13. VCS develops innovative approaches both to community collaboration and project management 09-12-10 Processes supported Innovativeness of concepts (Productivity, Web 2.0, etc.) Collaboration/ community Project Management Traditional Innovative CollectiveX (Community) VCS Daptive Projectplace R-Plan SharePoint, Lotus Open Source (Alfresco, Plone) Huddle Basecamp
19. The productivity differences are largely due to different coordination models 09-12-10 DIFFERENTIATION IN COORDINATION MODELS [Source: Lühring, 2006; Löh and Katzy, 2008; Sari et al., 2007] Backup Formal project management Ad-hoc coordination Heedful interrelating Scope definition Management sets exact scope before project approval; Changes only with formal approval process Nobody defines scope clearly, can change quickly on request Team defines and negotiates scope jointly. Changes on member request with joint approval Team selection Management/PM on long-term resource planning Short-term resource availability Competence and commitment of people Task planning & assignment Formal WBS and detailed task planning by PM, scheduling ac-cording to resource availability Short-term task identification and assignment according to availability – usually by PM Identification of required results and negotiation/sign-up of people to deliver Progress tracking Reporting task progress or completion Typically PM keeps track of central Todo-List Updating maturity status of results Problem solving Risk management and detailed planning tries to identify problems early, solving through hierarchical decision making Problem solving discussions as they arise Visibility and concern by everybody identifies problems, which are solved by those affected Result/ knowledge integration Through planning clear task break down and specifications with minimal interfaces Largely through project manager Shared responsibility and collaboration for results, e.g. iterating drafts between team
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