A B •! Complicatedness Effectiveness •! Interdependence Work-processes – Intra group processes Work processes intra-group processes – performance - E.g. planned vs. •! Ambiguity actual results Well-being - E.g. stress vs. flow INDIVIDUAL VIRTUAL RESOURCES RESOURCES Engagement - E.g. fluency TEMPORARINESS
  • 9. Collaboration practices of Finnish global companies: Data and methods •! The data was collected in eleven companies in e.g. telecommunications, electronics manufacturing, IT services, industrial manufacturing, and technical consulting •! First, a context analysis was made in each company by collecting documents and by interviewing company management. •! A total of 94 interviews were conducted between 2008 and 2011. The interviews lasted between 40-90 minutes and were conducted either face-to-face or via phone. •! The interview sessions, ranging from 45 minutes to 2 hours, were recorded and transcribed and then analyzed with Atlas/ti
  • 10. Findings 1: aggregated list of ICT tools used in the 12 cases, with counts in parentheses Communication Information/ Coordination Co-operation Group TIME systems knowledge sharing systems systems maintenance systems systems E-mail (12), SMS (4), SharePoint / Intranet (9), Shared calendars (6), - No "Phonebook" with Message board (2) Separate Document Availability/status photos, titles and Asynchronous repository (7), Wiki (4), information (6), interests of team Social media tool (4), Shared task list (1), members (1) Newsletters/mailing lists Project management (3), Blogs (2) tool (1), Ticketing FTP (2), Network drive system (1), (2), SAP (2), CRM tool Miscellaneous tools (1) (3) Phone/VOIP (12), Document/screen/ - No - No Permanently Instant messaging application sharing for open Skype/ Synchoronous (11), web conferences (7) webcam link Teleconferences (8), between two sites Web conferences (1) (8), Dedicated videoconferencing rooms (8) From Jahkola, O. (2013) The role of ICT tools and contextual factors in global virtual teams- MA thesis, p. 30
  • 11. Findings 2: Challenges of using ICT tools in the 12 cases Communication Information/ Coordination Co-operation Group systems knowledge sharing systems systems maintenance systems systems - E-mail: too many, -! Sharepoint et al.: -! Shared - Not - Group maintenance emotions and hard to find calenders and mentioned appeared to reactions aren’t information, status particularly be available, shortcomings in user- information: no associated with communication in a friendliness/ease of complaints informal foreign language is use, missing version communication, difficult. control. which mostly - Calls, Skype, -! Wikis: can crash and/ happened face-to- OCS, Sametime or be slow. face, via telephone/ CHALLENGES etc.: accessibility VOIP, and via IM. and poor UI. - Face-to-face - IM tools: don’t interaction was automatically archive considered a discussions. necessary - Teleconferences: prerequisite, but not background noises. always possible. - Synchronous communication: stressful. - Dedicated videoconference: availability, technical expertise needed. From Jahkola, O. (2013) The role of ICT tools and contextual factors in global virtual teams- MA thesis, p. 35-46.
  • 12. Facilitating and inhibiting factors in global teamwork: an example •! All of the twelve cases were analyzed to identify facilitating and inhibiting factors in global teamwork. •! Facilitating and inhibiting factors were categorized according to the space (mental, physical, virtual, social and organizational) they originated. •! An example: High interdependence: a software development team in a Swedish telecom company called “Sweco” (name changed). Sweco outsourced some software testing to a consulting company “Itcon” (name changed) with employees in India. Swedish/ Indian team was formed and started its work in January 2007. The team consists of seven team members: three people in India and four in Sweden.
  • 13. Case company’s Organizational context “Sweco” team policies C u s t o m e r Social spaces Case company’s company’s Team spirit experience organizational context Trust Virtual spaces C u l t u r a l factors Physical spaces Infrastructure Language Incompatible O f f i c e t o o l s e t s Mental spaces environment Various barriers b e t w e e n N o n - downsides to C e r t a i n stakeholders collocation individual ICT Social competences and traits tools support Silent/conference rooms ICT toolset in general Certain current or potential tools or functionalities Trust and team building through face- Case company’s ! "#$%&%'#()*!+#$',- to-face and informal communication organizational culture ! .)/%0%()*!+#$',- ! 1%234!+#$',- From Jahkola, O. (2013) The role of ICT tools and contextual factors in global virtual teams- MA thesis, p. 89.
  • 14. Conclusions •! Companies use a variety of ICT tools in their global collaboration, mostly very basic ones such as e-mail and teleconferences •! Integrated toolsets in ge eral use are still ’on their way’ •! Facilitating factors are found in all spaces (mental, physical, virtual and social) •! Inhibiting factors are mostly related to virtual spaces such as Incompatible toolsets between stakeholders and social spaces such as cultural issues •! Organizational policies concerning collaboration need to be developed and improved.
