Skip to main content

Home/ Virtual R&D Teams/ Group items tagged Board

Rss Feed Group items tagged

Filter: All | Bookmarks | Topics Simple Middle
Nader Ale Ebrahim

6 Communication Tips for Distributed Agile Teams - Voices on Project Management - 0 views

blogs.pmi.org/...munication-tips-for-distr.html

shared by Nader Ale Ebrahim on 23 Jan 13 - No Cached
  • 6 Communication Tips for Distributed Agile Teams By Bill Krebs on January 11, 2013 10:15 AM | Permalink | Comments (0) Distributed agile teams have to overcome distance and time to achieve what Alistair Cockburn describes as "osmotic communication" -- tacit knowledge and spontaneous discussion. Speakers at an October 2012 summit on distributed agile teams offered six tips for improving high-bandwidth communication:1. Make a Time Zone Table. You may know this already, but this tool is a must for finding times for meetings required by your agile process, including daily Scrum meetings, estimating, planning, demos and retrospectives. To create one, use a spreadsheet to list rows of times for potential meetings and corresponding time zones for all members. For example:Mind the International Date Line and daylight savings time. Then apply your matrix to a range of dates, before or after daylight savings time changes. For example, a December call between New York and India would be at 7:00 a.m. EST/5:30 p.m. India time -- but in June, it is 4:30 p.m. India time. Online date and time tools are useful when putting together this matrix.Be aware of each location's typical work hours, and make a separate table or calendar of holidays. 2. Break language barriers. Even when remote team members speak the same language, don't assume smooth communications. For example, some people have heavier accents than others. Language barriers can particularly impact the efficiency of agile teams, which include daily standup meetings. One solution is to assign a spokesperson with better language skills in the team's common language (English, for example). Also, be mindful of cultural metaphors and idioms that may not make sense in other countries. 3. Increase visibility. Because agile teams use task boards to show stories and associated work, communications can become complicated for distributed teams. To show the many visual elements used in agile -- from notecards on a wall to task boards -- teams need to think beyond web cameras. Try using online tools, which can range from free task boards to full-service applications with analytics and portfolio management. Or opt for spatial collaboration environments such as Terf©. Terf shows cards for each task on the wall in the context of other charts and team members. Online virtual rooms deliver contextual information and a sense of co-presence, where distributed agile teams experience the collaboration they are accustomed to in a face-to-face environment.4. Improve sound. Agile teams rely on high-bandwidth communication. And clear audio is essential in the frequent meetings necessary in the agile process. So if you are using voiceover IP, avoid wireless for a more stable connection. Little things go a long way in improving sound quality, too. Use a USB headset or ear buds to avoid feedback and echoes from built-in speakers. Consider investing in a better microphone. Some have digital signal processing to reduce noise, some are excellent for large rooms and some have different patterns to accept or reject sound. Finally, provide text chat for backup communication and questions during a long discussion. 5. Go on the record. Recording audio from conference calls and screens from slide presentations keep team members informed if they cannot attend in real time. This is especially helpful for informing offshore team members in crucial content meetings, such as agile planning. Just beware that without the interactivity, it is harder for people to remain engaged. So with recordings, try to keep it short.6. Organize by component, not role. Some teams may be tempted to assign people in one location one role. Yet team members on agile teams are encouraged to share roles. So what's the solution? Cross-functional teams by location, working on a subset of your project. This improves communication between locals, reducing overhead.What communication challenges and solutions have you experienced for your distributed teams?Go beyond communication tips -- find out how to apply measures and metrics of agile techniques into your projects. PMI members can dig deeper into the topic, with expert tips on the many facets of agile.
  • Nader Ale Ebrahim on 23 Jan 13
     
