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Brevity Software Solutions is an international travel portal development company providing complete end to end online travel portal software solutions for travel agencies across the world. We provide travel technology solutions for products like Hotels, Flights, Tours & Transfers, Custom Holidays and Car Rentals using GDS and third party suppliers integration.

"Managing the virtual world By Golnaz Sadri and John Condia Executive Summary The skyrocketing availability of communication tools has given enterprises the ability to establish project teams that not only include office compatriots, but colleagues from other countries and continents. Some say management is management, but those who pick team leaders and members face additional challenges when managing their far-flung charges. Jon Katzenback and Douglas Smith in Harvard Business Review define a work team as a group of people with complementary skills who are committed to a common mission, set of performance goals and task approach for which they hold themselves mutually accountable. Virtual teams possess these same qualities with the added ability to employ geographically dispersed people who use technology and communication to accomplish their work across time and space, according to Michelle LaBrosse in Employment Relations Today. The use of virtual teams is growing. A 2010 survey of employees at 600 multinational corporations conducted by RW3 CultureWizard found that 80 percent of respondents belonged to a virtual team. Those who manage virtual teams have challenges that sometimes differ from those who handle face-to-face teams. The following recommendations can help those involved in virtual team member selection, leadership and process, thereby maximizing their effectiveness. Though different in some ways, virtual teams have many characteristics in common with successful co-located teams. Blaise Bergiel, Erich Bergiel and Phillip Balsmeier in Management Research News describe the keys to success for both face-to-face and virtual teams as: high levels of trust, open and clear communication, strong leadership, clear goals and purpose and the use of appropriate levels of technology. Differences include the fact that virtual teams are able to span across spatial distance and multiple time zones. Team members can be as close as one floor away or as far apart a

"Managing from a distance - How to manage virtual teams This blog post follows the Deloitte e-tolling article (written by Candice Silverstone and published on the 18th March 2011) which discussed the effect e-tolling will have on employees. I have provided an excerpt from the article below: "Given the impact that this proposed system will have on organisations and their employees, it is crucial that companies consider the implications on their Reward and Travel policies and practices, as well as changes to traditional modes of working. In order to cut travel time and associated costs, the creation of home offices, particularly by professionals and knowledge workers, is likely to become more attractive with the implementation of e-tolling. The trend of remote/off-site/virtual teams is therefore likely to increase, particularly with advances of technology. Such working arrangements may present socio-psychological challenges however, such as a decline in team spirit due to little personal contact and supervision, feelings of social isolation as a result of increased use and dependence on technology, and poor employee well-being and frustration due to possible role uncertainty". Managing from a Distance - How to manage virtual, remote and/or dispersed teams by Candice Silverstone of Deloitte Consulting As many organisations are aware, non-traditional teams are growing locally and internationally as enterprises convert to global organisational structures and invest in more complex technology. The introduction of toll roads is also likely to decrease face to face time in the hope of reducing travel costs. It is time to stop thinking of dispersed teams as special cases and start developing management strategies for dealing with the new challenges that they create so as not to risk team dysfunction and sub-optimal performance. Critical Success Factors for High Performing Dispersed Teams Extensive research, coupled with our own client experience, demonstrates

" Alanah Mitchell, Ilze Zigurs Trust in virtual teams: solved or still a mystery? Search on Bibsonomy DATA BASE The full citation details ... 2009 DBLP DOI BibTeX RDF computer mediated groups, group task, trust, virtual teams, distributed teams, collaboration technology 3 Rose Saikayasit, Sarah Sharples The Influence of Shared-Representation on Shared Mental Models in Virtual Teams. Search on Bibsonomy HCI The full citation details ... 2009 DBLP DOI BibTeX RDF shared-representation, collaboration, virtual teams, shared mental models 3 Niina Nurmi Unique Stressors of Cross-Cultural Collaboration through ICTs in Virtual Teams. Search on Bibsonomy HCI The full citation details ... 2009 DBLP DOI BibTeX RDF Coping, Virtual Teams, Stress, Cross-Cultural Collaboration 3 Hilko Donker, Malte Blumberg Collaborative process management and virtual teams. Search on Bibsonomy CHASE The full citation details ... 2008 DBLP DOI BibTeX RDF groupware, project management, virtual teams, process management, collaborative process, collaborative software, team effectiveness 3 Anne Powell, Gabriele Piccoli, Blake Ives Virtual teams: a review of current literature and directions for future research. Search on Bibsonomy DATA BASE The full citation details ... 2004 DBLP DOI BibTeX RDF IS teams, distributed collaborative work, computer mediated communication, virtual teams 3 Pierre A. Balthazard, Richard E. Potter, John Warren Expertise, extraversion and group interaction styles as performance indicators in virtual teams: how do perceptions of IT's performance get formed? Search on Bibsonomy DATA BASE The full citation details ... 2004 DBLP DOI BibTeX RDF big five personality model, contextual performance, extraversion, group interaction styles, virtual teams, expertise, task performance 3 Claude Godart, Pascal Molli, Gérald Oster, Olivier Perrin, Hala Skaf-Molli, Pradeep Ray, Fethi A. Rabhi The ToxicFarm Integrated Cooperation Framework for Vi