  • 15. Global product-transfer knowledge portal From Finland to Shanghai ABB AAC Global
  • 16. Case: Two countries & four dimensions of collaboration and communication Usefulness: Finland China SharePoint •! Usage testing The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again. Portal is here •! Task suitability •! Offices • •! IT systems •! Meeting •! eCWEs • rooms • •! Distributed •! Context work •! Support Physical Virtual The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again. Mental Social Mirror organization •! Social support •! Mood during • •! Management the project • •! Culture •! Project climate •! People •! Institutions
  • 17. Research questions RQ 1: What are the collaboration challenges in the case? RQ 2: What was the task suitability of the portal? RQ 3: How having two different cultures affected the distributed collaboration? RQ 4: How to get project participants use the portal more and better? Data collection •! Main data: Interviews (n = 19) of different roles in Finland, Poland, Sweden, China
  • 18. RQ 1: Communication tools •! Company tools in use this project: Phone, email (Lotus Notes), Sametime, visiting face-to-face, portals (PDM, project portal) •! From which employees choose based on: –! Task priority –! Time of the day (time zones) –! Organizational unit (i.e. designers use PDM system to share documents) –! What communication tools were used before the transfer project –! Language skills (written vs. speech) –! Contact network, how familiar the contact is –! Free-time vs. work topic •! Challenges –! Time zones –! Shaky phone lines –! Understanding written vs. spoken English –! Language skills –! Role and personnel changes break contact networks
  • 19. RQ 1: Differing organizational practices The virtual team needs to bridge differing organizational ABB Global practices despite working Organization under the shelf of one organization. For example differing ABB Amount of ABB prioritizations, support Sending overlap Receiving response times, norms, unit matters! unit supplier lead times, and regulations create challenges for the virtual team leader and members.
  • 20. RQ 2: Task suitability of the portal •! Quality and implementation is good for sharing information! •! !but other tools and practices in place: Email perceived faster and simpler. Also other local portals used for sharing and communication. •! Good for collecting information and reporting hours. These purposes force people to visit regularly. But still the frequency of usage is low. •! Portal and project model are mainly tools for the project manager and the upper management. They are not so relevant for other team members. ”The main purpose for this portal is for the project manager. [!] For a project member, I just do my own work.” •! PMs edit files in the portal, and can find work hour reports in one place easily. The portal works here as expected. •! However, finding and organizing information has some challenges: Structure of the portal is based on the gate project model, but this model not quite related to daily work in the receiving end !structure of portal is confusing for them.
  • 21. RQ 3: Cultural differences framed the collaboration •! Way of working (related to cultural differences) –! Some differences were detected in the way of working, but not many affecting daily work. Especially people who have worked in foreign companies adapt well to global team work. •! Language –! No major problems, writing down makes easier to understand –! Shyness, politeness and losing face affect more in communication situations •! Hierarchical boss-subordinate relationships –! Chinese work for their supervisor. A separate project organization might have problems to motivate people to work for the project. –! Your vision is quite restricted, everything comes from your boss. The bigger picture is lost. –! General manager should commit everyone to the extra project beforehand. •! Losing face –! Chinese are a little bit afraid to announce own mistakes. They fear losing their jobs. They take mistakes personally and want to avoid losing face •! Detailed instructions –! Chinese work a lot according to instructions, they will not question or challenge the instructions. In Finnish culture people apply more. –! With limited experience it is harder to make decisions with the fear of losing face. New products would need a detailed documentation as it is hard just to remember everything.
  • 22. RQ 4: Supporting participants use the portal more and better •! We need to improve the perceived usefulness –! Each participant needs to understand the benefits the portal brings to he/his department. (i.e. “Maybe for scheduling. Seeing schedules and status of others.”) –! Define the roles and purpose of each portal, many systems in use outside the project portal: “For engineering we use PDM system. It is used for document transfer from Helsinki. This is also a tool for the communication.” •! We need to improve the perceived ease of use –! “Should be more easier.” Now all documents are put to one basket, because people don’t understand the gate model. And the gate model is the structure of the portal. -> Increase training of the project model. –! Using the portal for sharing seems like extra trouble, when faster email available. –! Ensure good start and a good first impression -> Logins, access, and documents ready. Smooth and speedy operation of the portal to be ensured. •! We need to increase usage –! Attitudes and understanding of the meaning have increased along increased usage –! Project manager influence on usage is major. Portal used when asked, PM should ask more often! –! Portal usage has been made a measurable goal of a project, but how to make it the personal goal of project members?
  • 23. RQ 4: Case through implementation theory lense This seems ok for knowledge Give time here sharing! (1-2 projects/user) You will get here Improve this (meaning, sharing experiences from peers, project model understanding)
  • 24. Facilitating Ideation in Innovation Process Pekka Alahuhta 4th Feb. 2013 Pekka Alahuhta
  • 25. Preface •  Konecranes utilizes a global idea management system, to capture the ideas of the personnel. •  Room for improvement? –  Communication and mutual understanding –  Distributed decision-making •  Are radical ideas being dismissed due to errors in communication? •  How collaboration tools and communication patterns can support the innovation process? –  Usage of concurrent web-conferencing systems (MS Lync) –  Potential benefits of emerging collaboration technology (virtual worlds / Teleplace) –  Brainstorming embracing collective creativity?
