Seminar Sommersemester 2008 Social Software...

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Social Software Engineering Seminar Sommersemester 2008 Social Software Engineering Helmuth Elsner (elsner@iism.unikarlsruhe.de) Social Software / 25.4.2008 KIT – die Kooperation von Forschungszentrum Karlsruhe GmbH und Universität Karlsruhe (TH) 1 HansJörg Happel ([email protected]) Asarnusch Rashid ([email protected]) Web Trend Map 2008 © informationarchitects.jp

Transcript of Seminar Sommersemester 2008 Social Software...

Page 1: Seminar Sommersemester 2008 Social Software Engineeringsse08.pbworks.com/f/SSE+2008+Social+Software+VL.pdfSocial Software Engineering Seminar Sommersemester 2008 Helmuth Elsner (elsner@iism.uni‐karlsruhe.de)

Social Software EngineeringSeminar Sommersemester 2008

Social Software Engineering

Helmuth Elsner ([email protected]‐karlsruhe.de)

Social Software / 25.4.2008

KIT – die Kooperation von Forschungszentrum Karlsruhe GmbH und Universität Karlsruhe (TH)

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( @ )Hans‐Jörg Happel ([email protected])Asarnusch Rashid ([email protected])

Web Trend Map 2008 ‐ © informationarchitects.jp

Page 2: Seminar Sommersemester 2008 Social Software Engineeringsse08.pbworks.com/f/SSE+2008+Social+Software+VL.pdfSocial Software Engineering Seminar Sommersemester 2008 Helmuth Elsner (elsner@iism.uni‐karlsruhe.de)

Agenda

Distributed work

From Groupware to Social Software

Social Software & Web 2 0Social Software & Web 2.0

Soziale Software in Enterprises

D i i S i l S fDesigning Social Software

Organisatorisches

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Distributed work

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Task complexity

Many tasks transcend the capability of a single hhuman

“..this implies, that techniques for dividing effort and knowledge are fundamental to the creation of highlyknowledge are fundamental to the creation of highly complex things” [Baldwin & Clark]

Two points on spectrum of artifact complexityMade by a single person division of labourMade by a single person  division of labourComprehended by a single person  division of knowledge and effort that go into design creation

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Task/artifact complexity according to Baldwin and Clark

Complex products e g computer software vehiclep p(Division of design andproduction required)

e.g. computer, software, vehicle

Big products(Division of labour)

e.g. house, bicycle

Simple productsSimple products(can be constructed bya single person)

e.g. hammer, table

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Task complexity – car example

Modern cars consist of ~20k single partsSuppliers cover up to 80% of design and production [Mercer]

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Suppliers cover up to 80% of design and production [Mercer]

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Division of labour

Adam Smith: Pin making example

Increases productivity of workSpecializationSaves timeTechnological progress

Introduces dependencies among tasks Requires coordination

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Task dependencies

ClassificationTight vs. loose couplingRoutine vs. non‐routineSynchronous vs. asynchronous

Th t f t k d d i [Th ]Three types of task dependencies [Thompson]Pooled– sharing of some resources from a common pool– few coordination requirementsfew coordination requirementsSequential– output of one process are input for another– e.g. assembly line

i lReciprocal– tasks are mutually dependent– e.g. "intensive technologies"– high coordination efforthigh coordination effort

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[Crowston]

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Coordination

Coordination can be defined as“the process of managing dependencies between activities”the process of managing dependencies between activities  [Malone]

C di i h iCoordination mechanismsStandardization (requires stability and routinization)PlansNormsArtifactsMutual adjustment / CommunicationMutual adjustment / Communication

parallels between interdependence types and coordination

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Communication

a process by which information is exchanged between individuals through a common system of symbols, signs, or behavior

Communication may happen directly (face‐to‐face)Communication may happen directly (face to face) or via media

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Characteristics of collocated synchronous communication

Rapid feedbackQuick reaction on misunderstandings or confirmation

Multiple channels (voice, gesture…)P id d d f b kd d d l iProvide redundancy for breakdown recovery and modulations

Physical contextAllows for spatial referencesAllows for spatial references

Allows to sense attention

Informal hall“ timeInformal „hall  timeAllows for social bonding

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Communication media

Face2Face

Written communication (Documents, letters)

