|
 |
An Architecture and Business Process Framework for Global Team Collaboration
Cynthia Pickering
Information Services and Technology Group, Intel Corporation
Eleanor Wynn
Information Services and Technology Group, Intel Corporation
Index words: collaboration, globalization, team, architecture, virtual
Citation for this paper:
Pickering, C.; Wynn, E. “An Architecture and Business Process Framework for
Global Team Collaboration.” Intel Technology Journal.
http://developer.intel.com/technology/itj/2004/volume08issue04/art11_collaboration/p01_abstract.htm (November 2004).
ABSTRACT
Tools for remote team collaboration within businesses have been available since
the mid-1980s. Two opposing trends cause complete collaboration solutions to
remain elusive. On the one hand, core tool capabilities are developed as point
solutions, and then extra functions are added. These added functions may not
integrate well with or be as fully developed as the core functionality. On the
other hand, enterprises are rapidly globalizing and becoming more dependent on
comprehensive collaboration applications to coordinate distributed teams. This
means that overall productivity is affected by how well tools, processes, and
capabilities are integrated; the tools should not be just a collection of separate
features/functions.
An audit of collaboration tools used at Intel showed both overlaps and gaps
between remote tools and day-to-day activities of workers. When an employee has
so many tools to choose from and furthermore, works on multiple teams, the
choices become overwhelming and confusing. The underlying architecture of a
realistic solution to these overlaps and gaps must provide integration interfaces
within the team collaboration environment, and to other business applications,
information technology services, and infrastructure. In this paper, we describe
a multi-level approach to integration, and we discuss unique findings about
Intel's remote teams that justify our model. An essential element of progress
towards the goal of an integrated solution will be the deployment of enabling
platforms and the likelihood that these practical, indeed necessary, innovations
in collaboration will also provide market pull for Intel's core products. By
identifying and addressing our own needs, we can also provide solutions for a
significant percentage of the Fortune 500 market that engages global workforces
for knowledge work.
|
|