  • 26. Research Setting: Different collaboration tools in ideation Case studies -  10 MS Lync sessions -  Teams were collaborating around an idea. -  Task: Achieve common understanding about the idea => decision to move the idea further or request more information -  6 BrainMerge sessions -  A brainstorm tool and user manual were handed out to teams of Konecranes’ summer workers developing an idea to product. -  Task: Select a question or idea, around which brainstorming might be potentially useful. Pilot the tool. -  5 Teleplace sessions -  Teams collaborating and ideating in virtual world -  Task: Project meeting in virtual environment. Process some acute tasks / problems.
  • 27. Data collection •  Recording the session (+20 hrs) •  Questionnaire (50 answers in total) –  Engagement –  Physical and social space –  Expectations –  Global outcome judgements –  System usability scale (SUS) –  Relationships among the participants –  Overall performance of the group •  Corroborating data –  Contents of Idea Management system related to the selected ideas •  Explanation of the idea •  Comments •  Phase transitions of the idea –  Interviews and discussions with Konecranes’ Innovation experts Presentation Name / Author 19.2.2013 4
  • 28. Data analysis •  Transcriptions •  Video protocol analysis –  Coding –  Boundary objects •  Linkography Linkographic representations •  Survey analysis Diagrams of video protocol Transcribed discussion analysis Presentation Name / Author 19.2.2013 5
  • 29. Artifacts, Facilitation and Transformative Interaction Experiences in Distributed Design Collaboration •  Context: Design Thinking in distributed settings –  Design is viewed as an iterative process •  Starts from identifying the user’s need •  Widening and narrowing of problem space •  Testing + Empathy –  Increasingly global design teams •  Questions: –  How distributed design teams differ in their use of artifacts as boundary objects when communicating in traditional versus emerging collaborative working environments? –  What are the role and tasks of a facilitator and team members in traditional versus emerging collaboration environments? •  Comparing the manifestation of boundary objects and effective facilitation practices in both environments –  Boundary objects => Objects or artifacts, helping to overcome the knowledge barrier among individuals –  Facilitation = > Ways to improve team’s performance
  • 30. Artifacts, Facilitation and Transformative Interaction Experiences in Distributed Design Collaboration Results •  Boundary objects –  Some boundary objects common for both collaboration environments •  Presentation (images, technical drawings, video clips…) •  Co-authoring (sketching, co-writing..) –  Boundary objects in virtual world •  Parallel processing of multiple boundary objects •  The environment itself can work as a boundary object –  Boundary objects in webconferencing system •  Rich epistemic obejcts / metaphors •  Facilitation –  Interventions classified as technical, process and content interventions –  Present in both collaboration tools ⇒  But different frequencies of interventions •  User experience and results –  Routinized usage of webconferencing system vs. new virtual world –  Similar performance => why?
  • 31. Conclusions -  Global collaboration in product development and innovation processes -  Tools contributing towards distributed ideation -  Collaboration environment supporting the interaction -  Different boundary objects manifest within different tools -  Different environments support different activities? -  Practices contributing towards distributed ideation -  Facilitation overcoming the barriers of distributed teamwork -  Technical facilitation helped the team to overcome usage barriers of a new system -  Process facilitation helped the team to overcome barriers of distributed setting
  • 32. Need For Collective Co-operation Building Knowledge Intensive And Location Dependent Problem Solving Services Petri Mannonen Strategic Usability Research Group Aalto University School of Science
  • 33. Current Organization: Industrial Maintenance and Support Operator Customer Maintenance man Technical Operator Specialist support Customer center Maintenance Operator man Customer
  • 34. Knowledge Intensive Distributed Services •! Development Trends –! Intelligent and networked equipment in factories –! Aim for higher and higher level of automation –! From situation awareness to true control of processes and equipment –! Maximizing efficiency of human resources •! Challenge –! Building, spreading and maintaining the new competence in the company
  • 35. Future vision: Global Network of Experts Networkd of experts Customer Operator Operator Customer Field Field worker worker Customer's Customer's Specialist Specialist Field R&D worker Support for collaboration tools and organizational learning
  • 36. Case: Emerging Service – Metso Loop Monitoring •! Proactive maintenance and optimization of the factory –! Automatic ‘component-level’ data collection and analysis to identify sub-optimal process areas and emerging problems –! High-level expertise to plan and execute changes in equipment or software and conduct precise maintenance •! Control Loop and Performance Monitoring aims –! Higher production –! Decrease in production and maintenance costs –! Increase in production quality –! Decrease in environmental emissions –! Improve in safety issues
  • 37. Collaboration and co-operation partners •! Customers with previous experience on the topic •! Customer – factory management •! Customer – engineer/specialist •! Customer – Factory operator •! Field experts (problem owner) •! Field experts with previous experience on the topic •! Global technical support centers •! Service R&D
  • 38. Collaboration and co-operation needs •! Focusing on the main task: problem solving –! Searching, sharing and structuring information –! Adjoined tasks: Learning, information sharing •! Straightforward and light-weight contacting –! Identifying and motivating best available experts •! Good control on information sharing and spreading –! Respecting non-disclosure agreements •! Organizational learning –! Building reusable and findable information
  • 39. Change requirements •! Organizational –! Support and motivation for shared problem solving –! Automatizing meta-tasks (e.g. billing related measurements) –! Capability to create data mining and analysis tools •! Personal –! New problem solving practices –! analog -> digital –! private -> public •! Technical/Tool-wise –! Social network tools –! Robust and flexible tools for information creation and sharing –! Robust and flexible collaboration tools –! New data mining and analysis tools
  • 40. Petri.Mannonen@aalto.fi Strategic Usability Research group Aalto University School of Science
  • 41. 10 Key Characteristics for Next Generation Collaboration Environments Dr. Renate Fruchter Founding Director Project Based Learning Laboratory (PBL Lab) http://pbl.stanford.edu fruchter@stanford.edu © Stanford University
  • 42. Capitalize on Global Corporate Competences HOW DO YOU COMMUNICATE? HOW DO YOU WORK TOGETHER? HOW DO YOU SHARE IDEAS / FEEDBACK? HOW DO YOU MAKE YOUR CONDITIONS VISIBLE? HOW DO YOU CONNECT MOBILE KNOWLEDGE WORKERS? HOW DO YOU CREATE, CAPTURE, SHARE, AND RE-USE KNOWLEDGE?