    "6 Communication Tips for Distributed Agile Teams By Bill Krebs on January 11, 2013 10:15 AM | Permalink | Comments (0) Distributed agile teams have to overcome distance and time to achieve what Alistair Cockburn describes as "osmotic communication" -- tacit knowledge and spontaneous discussion. Speakers at an October 2012 summit on distributed agile teams offered six tips for improving high-bandwidth communication: 1. Make a Time Zone Table. You may know this already, but this tool is a must for finding times for meetings required by your agile process, including daily Scrum meetings, estimating, planning, demos and retrospectives. To create one, use a spreadsheet to list rows of times for potential meetings and corresponding time zones for all members. For example: PMI Voices Bill Krebs Time Zone Table.pngMind the International Date Line and daylight savings time. Then apply your matrix to a range of dates, before or after daylight savings time changes. For example, a December call between New York and India would be at 7:00 a.m. EST/5:30 p.m. India time -- but in June, it is 4:30 p.m. India time. Online date and time tools are useful when putting together this matrix. Be aware of each location's typical work hours, and make a separate table or calendar of holidays. 2. Break language barriers. Even when remote team members speak the same language, don't assume smooth communications. For example, some people have heavier accents than others. Language barriers can particularly impact the efficiency of agile teams, which include daily standup meetings. One solution is to assign a spokesperson with better language skills in the team's common language (English, for example). Also, be mindful of cultural metaphors and idioms that may not make sense in other countries. 3. Increase visibility. Because agile teams use task boards to show stories and associated work, communications can become complicated for distributed teams. To show the many visual elements used i
Nader Ale Ebrahim

Some Tips For Virtual Team Of Startup Company | Visionwiz - 0 views

visionwiz.net/...irtual-team-of-startup-company

shared by Nader Ale Ebrahim on 16 Feb 13 - No Cached
  • Nader Ale Ebrahim on 16 Feb 13
     
    "Some Tips For Virtual Team Of Startup Company By Martin at February 11, 2013 | 8:26 am | Print Some Tips For Virtual Team Of Startup Company Almost every startup is a virtual team these days, since most don't start out with dedicated office space, and some or all members of the team work part-time or out of their own home. It's a small world, so these team members may not even be in the same town, or the same country. Outsourcing is just another extension of the virtual team concept to people you don't even know. Working effectively with a virtual team of any sort has many challenges. How do entrepreneurs establish and maintain rapport with people they rarely see, and team members who have never met? How do they keep track of what everyone is doing and assure effective communication between all team members? Experts on this subject, including Yael Zofi, in her recent book, "A Manager's Guide to Virtual Teams," has identified eight key characteristics of high-performing virtual teams, which every startup founder should understand and enable: 1. Members exhibit a global mindset - they look outward, not inward. Effective virtual leaders widen their focus from the local to the global, which implicitly creates an environment of respect. Respect engenders buy-in, without which members can't take ownership of work product and work toward a common goal. 2. Members share responsibility for achieving the mission. High performing teams have a sense of purpose where members internalize their piece of the mission, thereby transcending the isolation that defines working in a virtual environment. Team members develop an understanding about their mutual dependence to achieve objectives. 3. A culture of openness facilitates trust and authenticity. Effective founders work to create and maintain an environment of team trust to defuse miscommunications. They focus on behaviors, not on personalities, because they know this engenders trust. Then they "say what t
Nader Ale Ebrahim

How to Create Your Own Online Course: 100 Tools, Guides, and Resources | Best Universities - 0 views

www.bestuniversities.com/...100-tools-guides-and-resources

shared by Nader Ale Ebrahim on 05 Oct 12 - No Cached
  • Nader Ale Ebrahim on 05 Oct 12
     
    "How to Create Your Own Online Course: 100 Tools, Guides, and Resources [del.icio.us] [Digg] [Facebook] [Mixx] [Reddit] [StumbleUpon] [Twitter] [Email] Perhaps you have a special skill, talent, or knowledge-base that you want to share with others, and maybe you've heard that teaching online courses can make you a little extra money. The resources below will help you discover how to combine both what you have to offer and what you wish to gain by guiding you through creating and establishing an online course. No matter what age of student, subject you want to teach, or size of the class, you will find resources and information to bring your class online. Learning Management Systems Learning Management Systems host your online class and provide a place for students to receive and turn in assignments, class communication, and more. Moodle. This free and very popular course management system allows you to design a course for thousands or only a few students and gives access to creating forums, wikis, databases, and much more. Blackboard Learn . Blackboard is used by many institutes of higher learning, as well as other organizations, as a source of online classroom management. eLearningZoom. Take advantage of the free trial to see how this application works for education, organizations, and businesses. Nicenet's Internet Classroom Assistant. Set up your course here and have access to conferencing, scheduling, document sharing, personal messaging, and link sharing. FlexTraining. This e-learning system offers a low-cost solution to providing online training and education. The home page also offers plenty of thinking-points for considering a learning management system. Backpack. While not specifically a learning management system, this app is great for organizing groups and sharing information-and is available at no charge for the basic services. OPEN Learning Management System. This open-source management system helps online teachers w
Nader Ale Ebrahim