Telegraph/‐FaxTelegraph/ Fax

Telephone

E M ilE‐Mail

WWW

Forums

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Technical characteristics of media

Media richness

Number of senders/receivers

Availability of back channels

Log historyLog history

Space/Time matrixSynchronous/asynchronousCollocated/remote

[Dix]

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Collocated vs. distributed teams/work

Collocated teamsCoworkers are in close physical proximity (< 30 meters)Coworkers are in close physical proximity (< 30 meters)Teams have common space (meeting rooms, “water cooler”) and artifacts (e.g. whiteboards) for group interactionWorking in one room/workspace: War room or “radical collocation”Working in one room/workspace: War‐room or  radical collocation

Distributed teamsTeams work at different locations or even time zonesTeam members may never have met personallyTeam members interact via (electronic) media / communication technology

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Distributed work

Problems/ChallengesReduced communication channelsReduced communication channelsLack of informal contactLack of context L k f t tLack of trustLack of training/experience

Determinants of successCommon groundCoupling of work / task interdependencyCoupling of work / task interdependencyCollaboration readinessCollaboration technology readiness

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From Groupware to Social Software

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Computer‐supported cooperative work

CSCW deals with understanding social interaction, design implementation and evaluation of technical systems thatimplementation and evaluation of technical systems that support social interaction (Gross & Koch)

„how collaborative activities and their coordination can be supported by means of computer systems“ (Carstensen & Schmidtsupported by means of computer systems  (Carstensen & Schmidt 02)

G i ft h d d i t tGroupware is software, hardware and services to support groups [to achieve common goals]

Main property is not to isolate users but mutually inform them (co‐i ) (G & K h)existence, awareness) (Gross & Koch)

Groupware functionality can be realized an own class of systems, but also embedded as „feature“ of other software

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Goals of CSCW and groupware

Make [distributed] teams more efficient

Enable new ways of collaborationEnable new ways of collaboration

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History

Term „CSCW“ coined in 1984

International CSCW conference established in 1986

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„Levels of interface“

Years 50s 60s‐70s 70s‐90s 80s 90s 00s

Interface Hardware Software Terminal Dialogue Work setting Task/Ubiqui‐tous environment

Principal users

Engineers/Programmers

Programmers „End users“ „Users“ Groups of users

Distributed, ad‐hoc groups or teams

Aim Help engineers 

Help programmers 

Present information 

Support the work of the 

Support work of 

Support team & project 

maintain their machine

develop systems

on displays user organizations work

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Trends

BizOutsourcing / OffshoringOutsourcing / OffshoringProduct lifecycle, time‐to‐marketDiversification / customizationDivision of labour / core competencies/ p

TechPC at the workplacepIT & business processesInternetTechnology standardizationNetwork bandwith

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Groupware Examples

Multi‐user operating systemsh d filShared filesystemsCVSE MailE‐MailLotus NotesWorkflow SystemsWorkflow‐SystemsIntranetInstant MessagingInstant MessagingSkypeSocial Software (Blogs, Wikis)( g , )

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Time/space matrix for communication media (Dix)

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Functional classification

Awareness

Computer‐mediated communication (CMC)Supports direct communication (E‐Mail, Bulletin Boards, Chat, Video)

CoordinationWorkflow‐Management– highly structured processes– high frequency of iterations

Meeting‐ and Group‐Decision Support systemsC t d t di (Id ti A t ti Sh dCapture common understanding (Idea generation, Argumentation, Shared drawing)

Shared applications and artifactsShared applications and artifactsSupport interaction with shared work objects (Desktop sharing, Shared editors, Shared calendards, Shared information)

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Application areas

MeetingsBrainstormingDesign & Engineering (e.g. software engineering)eLearningHousehold (entertainment & gaming)Household (entertainment & gaming)eHealth

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Social Software & Web 2.0

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Web 2.0 as a hype

Characteristics of hypes…Att ti ( thi th t k it i t NY Ti “)Attention („everything that makes it into NY Times“)Rhetorics are important (sensational character, buzzwords)Interest‐driven; many profiteersy pLegitimation

Hypes also occur in other arease.g. „Management‐fashions“

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Definition by memes…

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Definition by examples…

Wide definitionE MailE‐MailInstant Messaging, SkypeeBay, Amazon (Recommendations)SMSSMS

Narrow definitionWikis (Wikipedia)Social bookmarking (del.icio.us)Social news (Digg)Social news (Digg)Video & Photo sharing (Youtube, Flickr)Search (ask.com, Yahoo Clever)

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Definition by visual appeal…

Cool websites

Missing vocal („flickr“)

Round edges

Bigger font sizes

Shadows

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http://creatr.cc/creatr/

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Definition by business model...