"The five "super" factors virtual teams must do well-or fail! By jaclynkostner On April 25, 2012 · Add Comment · In Virtual Collaboration, Virtual Leadership, Virtual Meetings, Virtual Relationship Building, Virtual Relationships, Virtual Team Collaboration, Virtual Team Trust, Virtual Team Trust-Building, Virtual Teamwork online meetings, virtual relationships, virtual community Virtual teams need more than a technical connection to work effectively together. What are the most important factors effective virtual leaders use to engage their virtual team to high performance? If your virtual team has little to no travel, five core factors drive a virtual team to be inspired, engaged, and connected on an interpersonal level when people are remote from each other. Here are five best practices that virtual leaders must do right when people are NOT face-to-face. Align your virtual team behind the "moment of truth," not just vision, mission, and goals. Stop micromanaging tasks! Instead, raise and focus your team's energy and passion to deliver a consistent "moment of truth" that pleases your virtual team's customers, internally or externally. Future blog posts will tell you more about this proven success factor that transforms work into joy and delivers consistent, excellent results when the leader can't be there to supervise the work. Vigorously collaborate in weekly web conference meetings. Is everyone is multi-tasking on other things during your weekly conference call or web conference meeting? Multi-tasking in online meetings is out of control today. It's the #1 symptom of collaboration failure. Connecting once a week through an audio bridge or a web conference link is not collaboration. Collaboration is the magic that happens when the team uses its collective knowledge, perspectives, and insights to create something unique and better together. The surprise is that virtual collaboration can be BETTER than face-to-face colla

" In honor of Cyber Monday, we're celebrating the benefits of working virtually! Increased Productivity Virtual teams aren't limited by the distractions of typical offices. There are no water cooler distractions or constant interruptions. Many studies have proven that virtual teams work longer and harder than their counterparts in office buildings. Better Tools & Systems To effectively work in cyberspace, virtual teams utilize a number of tools and systems to communicate and stay organized. This tends to lead to increased creativity and accountability. Expert Team When not limited by proximity (good parking, subway, childcare), you are free to hire the best of the best. This opens up your business to a world of opportunities, literally. Reduced Costs Most virtual teams are paid by the hour or project, meaning you only pay for what you require. You don't pay for coffee or lunch breaks, computers or any other of the many expenses required for a typical office. *And keep in mind that there are reduced costs to the virtual support team, with no parking, travel, lunch, dry cleaning, etc. Overall, win, win, win for all including the environment. Less Impact on the Environment By eliminating the need to commute, virtual workers eliminate pollution from transportation. Eliminating commuting time also ensures virtual workers start their day fresh and ready to dive in. The bottom line is that virtual teams are constantly growing and are here to stay. As technology continues to develop, more and more individuals will choose to work virtually. Corporations have already begun to follow suit and will continue to do so as they realize the potential benefits."

"Virtual R&D Teams [26] Virtual teams are spread over a number of locations, and their boundaries are adjusted depending on their tasks. They substantially rely on the use of modern communication and information technologies. R&D activities at BMW are organized in matrix form with one axis for functional capabilities (e.g. car body, chassis, engines) and one axis for the car series (e.g. series 3, 5, 7). A supervisory project team is responsible for organization of the projects and coordinates integration and module teams. Each car part is handled by module teams specifically staffed for a certain purpose (e.g. engine for a 320d model), while R&D employees can be staffed in several teams. Development projects are split into different phases from project definition to line maintenance. Depending on the phase, module teams are very flexible and constantly change their size and member composition except for module and project managers. Simultaneous engineering teams (SE teams) are set up when development occurs in cooperation with external partners such as for example technology suppliers, whose experts then become members of the team. Communication between BMW and suppliers is carried out by extensive use of internet, while quality of knowledge transfer depends on development skills and autonomy of the supplies involved. In summary, the core team represents a physically collocated steering team assuming the role of a system architect and as a central node being responsible among others for product architecture, coordination and control of decentralized activities, and system integration. Local teams take on module development and place their team leaders in the core team. Depending on the situation, specialists take care of functional problems in virtual teams. Local line managers are supervised by a steering committee guaranteeing alignment with relevant project interests. The overall setup is shown in Figure 7 and can be described as an organization of transnation