  • 43. 10 Key Characteristics for Next Generation Collaboration EcoSystems 1. Foster co-creation, inter-action, and co-action 2. Transform the way participants express ideas and solutions 3. Enrich formal and informal interaction experiences 4. Increase awareness, attention, participation, & engagement 5. Sustain persistent presence of content & models in context 6. Leverage knowledge in context and collective competences 7. Facilitate transparency 8. Maximize flexibility, remixing, & repurposing 9. Create emergent work practices, processes, & social dynamics 10. Create and manage choice
  • 44. M3R Remote Collaboration in Mixed Media Mixed Reality Fusion of Physical, Virtual, and Mobile Worlds iRoom 3Di Collaboration Team Space Physical World Virtual World Smart Phones Mobile World Sponsors & Partners: [Fruchter, Ivanov, Bharath, 2012]
  • 45. Content-in-Context: Real Time Situation Status, Explore and Make Decisions iRoom Physical World 3Di Virtual World
  • 46. Persistent Product Models & Content in Context River2012: Digital and Virtual Presence in Collaborative Environment With Rich Media Content and 3D BIM Building Model Madison Stanford Stanford Germany Stanford Denmark
  • 48. From Stacks of Content to Spreads of Content in Context Application Sharing (e.g. GoToMeeting) Immersive Virtual World (e.g. 3DICC) 3D Team Neighborhood Cognition Cognition •Attention ~3 docs •Attention •Memory # Shared •Memory •Correlation Documents •Correlation •Capacity •Capacity •Multitasking •No Multitasking # Shared Documents
  • 49. Attention and Awareness Distribution Web conferencing Application Sharing 3D Team Neighborhood • Meetings held in the 3D Team Neighborhood kept participants’ attention 24% more time on the task, more often and longer time - than in meetings held with Web conferencing - application sharing. • Multitasking during meetings: - 3D Team Neighborhood NONE or MINIMAL - Web conferencing application sharing TYPICAL BEHAVIOR [Fruchter and Cavallin, 2011]
  • 51. Increasing awareness and attention in collaboration VTT work in ColPro Aalto – Stanford webinar, 5th February 2013 Seppo Valli VTT Technical Research Centre of Finland 05/02/2013 2 Contents 1. Some theory and lessons learned About terminology Why supporting awareness is important? Bill Buxton’s spaces for collaboration About classification of collaboration systems 2. Increasing awareness and attention: VTT Hydra Main question and starting point Cocktail Party Effect Hydra by Buxton, Microsoft and VTT Findings What next? 3. Short reflection 1
  • 52. 05/02/2013 3 Part 1: Some theory and lessons learned 05/02/2013 4 About terminology Collaboration = working together jointly, in interaction Attention = act of listening and looking sth/sb The process whereby a person concentrates on some features of the environment to the (relative) exclusion of others Awareness = [having knowledge on] agents + attentions + actions + artefacts 1) Awareness includes having knowledge on the context, i.e. indirect information of the [collaboration] situation The concept of deixis (in linguistic) is comparable to awareness (here in space!) 1) “A for Awareness” (A4A), as formulated by S.Valli 2012 2
  • 53. 05/02/2013 5 Why supporting awareness is important? Awareness is particularly helpful for communication processes Collaboration requires intensive use of senses, i.e. human input and output interfaces Senses (human “front end”) are a scarce resource and a bottleneck in collaboration Awareness (incl. gaze awareness) reduces cognitive load in this [front end data] processing Awareness leaves more capacity to higher cognitive processes Cf. “Data-to-Wisdom continuum” (HoU) 05/02/2013 6 Data-to-Wisdom continuum, a.k.a. Hierarchy of Understanding (HoU) Figure: Data-to-Wisdom continuum (Gene Bellinger 2004; http://www.systems-thinking.org/kmgmt/kmgmt.htm) 3
  • 54. 05/02/2013 7 Bill Buxton’s “spaces of collaboration” Spaces (writer’s interpretation: “functionality categories”) needed in collaboration [Sellen1992]: Personal space, i.e. support for communication Task space, i.e. supporting tools for collaboration (sc. groupware for jointly refining data to information and knowledge) Reference space, i.e. support for referencing (awareness) between the two above The above division is a good example of high level classification for collaboration systems Buxton’s classification emphasises the importance of awareness, especially space (positions, directions, relations, etc.) as context Classification is generally a challenging task due to multiple factors (dimensions) affecting collaboration Cf. e.g. those by Andriessen2003 and Wolff2006 05/02/2013 8 Part 2: Increasing awareness and attention: VTT Hydra 4
  • 55. 05/02/2013 9 Main question and starting point What makes face-to-face collaboration “the gold standard” in collaboration [Nardi2002]? A good candidate for an answer is the gaze awareness in face-to- face meetings A straightforward way to enable gaze awareness is the Hydra system reported by Buxton et.al. (e.g. 1997) Hydra was implemented and demonstrated by VTT VTT focus was in personal space (communication) Multi-party 3D viewing was implemented for groupware (cf. task space) 05/02/2013 10 The Cocktail Party Effect: Human ability to discuss with people in noisy environment How to exploit this ability in networked communication? 5