AdvertisingGoogle AdsGoogle Ads

Premium servicesXINGXING

AcquisitionFlickrFlickr

Youtube (1,65 Billion $)

Facebook (240 Million $ / 15 Billion $)

Donations / ReputationWikipedia

BlogsBlogs

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Definition by comparison…

Web 1.0 Web 2.0 NewDoubleClick Google AdSense personalized, decentralizedOfoto Flickr tagging, communityAkamai BitTorrent P2P/decentralizedmp3.com Napster P2P/decentralizedB it i O li Wiki di it f t tBritannica Online Wikipedia community, free contentpersonal websites blogging dialogEvite upcoming.org aggregationdomain name speculation search engine optimizationdo a a e specu at o sea c e g e opt at opage views cost per click pay for participationscreen scraping web services interoperabilitypublishing participationCMS wikis flexibility, freedomdirectories (taxonomy) tagging ("folksonomy") community, freedomstickiness syndication open content

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32[O‘Reilly + Völkel]

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Definition: Web 2.0

Definition of Tim O‘Reilly: "Web 2 0 is the business revolution in the computer industry caused by theWeb 2.0 is the business revolution in the computer industry caused by the move to the internet as platform, and an attempt to understand the rules for success on that new platform. Chief among those rules is this: Build applications that harness network effects to get better the more peopleapplications that harness network effects to get better the more people use them.“

Tim Bernes‐Lee: Web 1.0 was all about connecting people.  It was an interactive space, and I think Web 2.0 is of course a piece of jargon, nobody even knows what it 

Tim O'Reilly (2006-12-10). Web 2.0 Compact Definition: Trying Again

means.  If Web 2.0 for you is blogs and wikis, then that is people to people. But that was what the Web was supposed to be all along.

developerWorks Interviews: Tim Berners-Lee (7-28-2006)

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Social Software

Popularized by Clay Shirky in 2002

Design featuresPeople‐centeredPeople centeredOpen structureProsumer– Content creation– Structuring– Incremental input (Comments ratings)– Incremental input (Comments, ratings)Voluntary contributions and meritocracy

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Social Software by comparison

Classical Software Social SoftwareGoal: Rise individual productivity

Task centric

Goal: Show and leverage relations among people

People‐centricTask centric

Pre‐structured

Mandatory usage

People centric

Self‐organization

Voluntary participation

Transforming information Producing information

Emergent structure is more important than individualimportant than individual contribution

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Web 2.0 historical view

Jürgen Schiller García (2006-09-21). Web 2.0 Buzz Time bar

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The „read/write“ Web

Web 1.0„Surfing“

Most content produced centrally be few peoplecentrally be few people

Creation of content was (technically) difficult

Web 2.0T f h bTwo‐way use of the web

„User‐generated content“ / Prosumer

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37[Hinchcliffe]

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Small contributions can go a long way

CommunityLeverage emergent collective intelligenceg

Collect incremental contributions

Leverage the „long tail“tail

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[Anderson]

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Design principles

Ease of use

Leverage network effects & user participation

Provide service APIs for syndicationProvide service APIs for syndication

Cooperation instead of control (social protocols)

S S & l b d i b f db kSaaS & perpetual beta, driven by user feedback

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Social factors driving Web 2.0

Rising online literacy

Rising number of participants (network effects)effects)

Rising acceptance due to usabilityusability

Individual benefit (reputation/self‐marketing(reputation/self marketing, revenue)

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Technical factors driving Web 2.0

Broadband access

Flatrates & mobile access

Sophisticated web technologies/toolkits

Desktop applications move to the web

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Technical standards enable the Web

World Wide WebInternet service using Web‐gBrowser andWeb‐ServerNodes which are connected byhyperlinks (Hypertext)hyperlinks (Hypertext)Invented by Tim Bernes‐Lee in 1989Governed and evolved by the W3CW3C(World Wide Web Consortium)Three technical pillars– HTTP (Protocol for client  Further standards(

server communication)– HTML (Hypertext markup 

language)( f

XMLRSSJavaScript, AJAXS i b ( /O )– URLs (Uniform resource 

locator)Semantic Web (RDF/OWL)APIs….