"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

"Review Article Toward a Theoretical Concept of E-Collaboration through Project Management in SMEs for Reducing Time and Cost in New Product: A Review M. Mohammadjafari, S.Z.M. Dawal, S. Ahmed and H. Zayandehroodi ABSTRACT Reducing time and efficient project execution is an objective in many industries and project management is one of the important keys for lead the company to this allegation. The project manager needs some tools for lead the firm to the success. Collaboration is one way to success and collaboration has many types, one kind is electronic collaboration. On the other hand, small and Medium Size Enterprises (SMEs) are a part of manufacturing industries. Combining a literature review with our empirical experience we found that relationship between the project manager and related departments for production is essential for reducing time and cost in new product development. In this study, we describe about some definition of project management, E-collaboration, SMEs and new product and review some articles around this area. Services E-mail This Article Related Articles in ASCI Similar Articles in this Journal Search in Google Scholar View Citation Report Citation How to cite this article: M. Mohammadjafari, S.Z.M. Dawal, S. Ahmed and H. Zayandehroodi, 2011. Toward a Theoretical Concept of E-Collaboration through Project Management in SMEs for Reducing Time and Cost in New Product: A Review. Journal of Applied Sciences, 11: 174-182. DOI: 10.3923/jas.2011.174.182 URL: http://scialert.net/abstract/?doi=jas.2011.174.182 Received: August 16, 2010; Accepted: September 30, 2010; Published: November 10, 2010 INTRODUCTION Manufacturing industries play a vital role in many countries. SMEs are a part of manufacturing industries, but they have some limitation for attending and also for remaining in the market, especially in the global market (Mohammadjafari et al., 2010a). SMEs cannot compete with big companies, unless, they attend to customer needs.

"Posted by Brad Egeland virtual team11 300x233 Virtual Teams: Key Success Factors Part 1The business justification for virtual teams is strong. They increase speed and agility and leverage expertise and vertical integration between organizations to make resources readily available. Virtual teams also lessen the disruption of people's lives because the people do not have to travel to meet. And in today's business world that's big. That's green. Team members can also broaden their careers and perspectives by working across organizations and cultures and on a variety of projects and tasks. Although the effective use of electronic communication and collaboration technologies is fundamental to the success of a virtual team, virtual teams entail much more than technology and computers. When virtual teams and their leaders are asked about successes and failures, they rarely mention technology as a primary reason for either. While it's important that software packages such as Seavus' Project Planner or Project Viewer are used to keep virtual teams informed and in sync, it's not all about technology. There are seven key success factors for virtual teams, of which technology is only one. Others are human resource policies, training and development for team leaders and team members, standard organizational and team processes, organizational culture, leadership, and leader and member competencies. We'll look at these in more detail in the next article. Not all of the key success factors need to be in place for virtual teams to succeed. The implementation of virtual teams within an organization can actually push toward the attainment of key success factors. Successful virtual teams seem to demand certain conditions, and the existence of the teams will, over time, help to create the infrastructure conditions that make them work. NORTEL's Information Systems Group implemented virtual teams before it had attained many of the key success factors. The t

"Mobility Matters: Technology, Telework, and the (Un)sustainable Consumption of Distance Hynes, Michael URI: http://hdl.handle.net/10379/3814 Date: 2013-11-01 Abstract: Anthropogenic climate change and its environmental and social consequences are of increasing concern worldwide. Approaches that advocate a 'greening' of current economic and social systems through technological innovation and development tend to dominate policy responses, particularly in resource-intensive sectors such as transport. Technology is perceived in (over)optimistic terms, with limited evidence of challenges to contemporary growth-centric models of development, production, and consumption that cause climate change, a position that can be labelled as a shallow Ecological Modernisation (EM) approach. Work takes up a considerable portion of people's lives whilst travelling to and from work has become a key feature of everyday mobility in many developed and developing countries. A significant contributor to Greenhouse Gas (GHG) emissions, transport in its current form is deemed to be unsustainable. In a European context, telework - an arrangement that enables employees work from home - has been suggested as a virtual mobility option with the potential to reduce the 'consumption of distance' associated with regular commuting. Given its emphasis on the application of technology to solve environmental problems, the uncritical promotion of telework constitutes a prime example of shallow EM thinking. Despite the prominence of EM rhetoric in climate policy and practice, theoretically informed empirical explorations of its implementation and impacts remain incomplete. Drawing on a multi-method investigation of telework in the Republic of Ireland, this research finds current policy thinking and practice amongst decision-makers to be largely reflective of neo-liberal environmentalism, contributing little to curbing the consumerist impulses of contemporary economic models and lifestyles. The environmenta

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