  • 56. 05/02/2013 11 Hydra and the Cocktail Party Effect Cocktail party effect refers to the human ability to follow discrete discussions in a “cocktail party” situation More generally, is not just a matter of auditory perception, but of audio-visual signal separation Hydra type of telepresence system aims to replicate the “cocktail party” communication protocol over network, for both video and audio This is achieved by supporting separate AV channels between each and every participant Visual cues (gaze, lip movements, gestures, etc.) are for big help even when the audio is monaural => better quality and awareness Little can be done if all the signal sources are bundled together already when being captured, as e.g. in conventional videoconferencing systems 05/02/2013 12 Hydra replicates the “Cocktail Party Protocol” over network VTT Hydra Full Mesh Geometry audio/visual space Directional audio and video with knowledge of their origin = source separation I cannot understand who I can see who is being looked at! is being addressed & looked at! Figure modified from eSoundTM ; http://www.oki.com/en/esound/technology/positioning.html 6
  • 57. 05/02/2013 13 A look is worth a thousand words!” Eye-contact (gaze awareness) intensifies communication and builds trust (cf. Andrew F. Monk and Caroline Gale, 2002). In conventional videoconferencing, gaze is not conveyed correctly due to parallax error (cf. image to the right) Technical means to support true gaze Figure: Displacement of awareness between multiple remote users is the camera from the needed display causes parallax error => eye-contact is Gaze awareness in relation to commonly viewed disturbed objects are needed 05/02/2013 14 Personal telepresence system “Hydra” (cf. Hydra by Buxton et.al. 1997) Straightforward way to convey gaze (facial direction) Each remote participant is represented by a terminal with display, camera and microphone Terminal are connected by a full mesh (n2-n connections, where n is the number of sites; cf. Metcalf’s law) Full Mesh Geometry 7
  • 58. 05/02/2013 15 MS Personal Telepresence Station (Zhang, et.al. 2009) MS Personal Telepresence Station (http://research.microsoft.com/en- us/news/features/personaltelepresencestation-030909.aspx) 05/02/2013 16 Snapshots of three party collaboration with VTT Hydra (ColPro project demonstrations 2012) The local partner (“you”) is discussing with another party who is being looked at also by the third (right) The local partner (“you”) is an observer for the two other to discuss (left) 8
  • 59. 05/02/2013 17 Associated groupware SW in Hydra: 3D viewing in browser environment [Siltanen2012] Video conferencing Instant messaging linked to the selected 3D model component Enables storing conversation history that is linked to the conversation context. Static information linked to 3D model (e.g. maintenance instructions) 05/02/2013 18 Scenario for Hydra: Mobility with tablets (iPads or alike) 9
  • 60. 05/02/2013 19 Remarks on VTT Hydra performance Awareness is improved the closer the surrogates are to the real physical setting (cf. next slide) The original Hydra system was implemented with very small terminals and displays => gaze awareness was not disturbed by the parallax difference between the camera and display Early experience from VTT’s Hydra system suggests that correcting the above mentioned parallax is necessary • Various means to correct eye-contact exist • A straightforward and rather good way is to interpolate the view using e.g. two cameras on opposite sides of the display • Requires ability to capture several cameras and enough processing power • Better accuracy with more complex methods, e.g. with 3D sensors 05/02/2013 20 Three-way Distributed Collaboration (by Tang et.al. 2010) Figure: Social surrogates (“Hydra” terminals) in a natural physical setting [Tang2010] 10
  • 61. 05/02/2013 21 Future steps with Hydra Audio needs further consideration Video transmission implementation with WebRTC (is started) Browser based implementation for more flexibility, portability, and ease of further development Increasing the number of participants (>3) Improving and enhancing the groupware for 3D viewing User studies(!) True gaze awareness(!) Options, e.g.: Using tablets as display (and interaction) devices Integrating VTT’s multi-touch table for interaction Information visualisation functionalities in 3D, Mixed Reality, etc. 05/02/2013 22 Part 3: Short reflection 11