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Semantic Web

Major issues with the current web [Berners‐Lee]The current web does not allow people to express their ideas in a commonThe current web does not allow people to express their ideas in a common languageThe current web does not provide means to describe information such that machines can understand itmachines can understand it

The Semantic Web is not a separate Web but an extension of the current one in which information is given well‐defined meaning bettercurrent one, in which information is given well defined meaning, better enabling computers and people to work in cooperation. [Tim Berners‐Lee]

Social Semantic Web…subsumes developments, in which social interactions on the Web lead to the creation of explicit and semantically rich knowledge representations“the creation of explicit and semantically rich knowledge representations…combines technologies, strategies and methodologies from the Semantic Web, Social Software and the Web 2.0.

[Gruber]

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[Gruber]

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(Social) Semantic Web Vision( )

Chrissie J hChrissie JohnnyDepp

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KIT – die Kooperation von Forschungszentrum Karlsruhe GmbH und Universität Karlsruhe (TH)

4414,95 €

[Vrandecic]

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Evolution of the Web

Web 1.0everyone may publish information

Web 2.0 b d bli h i f i (Bl Ph )everybody can publish information (Blogs, Photos)

everybody may connect information (Mashups)

Web 3 0 = Semantic WebWeb 3.0 = Semantic Webeverybody can connect information (on the fly)– Which films have been rated by friends?

– Which nearby cinemas show films they liked?

– How do I get there by tram?

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Web 2.0 Applications

Instant messaging (ICQ, Skype)

User comments and ratings (Amazon/eBay)

Blogs ( )Blogs (…)

Social Tagging (Flickr, del.icio.us)

S i l k (F b k Xi )Social networks (Facebook, Xing)

Wikis (Wikipedia)

Second Life

……

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Blog – Forms & Motivation

„Grassroots journalism“ – Everyone may publish

FormsPersonal blog (web diary)Travel blogTravel blogTopic oriented blogCorporate blogging

Motivation [Nardi 04]„Document my life“CommentaryyCatharsisMuseCommunity forumySelf advertising

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Blog – Key elements

Name and description

Author(s)

Permalink

Chronological entries („posts“) with title & textwith title & text

Tags

Comments

KIT – die Kooperation von Forschungszentrum Karlsruhe GmbH und Universität Karlsruhe (TH)

48Feeds Blogroll

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Blog – Ecosystem

aka „Blogosphere“Pings inform Weblog search engine upon new post

RSS subscribers receive new post via RSS reader

Other weblogs may comment and create trackbacks

Readers comment the post

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Social Tagging

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Social networks

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Google Docs & Spreadsheets

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Wiki on one slide

Wiki“The simplest online database that could possibly work” [Cunningham]Topic‐related site on the internet, which runs a wiki engineHyperlinked network of explicitly named and mutually connected pages (WWW in small)Largest and most popular Wiki: WikipediaLargest and most popular Wiki: Wikipedia

Wiki‐EngineSoftware required to run a wiki>250 Wiki‐“Engines“ in different programming languagesOpen source and commercial, for download and as a hosted serviceCore features: change history and „simple“ wiki syntax

Wiki principles/philosophy

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Anatomie eines WikisBearbeiten

RSS Login/watchlistBearbeiten

Seiten‐URLDiskussionsseite

= TitelHistorie

Seiten‐Inhalt

L t t Ä dWiki syntax/Verlinkung

Letzte Änderungen

KIT – die Kooperation von Forschungszentrum Karlsruhe GmbH und Universität Karlsruhe (TH)

54Themenfokus Offenheit Transparenz Flexibilität Reifung

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Wiki usage

Public WikisWikipedia(s)Wikipedia(s)City wikis (e.g. Stadtwiki Karlsruhe)Special interest wikis (e.g. Star Trek Wiki, Biblewiki, …)C ll b ti b k itiCollaborative book writing– Handbook of Collective Intelligence 

(http://scripts.mit.edu/~cci/wiki/index.php?title=Main_Pag)e)