Items where Subject is "L - Industrial Organization > L1 - Market Structure, Firm Strat... - 0 views

mpra.ub.uni-muenchen.de/...L1.html

shared by Nader Ale Ebrahim on 18 Oct 12 - No Cached
  • Nader Ale Ebrahim on 18 Oct 12
     
    "JEL Classification: L1 - Market Structure, Firm Strategy, and Market Performance JEL Classification (20485) L - Industrial Organization (2451) L1 - Market Structure, Firm Strategy, and Market Performance (730) L10 - General (81) L11 - Production, Pricing, and Market Structure; Size Distribution of Firms (160) L12 - Monopoly; Monopolization Strategies (29) L13 - Oligopoly and Other Imperfect Markets (193) L14 - Transactional Relationships; Contracts and Reputation; Networks (107) L15 - Information and Product Quality; Standardization and Compatibility (70) L16 - Industrial Organization and Macroeconomics: Industrial Structure and Structural Change; Industrial Price Indices (68) L17 - Open Source Products and Markets (26) L19 - Other (9) Number of items at this level: 143. Fulvio , Castellacci (2012): Business Groups, Innovation and Institutional Voids in Latin America. Unpublished. Chen, Yongmin; Pan, Shiyuan and Zhang, Tianle (2012): (When) Do Stronger Patents Increase Continual Innovation? Unpublished. Fan, Haichao; Lai, Edwin L.-C. and Li, Yao Amber (2012): Credit Constraints, Quality, and Export Prices: Theory and Evidence from China. Unpublished. Ciliberto, Federico and Schenone, Carola (2012): Are the Bankrupt Skies the Friendliest? Unpublished. Ciliberto, Federico and Schenone, Carola (2012): Bankruptcy and product-market competition: evidence from the airline industry. Unpublished. Aliu, Armando (2012): European industrial relations: transnational relations and global challenges. Unpublished. Agisilaou, Panayiotis (2012): Keep to sustain or keep to exploit? Why firms keep hard evidence. Unpublished. Golonka, Monika (2012): Konwergencja, konsolidacja, koopetycja - jak zmienia się branża technologii informacyjnych i komunikacyjnych (ICT). Published in: Przeglad Organizacji , Vol. 3
Nader Ale Ebrahim

Issue 69 September 2012 - World Academy of Science, Engineering and Technology - 0 views

www.waset.org/...v69.php

shared by Nader Ale Ebrahim on 28 Oct 12 - No Cached
  • Endeavoring Innovation via Research and Development Management: A Case of Iranian Industrial Sector Reihaneh Montazeri Shatouri, Rosmini Omar, Wan Khairuzzaman Wan Ismail
  • Nader Ale Ebrahim on 28 Oct 12
     