  • 62. 05/02/2013 23 Summary: Awareness in collaboration space Physical world is naturally organized in 3D, making good use of spatial relations (directions and distances, i.e. locations) In most videoconferencing, collaboration, and telepresence systems spatiality is not typically exploited Awareness = [knowledge on] agents + attentions + actions + artefacts Collaboration space = sum of virtual and physical spaces > physical space We need new solutions to support “Awareness in collaboration space” Slightly more specifically, we need: Communication and groupware solutions supporting multi-party interaction and awareness 05/02/2013 24 References Andriessen, J.H.Erik (2003). Working with the groupware. Understanding and evaluating collaboration technology. London: Springer. Buxton, W., Sellen, A. & Sheasby, M. (1997). Interfaces for multiparty videoconferencing. In K. Finn, A. Sellen & S. Wilber (Eds.). Video Mediated Communication. Hillsdale, N.J.: Erlbaum, pp. 385-400. Hollan, J. and Stornetta, S. (1992). Beyond being there. In Proceedings of CHZ’92, ACM, N.Y., 1992, pp. 119-125. Andrew F. Monk and Caroline Gale (2002). A look is worth a thousand words: full gaze awareness in video-mediated Conversation. Discourse Processes, 1532-6950, Volume 33, Issue 3, 2002, pages 257 – 278. Bonnie A. Nardi, Steve Whittaker (2002), The Place of Face-to-Face Communication in Distributed Work, in “Distributed Work”, edited by Pamela Hinds and Sara Kiesler, MIT Press, 2002. Pekka Siltanen, Seppo Valli (2012), Web-based 3D Mediated Communication in Manufacturing Industry, CE2012, 12 p. A.Tang, M.Pahud, K.Inkpen, H.Benko, J.C.Tang, B.Buxton (2010), Three’s Company: Understanding Communication Channels in Three-way Distributed Collaboration, CSCW2010, pp. 271-280. Wolff, R., Roberts, D. J., Steed, A. & Otto, O. (2006), A Review of Tele-collaboration Technologies with Respect to Closely Coupled Collaboration, International Journal of Computer Applications in Technology (IJCAT), 29(1), pp.11-26. 12
  • 63. 05/02/2013 25 Contact: seppo.valli@vtt.fi www.vtt.fi/multimedia VTT - 70 years of technology for business and society 13
  • 64. Immersive Terf™ Real Customer Use Cases Terf™ Training/Meeting Center Layout by Jim Linehan Terf™ Construction Project Layout by LeMoine
  • 65. Topics Enterprise Impact Harness Clinical Trials Training Game Global Coaching Global Transformation Team Truthful Insights 3D ICC & Terf™ Advances  Corporate Changes  Technology Roadmap
  • 66. Julie – Who? 25+ Years Innovation & Adv Tech Highlights Co-creator ARPANet protocols for IP router security now standard in all Internet routers (IETF Chair) Julie LeMoine Lead Security Architect for largest Intranet ever CEO, 3D ICC built Security systems on Space Shuttle Early collaboration from chat to video Serial Entrepreneur – 5 companies 2004 Top 10 Woman to Watch in Technology in Ah, ha years! New England (MIT & Mass High Tech) First Entrepreneur in Residence at Simmons Post Grad, MBA program Founded & Ran Ctr For Adv. Collaboration for Fidelity Investments in Technology ThinkTank CEO & Founder at 3D ICC
  • 67. Brings…   They are / have…   members, customers, users, …    Via…   Natural, “like real” locations        3D ICC Confidential, not for reuse with Source: The Immersive Enterprise by LeMoine out written authorization from 3D ICC
  • 68. Enterprise Harness of Immersive Terf™ (In-World Snapshot) 3D ICC confidential & proprietary ; no distributed with out written Source: The Immersive permission from 3D ICC Enterprise by LeMoine
  • 69. © Immersive Terf Core Features in Action Tools  3D sound  Chat  Whiteboarding  Live Video  Streaming Video  Screen Share  Stickynotes  co-create : mouse and keyboard share Whiteboarding, PPT, Excel, Word… 3D ICC confidential & proprietary ;  2D and 3D Creation no distributed with out written permission from 3D ICC  Contextually Accurate Locations
  • 70. Impactful Harness Examples: Clinical Trial Training Game Global Coaching Global Transformation 3D ICC confidential & proprietary ; no distributed with out written permission from 3D ICC Source: Social Insides by LeMoine/Rudkoswki
  • 71. Professionals = Gamer Sweet Spot Games Selection 1. “Hard” problems • Better, Faster, Cheaper 2. Require no specialty training / skill 3. No overlap with associate’s main job 4. Limited level of effort to contribute 5. Elicit engagement e.g., “good citizenship” toward firm or Customers/Clients 3D ICC confidential & proprietary ; no distributed with out written permission from 3D ICC Source: Social Insides by LeMoine/Rudkoswki
  • 72. Gaming Hard Stuff Problems that require Us (not just computers) 3D ICC confidential & proprietary ; no distributed with out written permission from 3D ICC Source: Social Insides by LeMoine/Rudkoswki
  • 73. 3D ICC confidential & proprietary ; no distributed with out written Terf © Example Use Cases permission from 3D ICC
  • 74. - Goals - Review & - Concept Socialize - Outreach - Pilot Design - Updates - Update - MarCom & Content & Launch Kit - Learnings - Draft - Expanded Script Experience launch - Prepare -Deployment Org & Tracking Admin / Details Mgmt 3D ICC confidential & proprietary ; no distributed with out written permission from 3D ICC Source: The Immersive Enterprise by LeMoine