Open Source Project DocumentationSSE08 Seminar ;‐)

Private WikisEnterprise WikisEnterprise WikisPersonal Wikis

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History

First ideas of free encyclopedia in the 1990s

March 2000: Jim Wales and Larry Sangers launch Nupedia

“a multilingual free encyclopedia of the highest possible quality to every single 

person on the planet in their own language”

January 2001: launch of Wikipedia as a spin‐off („fun project“)

March 2001: Additional language versions

January 2002: Switch to MediaWiki engine (Phase II/III)

March 2002: Sanger resigns as „chief organizer“

June 2003: Creation of the Wikimedia Foundation

2006/2007: Larry Sangers Citezendium 

(http://en.citizendium.org/wiki/Main_Page)

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Created March 2000

Free, web based encyclopedia

Created January 2001Free, web based encyclopedia, y p

Everyone can read

Expert authors and editors

Everyone can edit

No expert authors and editorsNo extensive formal peer review

Extensive formal peer review

Until January 2001: 22 articles

Closed in September 2003 (24

No extensive formal peer reviewUntil January 2001: 31 articlesUntil January 2002: 20,342 ti l i 17 l (17 307Closed in September 2003 (24 

completed articles, 74 were in progress)

articles in 17 languages, (17,307 in English)

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Growth of the Wikipedia

Year Articles English Articles Languages

2002 20 342 17 307 172002 20,342 17,307 17

2003 133,129 98,475 25

2004 420,562 189,124 52

2005 1,311,697 438,289 162

2006 3,100,360 893,237 197

11/2006 5 565 830 1 462 910 25011/2006 5,565,830 1,462,910 250

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Wikipedia users

2.7 Mio registered users

About 70,000 contributors

2% (1 400) make 73 4% of all edits2% (1,400) make 73.4% of all edits

M f id bMost content from wide user base

Clean up / “gardening” by small group

[English Wikipedia, Swartz]

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Wikipedia quality

Main issuesEveryone can edit (vandalism, wrong information)

No special status for experts

Hard to discover factual errorsHard to discover factual errors

Repeated facts (e.g. big number of lists)

Several studies by different mediae.g. Nature study on qualityg y q y

4 / 3 error rate Wikipedia / Encyclopedia Britannica

Controversial

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Behind the curtain

Communitiesgroups of people taking responsibility for a domain– e.g.: http://en.wikipedia.org/wiki/Wikipedia:WikiProject_ChemistryIndividual users taking care for articles

D fi dDefined processeshttp://en.wikipedia.org/wiki/Wikipedia:Articles_for_deletion e.g. http://en.wikipedia.org/wiki/Wikipedia:Bots/Requests_for_approval

Defined standardsStyleguidesArticle quality

Further social and technical practices

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Soziale Software in Enterprises

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Success stories

This company runs on wikis “„This company runs on wikis.Shashi Seth, Google Inc. (Wikisym 2005)

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Professional applications of Wikis

Internal

I t t/K l d tExternal

Intranet/Knowledge management

Meeting protocols

GlossaryExtranets

Service portalsProject‐Documentation

Manuals, FAQs, QMYellow Pages

Service portals

Documentation for experts (e.g. SDKs)

Collaboration in cross‐organizational teams

Inventory managementteams

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Advantages of Wikis for the enterprise

Web‐based

l blFlexible

Single‐point of information / Portal function

Enables collaboration and participation across teams and projectsEnables collaboration and participation across teams and projects

Low entry barriers

Scalable and extensibleScalable and extensible

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Gründe für den Einsatz leichtgewichtiger KollaborationswerkzeugeKollaborationswerkzeuge

Steigender Bedarf für die Unterstützung schwach strukturierter ProzesseAuslagerung standardisierter Produktionsschritte und DienstleistungenAuslagerung standardisierter Produktionsschritte und DienstleistungenUnternehmen differenzieren sich durch die Erfüllung von Spezialanforderungen und kundennahe DienstleistungenWertschöpfende Tätigkeiten verlagern sich in Bereiche mit einem hohen Anteil 

k i i i i d k i Punstrukturierter, wissensintensiver und kreativer Prozesse

Neue Kollaborationsformen erschweren die Entwicklung einer „gemeinsamen R lität“Realität“

