Virtual R&D Teams

"Hi, Please find here (http://www.mindmeister.com/de/39918845/online-collaboration-tools-2011-nader-ale-ebrahim ) a collection of collaboration tools for virtual teams. Thanks, Nader"

"Building Trust Among Your Virtual Team Members November 1st, 2011 From 2000 through 2009, the number of employees that worked remotely tripled in size - and that number is expected to continue to grow rapidly. In addition, in 2011, 10% of workers reported telecommuting at least once a week, up from 8% in 2007. But despite this increase, the challenge remains: How can supervisors properly manage virtual workers to deliver positive results? The answer is simpler - and more complicated - than you might think. It's all about trust. As one of the Northwest's top staffing firms, we know that virtual teams aren't unlike on-site teams in that trust is a key component of success and productivity. Many workplace experts agree that trust is perhaps the most important element of a harmonious and efficient work environment - and that attitude holds true for employees working remotely, as well. In fact, in the book, Virtual Team Success, authors Darleen DeRosa and Richard Lepsinger shared findings from a global study, which concluded that top performing virtual teams reported higher levels of trust than teams that were less successful. According to the authors, trust is an essential ingredient for virtual team success. While it might only take seconds to destroy, building trust can take a while, especially in a virtual environment, where there isn't nearly as much personal interaction. But it's definitely possible and will ultimately contribute to the team's overall success. To help you get started, here are some tips to keep in mind. Establish clear and open communication from the beginning. Make sure that all team members have each others' contact information and preferred means of contact. Set the ground rules. This is critically important before the start of the project so that everyone is clear on expectations. For instance, let each member know you expect a progress report via email by the end of the day Friday. Use online tools, li

"As the world becomes more mobile, those looking for management positions need to be sure to have the skills necessary for leading virtual teams. This is an exciting opportunity for leaders to step up and change the way business is done, becoming trendsetters in new areas of expertise. Many of the skills developed in traditional leadership roles will be instrumental in creating a successful team. Clarity of focus is important. Be sure the members of the team are aware of their individual roles, as well as the goals of the entire team. In order for a virtual team to have a true connection, each member must be aware of the reasons he or she was chosen for the team. They must have confidence in their own skill sets, and understand what they each bring to the table. Virtual does not mean disorganized. Procedures must be established regarding communication protocol, meeting formats, and technologies that will be used. A team web page or social media page is a great place to connect; if properly done, it will serve as a virtual water cooler. Communication will promote discipline. Because information is sometimes shared at a slower pace between virtual teammates, it is crucial that the project manager ensures that time is managed effectively and deadlines are maintained. Foster transparency by keeping communication in a shared database. "Live" documents are a great way to promote teamwork; by allowing team members access to the same document at the same time, cooperation is encouraged and duplication is minimized. Every team member should have a voice. Solicit feedback, and act on the items that will best promote team cohesiveness. The key to building trust and success is to encourage candid feedback, and reinforce to team members that their voices are being heard. Trust is the key to a successful team. Traditional methods of trust building are difficult when team members are dispersed and interaction is minimal. Therefore, it is extremely importan

"Virtual Team Management Using One-On-One Meetings Posted on December 2, 2011 Part of a successful virtual team management is arranging regular one on one meetings with each of your staff members. When there is no coffee machine to gather around, it is that little bit harder to get to really know your virtual staff member. It is so easy for one of your office staff to drop by your desk, but with your virtual staff, it requires a greater deal of organization for these meetings to happen. It is well worth the effort to find out about your virtual team. What are their hobbies, how many children do they have, what does their spouse do? Knowing your virtual team member to this extent will cement the relationship between you the employer and your employee. A person who has a genuine relationship with their boss will want to please him and be willing to work harder for him. But you don’t build this sort of relationship in managing virtual teams just to see what you can get out of it. You do it because you are genuinely interested in your remote staff "

"Virtual Worlds as Collaborative Innovation and Knowledge Platform"

"Problem statement: Although, literature proves the importance of the technology role in the effectiveness of virtual Research and Development (R&D) teams for new product development. However, the factors that make technology construct in a virtual R&D team are still ambiguous. The manager of virtual R&D teams for new product development does not know which type of technology should be used. Approach: To address the gap and answer the question, the study presents a set of factors that make a technology construct. The proposed construct modified by finding of the field survey (N = 240). We empirically examine the relationship between construct and its factors by employing the Structural Equation Modeling (SEM). A measurement model built base on the 19 preliminary factors that extracted from literature review. The result shows 10 factors out of 19 factors maintaining to make technology construct. Results: These 10 technology factors can be grouped into two constructs namely Web base communication and Web base data sharing. The findings can help new product development managers of enterprises to concentrate in the main factors for leading an effective virtual R&D team. In addition, it provides a guideline for software developers as well. Conclusion: The second and third generation technologies are now more suitable for developing new products through virtual R&D teams."