  • 75. …So far •80% Thumbs Up on Experience •4 technical issues •Almost 100% participation by their Reps 3D ICC confidential & proprietary ; no distributed with out written permission from 3D ICC Source: The Immersive Enterprise by LeMoine
  • 76. Impactful Harness Examples: Clinical Trial Training Game Global Coaching Global Transformation 3D ICC confidential & proprietary ; no distributed with out written permission from 3D ICC Source: Social Insides by LeMoine/Rudkoswki
  • 77. 3D ICC confidential & proprietary ; no distributed with out written Terf © Example Use Cases permission from 3D ICC
  • 78. Impactful Harness Examples: Clinical Trial Training Game Global Coaching Global Transformation 3D ICC confidential & proprietary ; no distributed with out written permission from 3D ICC Source: Social Insides by LeMoine/Rudkoswki
  • 79. 3D ICC confidential & proprietary ; no distributed with out written Terf © Example Use Cases permission from 3D ICC
  • 80. • Its “shiny new” • Not all “gamers” or tools are equal Familiarity, terminology, likes/dislikes, dexterity, features, security… • Gaming frivolity & right timing push-back • Console vs. Computer vs. Hollywood Expectations, Quality, Expenses • Impact content doesn’t create itself Creating content takes SMEs 3D is not Web Design • Everyone’s an expert 3D ICC confidential & proprietary ; no distributed with out written permission from 3D ICC Source: Social Insides by LeMoine/Rudkoswki
  • 81. Recreation Enterprise Tool User Motivation & Time Commitment •Recreation : Entertainment, play as much as possible •Enterprise: Work, not play, lowest level commitment possible for impact Recreation Value Proposition • Recreation: sell site/game itself, create following • Enterprise: Reduce costs, make $, solve problems, improve service, increase knowledge, innovate/create/brainstorm… Fun vs. Ease •Recreation: Challenge is part of the fun • Enterprise: Must be easy to do, looking for that “least amount of effort for impact” factor Tool 3D ICC confidential & proprietary ; no distributed with out written permission from 3D ICC Source: The Immersive Enterprise by LeMoine
  • 83. Brings…   They are / have…     learners, team members…  Via…   Natural, “like real” locations        3D ICC Confidential, not for reuse with Source: The Immersive Enterprise by LeMoine out written authorization from 3D ICC
  • 84. 1  Purchased all of Teleplace's IP  Owns OpenQwaq IP outright plus much more 2 Rebranded platform : Immersive Terf or Terf platform 3 Moved platform to 100% commercial ◦ Purchas of Teleplace & commercial license for H.264 use 4 Hired CEO: Serial Entrepreneur & Collaboration Expert ◦ Significant Growth in customer base ◦ Established standard pricing and reseller channel 5 Prelaunch of Corporate Website ◦ Improved support for prospects and customers 3D ICC confidential & proprietary ; no distributed with out written permission from 3D ICC
  • 85. 3D ICC’s Terf™ Roadmap Summary Terf© Platform 2013 Roadmap Terf© Platform IE, Safari, FireFox, Chrome Current Vision Impaired- NVDA New Python Apps SIP Endpoint Support Performance Enh. Mobile: Slate/Smart Phone OpenQwaq Teleplace  + Vision Impaired (JAWS) Group mgmt. Server Cloud Provisioning RDP support Qwaq  IE Browser Client Croquet  SSL Support Video sound sync & encoding enh. SAML 2.0 Auto-provisioning Update help & You Tube Videos And more… 3D ICC confidential & proprietary ; no distributed with out written permission from 3D ICC
  • 86. Distributed Agile Global Class Room Construction Project Mgmt. & Urban Planning Conferences / Corporate Awards 3D ICC confidential & proprietary ; no distributed with out written permission from 3D
  • 87. 3D ICC confidential & proprietary ; no distributed with out written Terf © Example Use Cases permission from 3D ICC
  • 88. Agile Team Mantra To be highly performant, co-location is a must 3D ICC confidential & proprietary ; no distributed with out written permission from 3D ICC 25
  • 89. LOCATION TRANSPARENCY? NOPE… We need a location where we can all be, regardless of where we all …be… 3D ICC confidential & proprietary ; no distributed with out written permission from 3D ICC 26
  • 90. persistent + visceral, easy + large but affordable Code + address hybrid (groups & individual remotes) + ecosystem supportive Global Agile Team Rooms 3D ICC confidential & proprietary ; no distributed with out written permission from 3D ICC 27
  • 91. 3D ICC confidential & proprietary ; no distributed with out written Terf © Example Use Cases permission from 3D ICC
  • 92. 3D ICC confidential & proprietary ; no distributed with out written Terf © Example Use Cases permission from 3D ICC
  • 93. 3D ICC confidential & proprietary ; no distributed with out written Terf © Example Use Cases permission from 3D ICC
  • 94. 3D ICC confidential & proprietary ; no distributed with out written Terf © Example Use Cases permission from 3D ICC
  • 104. Text messaging • Voice • Lync Mobile • E-Mail
  • 109. “NOT AN OFFICIAL TEKES SCENARIO – Tekes' MY THOUGTHS ABOUT future ? MORE scenario and plans for the IMPORTANT FACTORS AND ACTIONS Kari Penttinen 5.2.2013 Copyright © Tekes