    " Article# WORLD ACADEMY OF SCIENCE, ENGINEERING AND TECHNOLOGY ISSUE 69 SEPTEMBER 2012 Page# 1 A Study on the Average Information Ratio of Perfect Secret-Sharing Schemes for Access Structures Based on Bipartite Graphs Hui-Chuan Lu 1 2 Second Order Admissibilities in Multi-parameter Logistic Regression Model Chie Obayashi, Hidekazu Tanaka, Yoshiji Takagi 7 3 Note on the necessity of the patch test Rado Flajs, Miran Saje 12 4 Optimal Distribution of Lift Gas in Gas Lifted Oil Field Using MPC and Unscented Kalman Filter Roshan Sharma, Bjørn Glemmestad 16 5 Trends in Competitiveness of the Thai Printing Industry Amon Lasomboon 28 6 A Micro-Watt Second Order Filter for a Chopper Stabilized MEMS Pressure Sensor Interface Arup K. George, Wai Pan Chan, Zhi Hui Kong, Minkyu Je 31 7 Diversification of the Monogeneans (Platyhelminthes) in Indian Freshwater Fish Families A. Chaudhary, H.S. Singh 34 8 A Ring-Shaped Tri-Axial Force Sensor for Minimally Invasive Surgery Beibei Han,Yong-Jin Yoon, Muhammad Hamidullah, Angel Tsu-Hui Lin, Woo-Tae Park 38 9 Ecological Risk Assessment of Poly Aromatic Hydrocarbons in the North Port, Malaysia Belin Tavakoly Sany, Aishah Salleh, Abdul Halim Sulaiman, Ghazaleh Monazami Tehrani 43 10 Intercultural Mediation Training and the Training Process of Common Sense Leaders by the Leadership of Universities Communication and Artistic Campaigns Bilgehan Gültekin, Tuba Gültekin 47 11 The Effect of Rotational Speed and Shaft Eccentric on Looseness of Bearing Chalermsak Leetrakool, Komson Jirapattarasilp 57 12 Benchmarking: Performance on ALPS and Formosa Clusters Chih-Wei Hsieh, Chau-Yi Chou, Sheng-HsiuKuo, Tsung-Che Tsai, I-Chen Wu 61 13 Effects of Different Plant Densities on the Yield and Quality of Second Crop Sesame Ö. Öztürk, O. Şaman 66 14 Agrowaste: Phytosterol from Durian Seed D. Mohd Nazrul Hisham, J. Mohd Lip, R. Suri, H. Mohamed Shafit, Z.Kharis, K. Shazlin, A. Normah, M.F. Nurul Nabilah 72 15
Nader Ale Ebrahim

Assessing the Quality of Teamwork in Virtual Teams | Leading Virtually - 0 views

www.leadingvirtually.com/collaboration-in-virtual-teams

shared by Nader Ale Ebrahim on 04 May 12 - No Cached
  • Nader Ale Ebrahim on 04 May 12
     
    "Assessing the Quality of Collaboration in Virtual Teams Posted in June 12th, 2008 by Betsy Carroll in Challenges, Collaboration, Leadership, Teamwork For those who are interested in virtual team collaboration, the concept of teamwork is crucial. But rarely is "teamwork" actually defined. Just as the adage goes, we know it when we see it, but we may have trouble explicitly saying what makes for good teamwork. This week, Surinder sent me an academic journal article by Martin Hoegl and Hans Georg Gemuenden that has great practical application for defining what good collaboration or teamwork consists of. The authors call their concept "teamwork quality", and define it in terms of 6 facets. They are: Communication Coordination Balance of member contributions Mutual support Effort Cohesion The authors found evidence that teamwork quality is related both to team performance (defined by quality and efficiency) and personal success of team members (defined by satisfaction and learning). This post, based on that article, has two pieces. First, I will briefly define and describe each facet of teamwork quality. This should be useful for people in the field to assess the quality of their virtual teamwork. Second, I will discuss some ways to foster teamwork quality when the team is virtual, something the authors of the article don't specifically discuss. Please note that the term "teamwork quality" in this article does not include the nature of the team's task or the quality of interactions with others outside the team - it is only about the processes within a team. 1. Communication: How frequent, informal, direct, and open is your team's communication? Generally, more frequent communication is productive, but this should be relative to what is sufficient or necessary for the task. The authors describe informal communication as being more spontaneous. Direct communication happens when people talk to one another rather than relayi
Nader Ale Ebrahim

Team Communication on Virtual Project Success - 0 views

www.zoomerang.com/...WEB22EM5T9UZW4

shared by Nader Ale Ebrahim on 03 Feb 12 - No Cached
  • Nader Ale Ebrahim on 03 Feb 12
     
