Seminar Sommersemester 2008 Social Software...
Transcript of Seminar Sommersemester 2008 Social Software...
Social Software EngineeringSeminar Sommersemester 2008
Social Software Engineering
Helmuth Elsner ([email protected]‐karlsruhe.de)
Social Software / 25.4.2008
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( @ )Hans‐Jörg Happel ([email protected])Asarnusch Rashid ([email protected])
Web Trend Map 2008 ‐ © informationarchitects.jp
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]
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]
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/
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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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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Small contributions can go a long way
CommunityLeverage emergent collective intelligenceg
Collect incremental contributions
Leverage the „long tail“tail
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[Anderson]
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]
(Social) Semantic Web Vision( )
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[Vrandecic]
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
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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
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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]
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?
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
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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