  • 110. Contents: 1.  Where we come from 2.  Drivers and needs for collaboration 3.  Currect Tekes -activities Copyright © Tekes
  • 111. Background in agriculture, forests and lakes Only two generations ago ! We understand now completely that the high living standard comes from export, global markets and networks Copyright © Tekes
  • 112. Textile industry, Paper making, Electronics manufacturing New industries like Gaming industry, software industry in general are developing new skills in younger generations Copyright © Tekes
  • 113. How the world is changing from our point of view? This change is even much faster in manufacturing and it has changed the businesses already a lot Copyright © Tekes
  • 114. This starting point is important to know when we think about our competencies as well as our weaknesses as a nation! Technology is usually easy for us but some other skills need to be developed? Copyright © Tekes
  • 115. "Ageing cannot be seen as a problem" In his first such address since taking office last spring, Niinistö There’s a lot of discussion about the demographic change referred to Finland’s rapidly- growing imbalance between The President pointed out that the ageing of people pensioners and people of is not a problem – it’s natural and can not be seen as a reason econimical working age. problems “The public debate often emphasises the impact of Can Finland change the culture and working life fastdemographic changes on the enough to utilize foreign labour force from other countries and in general to collaborate we economy,” he said. “Yet with different cultures efficiently ???? must not forget that ageing is a natural part of life. It cannot be seen as a problem.” Copyright © Tekes
  • 116. A lof of studies and attention to our ICT cluster has been paid during the last few year – this study is one of them and still available at www.megasignals.com Copyright © Tekes
  • 117. The importance of growing companies in SME –sector is clear Copyright © Tekes
  • 118. The way we do R&D and innovate has to change from traditional R&D to Include more new business and service innovations Copyright © Tekes
  • 119. Finnish Industry foresight – eBusiness Finnish SME companies are able ot penetrate international markets independently both in B2B and B2C Technology industry companies increased their foreign staff by seven per cent - domestic personnel figures grew only slightly. SME’s have to focus on international business – have they realized the Independent global SME Finnish exportof eBusiness ? potential sales actors with their own growth depends product and service mainly on the growth offering of large companies Part of international network BYOD=bring your own devices Cloud services for business applications Key-customer IT Consumerization, focus on usability driven business Social media, Crowdsourcing, 3D printing SaaS services for business IT Single Euro Payments Area (SEPA) RosettaNet, Databases, Data warehouses 2002 2012 2022 Copyright © Tekes
  • 120. Near future? Like in all implementation of new technologies – the users are the biggest challenge This is what the management has to understand However, Gartner, Inc. estimates that through 2015, 80 percent of social business efforts will not achieve the intended benefits due to inadequate leadership and an overemphasis on technology. Source: http://www.informationweek.in/software/13-01-29/ by_2016_50_percent_of_large_organizations_will_have_internal_facebook- like_social_networks_says_gartner.aspx?goback=%2Egde_3454994_member_210511913 Copyright © Tekes
  • 121. UNDER THIS TITLE WE ACTIVATE COMPANIES TO DEVELOP THE WAY THE COLLABORATE WITH PARTNERS AND VENDORS MAYBE SPECIFIT PROGRAMM LEVEL ACTIVITIES ALSO COMING LATER Copyright © Tekes
  • 122. The ManufacturingNet pointed out this scary observation We are in the middle of ”race against the machines” ! Copyright © Tekes
  • 123. Is this the way to go - ? A simple diagram from Tekes Liideri –program presentation Copyright © Tekes
  • 124. Other more technology focused program activities from Tekes: Learning Solutions – The objective of the programme is to develop internationally important learning solutions in cooperation with participants in the sector Skene – Games Refueled - By launching the Skene programme focusing on value networks in game development, Tekes aims to strengthen the Finnish game industry's position at the global top by creating an internationally significant game and entertainment cluster in Finland. Copyright © Tekes
  • 125. Thank you! There’s a real for good development project and high level research in order to get more understanding and knowledge in this area. Kari  Pen)nen   Senior  Adviser,  M.Sc.(Eng.)   Products,  Produc:on  Systems  and  Manufacturing  Technologies   Programme  Manager,  Digital  Product  Process  -­‐programme   Tekes,  Finnish  Funding  Agency  for  Technology  and  Innova:on   P.O.Box  69  FI-­‐00101  Helsinki,  FINLAND   tel.  +358  1060  55916,  mobile  +358  50  5577916   kari.pen)nen@tekes.fi   Copyright © Tekes