Organisationen und Kompetenzen sind häufig global verteiltAd‐hoc Kooperationen für kurze ProjektphasenKurzlebige Produkt und TechnologiezyklenKurzlebige Produkt‐ und Technologiezyklen

Produktivität moderner Organisationen hängt stark von der Effizienz ihrer Wissensarbeiter abWissensarbeiter ab

Technologischer Wandel bringt I&K Technologien an jeden ArbeitsplatzKlassische Wissensmanagementkonzepte sind personalintensiv und langwierig

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Tacit interactions

Companies focus on core competenciesStandard processes are outsourcesStandard processes are outsources

Complex processes remain

„More problem solvers and fewer doers“

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[Johnson 2005]

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Suitability of wikis

Well suitedFactual / technical content

Less suitedStrong content structure whichFactual / technical content

Inherently low structured contentLow differences in power and

Strong content structure, which is easy to model  databasesTime‐related content Forums, mailinglistsLow differences in power and 

compentency among usersShared goals and visionCreativity and innovation focus

Forums, mailinglistsPersonally affected content Blogs, ForumsClear role differences among Creativity and innovation focus gauthors and readers  CMSFocus on efficiency of routine processes  workflow

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Social software compared

Personal data

Shared aggregate

Shared data

Shared aggregate

Highly structured

(Meta‐)DataSocial Tagging & Bookmarking

Collaborative databases(Meta )Data Bookmarking

Flickr, Del.icio.us, ...

databases

Google Base / Google Calendar

L d l l kLow structured

Text + HyperlinksE‐Mail, Forums, Blogs

phpBB, Technorati

Wikis

Mediawiki, Socialtext

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Advantages and risks

Social Software valuesFreedomEmpowermentLow‐structured environments

AdvantagesAdvantagesAccess customers directly and unfiltered (e.g. german chancellors podcast)Establish and visualize relationshipsBundle and focus knowledgegEstablish open communication / feedback cycles

Risksd i /Low adoption rate/Lazyness

Data proliferation and chaos / Vandalism and spamDissent and micropolitics

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Designing Social Software

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Design Issues

Social issues

Technical issues

Legal issuesLegal issues

Economical issues

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Social issues

Adoption„Simply installing a telephone line won‘t make people talk“

Trust

Motivation

Cultural issues

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Technical issues

Access rights

Security

Networking (Client/Server Peer2Peer)Networking (Client/Server, Peer2Peer)

Concurrency / locking

R i i l / hi / diRevision control / history / audit

Undo / Transactions

Pub/Sub / Notification

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Legal issues

Ownership/Copyright

Derived works

c.f. Open Source & Creative Commons

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Economical issues

Revenue models

Incentives

EcosystemsEcosystems

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Groupware challenges (1) [Grudin 94]

Disparity of contributors and beneficiariesAdditional effort for some users to add informatione.g. group calendar, file share, presence awareness, annotationannotation…Often managers are profiting

Critical massM t i l f l h t i b fMost groupware is only useful when a certain number of users participatese.g. choice of instant messager, calendar…e.g. choice of instant messager, calendar…

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Groupware challenges (2)

Social, political and motivational factorsGroupware often deals with critical soft“ information that peopleGroupware often deals with critical, „soft  information, that people do not want to make explicite.g. presence awareness, meeting priority

Exception handlingHuman experience about how processes work is hard to capture

Infrequently used featuresG h ld b d fi iti d ld l ( d iGroupware should by definition used seldomly (reduce expensive coorination by decoupling work)

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Groupware challenges (3)

Difficult to evaluateTask analysis for groups is more difficult than for single users

Evaluation takes longer (due to usage frequency)

Breakdown of intuitive decision makingManangers decide for software that is good for themManangers decide for software that is good for them

They underestimate the downside in the case of groupware

Similar for developers, who are used to design single user p , g gapplications

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Groupware challenges (4)

Managing acceptance as a challenge for developersdevelopers job does not end with „shipping the product“

product is only a success, if it improves group performance  not only determined by technical features / not predictable

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The case of Lotus Notes (1)

Research by [Orlikowski 94]

Watch groupware (Lotus Notes) introduction at consulting company

Research question: what factors influence how the groupware is introduced and used?