    "Dear respondents, I am a graduate student at Hawai'i Pacific University. I am currently working on my research thesis towards my degree in Information Systems. The purpose of this study is to determine factors that influence virtual project success as a result of recent development in virtual communication enabled by the advancements in information and communication technologies (ICTs) and virtual team members' increased maturity in handling cultural and occupational differences. This survey will take approximately 3-5 minutes to complete. Your voluntary response to this request constitutes your informed consent to your participation in this survey. You are not required to take the survey. Once you have started to answer the questions, you can leave the site at any point. No penalty will be imposed for failure to respond to this survey or any of the questions. Once you've reached the last page of this survey, your responses will be sent to me anonymously. Information that can potentially identify an individual respondent or their organizations, such as cookies and IP address, will not be collected by the researcher when you submit your survey. Should you decide to exit the survey without completing all required questions, no data will be collected. Your responses to this survey are strictly confidential and no one will have access to the instruments but the researcher after they are turned in. The intent of this work is scientific and academic. The data will be used in statistical analysis and reports. The data will be stored online at www.zoomerang.com with password protection. This research has been approved by the Hawai'i Pacific University Institutional Review Board (IRB). The Committee administers both the General Assurance of Compliance with the United States Department of Health and Human Services Policy for the protection of Human Subjects and the University policy covering the protection of human subjects. If you have any questions about your righ
Nader Ale Ebrahim

Making the Team: A Guide for Managers, 4th ed by Leigh L. Thompson - Ashauer - 2012 - P... - 0 views

onlinelibrary.wiley.com/...abstract

shared by Nader Ale Ebrahim on 07 Aug 12 - No Cached
  • Nader Ale Ebrahim on 07 Aug 12
     
    " rganizational & Industrial Psychology > Personnel Psychology > Vol 65 Issue 3 > Abstract JOURNAL TOOLS Get New Content Alerts Get RSS feed Save to My Profile Get Sample Copy Recommend to Your Librarian JOURNAL MENU Journal Home FIND ISSUES Current Issue All Issues GET ACCESS Subscribe / Renew FOR CONTRIBUTORS OnlineOpen Author Guidelines Submit an Article ABOUT THIS JOURNAL News Overview Editorial Board Permissions Advertise Contact SPECIAL FEATURES Professional Opportunities Call for Papers: Corporate Social Responsibility and Human Resource Management Call for Papers: The Global Context and People at Work Wiley Job Network Advertising Opportunities with Wiley Online Library Wiley Job Network Wiley Psychology Jobs Search thousands of jobs on the Wiley Job Network Making the Team: A Guide for Managers, 4th ed by Leigh L. Thompson"
Nader Ale Ebrahim

Ingeniería Mecánica - Actualidad y perspectivas en la enseñanza del área de m... - 0 views

scielo.sld.cu/scielo.php

shared by Nader Ale Ebrahim on 25 Nov 13 - No Cached
  • 46. Ebrahim, N. A., Ahmed, S., Rashid S, H. et al. "Virtual R&D teams: A potential growth of education-industry collaboration". En: 2nd International Congress on Engineering Education (ICEED 2010). Kuala Lumpur. 2010. [Consultado el: 11 de febrero de 2012]. Disponible en: http://mpra.ub.uni-muenchen.de/27414/2/A_potential_growth_of_education -industry_collaboration.pdf. DOI 10.1109/ICEED.2010.5940754
  • Nader Ale Ebrahim on 25 Nov 13
     
    "Ingeniería Mecánica versión ISSN 1815-5944 Ingeniería Mecánica vol.16 no.1 La Habana ene.-abr. 2013 ARTÍCULO DE REVISIÓN Actualidad y perspectivas en la enseñanza del área de manufactura a estudiantes de ingeniería Current and future perspectives in teaching manufacturing area to engineering students Juan David Orjuela-Méndez, José Manuel Arroyo-Osorio, Rodolfo Rodríguez-Baracaldo Universidad Nacional de Colombia. Facultad de Ingeniería-Sede Bogotá. Bogotá. Colombia. RESUMEN Este trabajo es una revisión sobre los desafíos que se presentan en la formación de ingenieros para desempeñarse en manufactura y las propuestas de tipo curricular y didáctico para enfrentar los desafíos detectados. Se decanta que la industria de manufactura contemporánea está sometida a una dinámica de transformación paulatinamente más rápida para satisfacer las demandas locales y globales. Varios investigadores plantean que esta dinámica se debe reflejar también en la educación en ingeniería e indican la necesidad inaplazable de integrar el conocimiento práctico en el currículo. Se evidencia también una rápida expansión e influencia de las tecnologías de la información y comunicaciones en los procesos educativos y son puestos en consideración los nuevos estilos de aprendizaje de los jóvenes y su influencia en las prácticas utilizadas en el aula. Finalmente, se reportan varios enfoques estructurados para evaluar, ajustar y rediseñar las acciones de formación, entre otras, el aprendizaje por proyectos. Palabras claves: ingeniería, procesos de manufactura, enseñanza, aprendizaje, enfoques estructurados. ABSTRACT This paper is a review of the challenges presented in the training of engineers to work in the manufacturing industry and the proposals of curricular and didactic kind to address the challenges identified. It is remarkable that the modern manufacturing industry is under a dynamic transformation gradually faster t
Nader Ale Ebrahim