"Technology Use in the Virtual R&D Teams"

The Impact of Accounting Outsourcing on Iranian SME Performance

"Ontology based interface design and control methodology for collaborative product development Keyvan RahmaniCorresponding author contact information, E-mail the corresponding author, E-mail the corresponding author [Author Vitae], Vincent Thomson1, E-mail the corresponding author [Author Vitae] Department of Mechanical Engineering, McGill University, 817 Sherbrooke St. West, Montreal, Quebec, H3A 2K6, Canada Received 20 January 2011. Accepted 11 December 2011. Available online 24 December 2011. http://dx.doi.org/10.1016/j.cad.2011.12.002, How to Cite or Link Using DOI Permissions & Reprints Abstract Interfaces between subsystems in collaborative product development projects are presently defined by interface control documents. This paper presents a computer aided methodology for defining and controlling subsystem interfaces. Interfaces are considered as interconnections between subsystem ports. Ports are specified by using an ontology that ensures consistency of interface definitions among different design teams. Every port that is based on the ontology is eventually defined by a set of attributes that are derived from its form and function. Interfaces between ports are formed when ports are mated. The essence of port mating is described by logical information that is expressed in two forms. First, a set of requirements are defined for an individual port to ensure that it functions properly. Second, connectivity rules are expressed between ports to guarantee that they integrate correctly. A software architecture that operates on port information and controls the status of subsystem interfaces during collaboration is described. A piece of software is implemented based on the proposed architecture and its functionality is demonstrated by two examples. The examples show how the software can be used to replace interface control documents and support collaboration. The software allows designers to load subsystem descriptions from a shared

"Task Types and Team-Level Attributes Synthesis of Team Classification Literatur"

"Task Types and Team-Level Attributes Synthesis of Team Classification Literature Jessica L. Wildman1 Amanda L. Thayer1 Michael A. Rosen2 Eduardo Salas1 John E. Mathieu3 Sara R. Rayne4 1University of Central Florida, Orlando, FL, USA 2Johns Hopkins University School of Medicine, Baltimore, MD, USA 3University of Connecticut, Storrs, CT, USA 4FedEx Corporate Services, Memphis, TN, USA Eduardo Salas, University of Central Florida, Institute for Simulation and Training, 3100 Technology Parkway, Orlando, FL 32826, USA Email: esalas@ist.ucf.edu Abstract Within team research, there is no shortage of literature classifying teams. However, the team taxonomic literature suffers from a few limitations. First, many taxonomies claim to classify teams into mutually exclusive classes, yet when examined closely, are not. Second, some of the most well-known taxonomies are descriptive of various tasks teams engage in, but not of the holistic team-level properties that define different types of teams. A clear understanding of both is necessary if human resource development (HRD) professionals are to develop and train different teams effectively. Therefore, the purpose of the current article is twofold: to present an integrative taxonomy of task types and a set of team-level characteristics that have been carefully synthesized from the prior literature and to explain how these tools can be used in conjunction to inform team-oriented HRD research and practice. "

"Innovation And R&D Activities In Virtual Team"

"Innovation and R&D Activities in Virtual Team"

"Cusp catastrophe model analysis on virtual R&D team's survival ability weakening WANG Ting(School of Economics and Management,Henan Polytechnic University,Jiaozuo 454000,China) Because of internal collaboration and external environments,virtual RD team's survival ability will have the catastrophe phenomenon in the course of its operation.In this paper,we build survival ability weakening's cusp catastrophe model of virtual RD team by the application of catastrophe theory,and apply it to rationally explaining the catastrophe process of virtual R D team viability weakening.In the end we give the control proposals on the survival ability weakening's catastrophe of virtual RD team."

"echnology Use in the Virtual R&D Teams"

"Research on Fuzzy Comprehensive Evaluation of R&D Staff Based on Competency Model and Case Analysis"

"The PDMA ToolBook 3 for New Product Development (Product Development and Management ToolBooks) [Hardcover]"

"Nader Ale Ebrahim's Conference Papers"

"MEDIAdivider E-Government Utilization: Understanding the Impact of Reputation and Risk"

"Virtual Teams: a Literature Review"