Five month observation90 interviewsDoc ment re ieDocument reviewObservation of meetings, training classes and work sessions

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The case of Lotus Notes (2)

Setting„Alpha Corporation“

Global consulting company

Managers found that IT must be used more effectivelyManagers found that IT must be used more effectively

CIO learned about Lotus NotesCIO learned about Lotus NotesCIO perceived it a „breakthrough system which might create a revolution“

His sponsorship spured high interest and persuation

Actual advancement was more slowly

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The case of Lotus Notes (3)Results

Two major influences for failure were identifiedPeoples interpretation of the new system

– Cognition or mental models about technology and their work

Structural properties of the organization

– Such as policies and norms

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The case of Lotus Notes (4)Peoples interpretation of the new systemp p y

Communication about notesNo explicit information about purpose (information through the press)

Users ware unclear about what is does

Trainingunderemphasizedp

technical focus, rather stressing personal use than new possibilities

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The case of Lotus Notes (5)Structural properties of the organizationp p g

Reward systemsBillable hours vs. time required for training/experimentation and usage

Policies and proceduresConfidality and controlConfidality and control

Firm culture and work normsFirm culture and work normsCompetetive enviroment

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IT in Organizations

What is the dependency between information technology and organizational strucutes? [Markus und Robey 1988]

Technological imperative

Organizational imperative

Emergent perspective

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Socio‐technical systems

Organizationwork/tasks

What kind of taskdependencies exist?

People(Coordination)T h lTechnology

How much distance?What kind of situation does

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technology support?

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Process design principles

Understand users & their context

Design for „wicked problems“Flexibility in process and design (evolutionary)

Let end users participate

Do not use out of the box standard Software Engineering processesDo not use out‐of‐the‐box standard Software Engineering processes

Manage acceptanceManage acceptancejust creating a technical solution is not enough

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Organisatorisches

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Seminar‐Infrastruktur

Ilias (nur Adminstrativa)https://ilias rz uni‐karlsruhe de/https://ilias.rz.uni‐karlsruhe.de/

Seminar‐Mailingliste

[email protected] (neu)

Seminar WikiSeminar‐Wikihttp://sse08.pbwiki.com

lSeminar‐Bloghttp://sse08.wordpress.com

Bookmarkshttp://www.bibsonomy.org/tag/sse08Tag „sse08“

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Tag „sse08

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Zeitplan

18.4. Seminar‐Einführung

21.4. Festlegung der persönlichen Themenwünsche

25.4. Einführungsvorlesung und Themenfestlegung

30.4. Vortrag Wissenschaftliches Arbeiten

Ende Mai/Anfang Juni: Praxisvorträge

30.5. Zwischenbesprechung

16.6. Abgabe der Präsentationsfolien

27.6. Abschlußpräsentationen

7.7. Abgabe der schriftlichen Ausarbeitung

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Themenzuordnung

GrundlagenAnreiz‐ und Motivationstheorien (Mattes; Betreuer Elsner)

[Social Software] Engineering]Genres sozialer Software: Vergleich und Auswahl (Teske; Betreuer Happel)

( )Einführung und strategischer Umgang mit Sozialer Software (Frey; Betreuer Rashid)Adoption von Sozialer Software im Unternehmen (Kriegler; Betreuer Elsner)Wiki‐Wucherung und Gardening (Pfrang; Betreuer Happel)

Social [Software Engineering]Design for contribution: Anreizsysteme zur Wissensakquisition (Eul; Betreuer Happel)Micro‐Feedback (Nolinski; Betreuer Elsner)Perpetual beta und kontinuierliches Feedback: Von "Wicked problems" zur Wissenschaft der Lösungsgestaltung (Botzenhart; Betreuer Happel)Enterprise Mash‐ups als User Innovation Toolkits (Frietsch/Gerhardt; Betreuer Happel/Rashid)

AnwendungenEnterprise portals (Mehl/Pfohl; Betreuer Elsner)

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Fazit

Danke für eure Aufmerksamkeit!

Fragen?g

hNächste Termine30.4. (Mittwoch 15h; FZI Raum New York):Vortrag Wissenschaftliches ArbeitenNach Vereinbarung: Individuelles Treffen mit dem BetreuerNach Vereinbarung: Individuelles Treffen mit dem Betreuer8.5. (Donnerstag): United Internet Nerd‐Night30.5. Zwischen‐ bzw. Praxisvorträge

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