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Intel Technical Journal
     Volume 08     Issue 04     Published November 17, 2004     ISSN 1535-864X   
Successful Application of Service-Oriented Architecture Across the Enterprise … and Beyond


Abstract

Introduction

Intel Virtuality Data

Visionary Concept

Overall Solution Stack

Current Progress and Roadmap

Conclusion

Acknowledgments

References

Authors’ Biographies
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Section 1 of 10
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.

 

 

Section 1 of 10

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