Benefits and Pitfalls of Virtual R&D Teams: An Empirical Study-知来论文发表中心 - 0 views

lw20.com/2011022475731484.html

shared by Nader Ale Ebrahim on 25 Oct 11 - No Cached
  • Benefits and Pitfalls of Virtual R&D Teams: An Empirical Study 下载全文 Abstract:In this paper, advantages and drawbacks of virtual teams in research and development (R&D) are studied. With the globalization of commercial practices and advances in information and communication technologies, increasing numbers of enterprises are establishing cross-functional, geographically distributed virtual teams. Virtual teams in R&D are designed to access external resources and knowledge to maximize the competitive advantage from limited labor and resources. A survey has been conducted on 210 Malaysian and Iranian manufacturing companies, aimed to investigate the characteristics of R&D collaborations and extract the main advantages/disadvantages ’ factors of virtual teams. These factors can be a guide line for R&D manager to achieve better performance of virtual teams. Author: Nader Ale Ebrahim Shamsuddin Ahmed Zahari Taha Year:2010 Source:IN: 6TH INTERNATIONAL COMMUNICATION & INFORMATION TECHNOLOGY MANAGEMENT CONFERENCE (ICTM 2010) Volume-OnPage: Keyword: 相似文献 [1] Bai Zi-li Liu Chang-you Li Hui-ya Empirical study on the R&D spillover effect among regional industries[2] Zhou Zhengzhu An empirical study of the external motivation about R&D outsourcing[3] Bin-Feng Chai Empirical study on the relationship between R&D investment, capital structure, and firm size of China private listed Companies[4] Wei, Li Gen-dao, Li Functioning of co-opetition on the R&D efficiency and productivity growth: An empirical study of Chinese pharmaceutical companies[5] Qiang He Song Chen Jian Zhang An empirical study of board education's distribution and R&D expenditure from listed manufacturing firms in China[6] Zhu, Jie Chen, Shuang Lu, Qiang Measuring member performance in multi-functional R&D teams: an empirical study with GAHP analysis[7] Ziqi Liao Greenfield, P.F. Corporate R&D strategy portfolio in Japanese and Australian technology-based firms: an empirical study[8] Nader Ale Ebrahim Shamsuddin Ahmed Zahari Taha Virtual R&D teams and SMEs growth: A comparative study between Iranian and Malaysian SMEs[9] Li Yinsheng Hu Baomin Zhang Die An empirical research on R&D investment and economic growth[10] Ureyen, R. Meydanli, I.I. Koksaldi, S. Reorganization of an industrial R&D center: a case study
Nader Ale Ebrahim

How effective are virtual teams? - 0 views

virtualteamsblog.com/...ow-effective-are-virtual-teams

shared by Nader Ale Ebrahim on 13 Oct 11 - No Cached
  • Volvo: A study by the Corporate Executive Board found that Volvo decreased their travel costs by 50% by implementing virtual teams. In addition, 75% of workers believed they increased their value to the company by using virtual teams.
Nader Ale Ebrahim

테크노경영연구정보센터(CIMERR) / 센터소개 - 0 views

www.cimerr.net/...view.php

shared by Nader Ale Ebrahim on 28 Oct 11 - No Cached
  • The Effectiveness of Virtual R＆D Teams in SMEs: Experiences of Malaysian SMEs
1 - 14 of 14
Showing 20▼ items per page