Organizing & Managing Large-Scale, Globally Distributed, Collaborative e-Science

1. Organizing & Managing Large-Scale, Globally Distributed, Collaborative, e-Science:Contributions from Management Theory Kuldeep Kumar Globally Distributed Work (GDW) Consortium College of Business, Florida International University Rotterdam School of Management/Erasmus University, NL Computer Information Systems/ City Univ. of Hong Kong kkumar@fac.fbk.eur.nl

2. Objective • Using Management Principles and Theories • To develop a Proposal for the • conscious design, • creation • co-ordination and operation, • and management or steering (bestuur) • Of the Enterprise of e-Science kkumar@fac.fbk.eur.nl

3. e-Science: A Four Dimensional Cube? • Collaborative - across people, distance, and disciplines • Geographically (Globally?) Distributed People, Resources, and Work • Often (but not always?) Large Scale • e-Enabled e-Science = (1,1,1,1) Traditional Science (0,0,0,0) kkumar@fac.fbk.eur.nl

4. AGENDA • Why Organize? • What is Organizing? • What is Geographical/ Global Distribution? • Organization - What is that we are organizing? • What are the implications of Distribution for Organizing • Formative and Summative Evaluation - How do we know if we are doing a decent job? How do we improve for the future kkumar@fac.fbk.eur.nl

5. Why Organize? • Traditional: Solo-Colocated-Small Scale Work, perhaps partially supported by computers (0,0,0,0.2) • You have complete control over your resources • You decide what to do, how to do it, and when to do it • You set the schedule • Minimal Organization - Informal Management as compared to • e-Science: Collaborative-Distributed-LargeScale totally computing and network enabled (1,1,1,1) • Need for ORGANIZING: consciously Designing and operating the enterprise of e-Science kkumar@fac.fbk.eur.nl

6. Three Philosophies of Design • The Raft Model • No Conscious Design - “Muddle Through” • The Battleship Model • Design and Execute • The Sailboat Model • Emergent Design • + 1 The Flotilla • Designing Inter-Organizational Collaborations kkumar@fac.fbk.eur.nl

7. Distribution • What is distributed? • People • Resources • Over Locations/Sites • Over Independent Organizations kkumar@fac.fbk.eur.nl

8. Geographical (Global?) Distribution • Geographical Gaps • Time Gaps • Culture Gaps • National • Organizational • Governance Gaps • Infrastructure Gaps • National • Organizational • Regulatory Gaps kkumar@fac.fbk.eur.nl

9. Object of Design • Organization of the enterprise of e-Science • Two levels of Design • Macro View - Organization Design (Leavitt) • Micro View - Process and Work Design (Malone; Kumar and Fenema - Coordination Theory and Dependencies) kkumar@fac.fbk.eur.nl

10. Macro View of Organizing DYNAMIC ALIGNMENT & FIT Task Organization Structure Process aka WorkFlow Technology People kkumar@fac.fbk.eur.nl

11. Macro View - Task • What is it that you have set out to do - • e-Science • New Astronomy • High Energy Physics • Human Genome Project • Bio-Medicine kkumar@fac.fbk.eur.nl

12. Macro - Organization Structures • Organization Structure - Subunits of the organization AND how they are connected to each other • Choices - Various Traditional & Emerging Organizational Forms • Hierarchies • Network Organizations • Virtual Organizations • Platform Organizations • Communities of Practice kkumar@fac.fbk.eur.nl

13. Macro View - Technology Technology Production Technology - The Factory • Information • Technology • The Abacus • The File Room • Bridging • Technologies • The Conveyer Belt • The Bus - Telescopes - Particle Colliders - Laboratories - Computers - Storage - Moving People: Airplanes - Moving Bits: Network kkumar@fac.fbk.eur.nl

14. Macro - People • Changing Skill Requirements • Disciplinary Knowledge • Computing • Networks • Attitudes - • Isolated to Connected • Solo to Collaborative • Types of Roles • Scientists • Computer Scientists and Network Specialists • Technicians • Co-ordinators and Managers kkumar@fac.fbk.eur.nl

15. Macro - Process aka WorkFlow • Business Process Modeling, Fragmentation, Componentization, and Integration • Business Process Re-Engineering • Business Process Management • Business Process and Business Process Fragment Distribution (Offshore) & Outsourcing kkumar@fac.fbk.eur.nl

16. Micro View - Process Co-ordination & Dependencies Manage Organizational Units/People Create Manage Own Contain Use to Perform Resources • Instrumentation and Labs • Computing • Telecomm. Networks • Storage • Data • Knowledge and Expertise • People • Social Network Linkages • Physical Facilities Tasks & Activities Consume Resource Management Process Design kkumar@fac.fbk.eur.nl

17. Resource Management & Use • Rivalrous vs. Non-Rivalrous • Time on Telescope • Data • Open Source, Open Content (Open Development and Open Use) vs. Closed • Owned Resources (private and public) vs. Commons of Resources • Tragedy of the Commons • Free Riding, Monopolizing or Overgrazing, Contamination, etc. • Resource Sharing Protocols kkumar@fac.fbk.eur.nl

18. Process Design: Tasks & Activities • Subdividing Work - Work Differentiation • Task Interdependence - how sub-tasks or activities depend on other sub-tasks or activities • Co-Ordination Mechanisms - mechanisms that help us co-ordinate between the activities • Choice of Coordination Mechanisms depends on the level of dependence plus the level of structurability and specifiability of subtasks. kkumar@fac.fbk.eur.nl

19. Co-ordination Mechanisms * Hierarchy * Matrix * Linking Pin Organization Structures Shared Understanding & Trust Procedural * Input/Output Standards * Process Standards * Programs and Schedules Technology * Co-ordinating Technology (Workflow systems) * Technology support for other three kkumar@fac.fbk.eur.nl

20. Patterns of Dependencies • Pooled Dependency – Fishing in a Pond • Clean Hand-Offs – Throwing the Ball over the Wall • Sticky - Hand-Offs – Baton Passing • Integration Dependency • Divide work into Modular independent units • Co-work, Team, or Intense – Marine Log carrying, or Dancing the Waltz kkumar@fac.fbk.eur.nl

21. Dependency - Pooled – Fishing in the Pond kkumar@fac.fbk.eur.nl

22. Dependency Clean Hand-Off:Tossing the Ball over the Wall kkumar@fac.fbk.eur.nl

23. Clean Hand-Off • You complete your work and toss it over the wall • At any one time there is only one person working on the work unit • Ex-Ante and ex-post hand-off parties work separately and independently of each other • As long as you do your work correctly, as specified (according to standards and schedules), you do not need to be aware of the other party • Often in the case of concrete, structurable, certain work • Examples – • Garment Manufacturing • Transportation Supply Chain • Online order-takers to order fulfillment kkumar@fac.fbk.eur.nl

24. Hand-Offs: Passing the Baton – Clean? kkumar@fac.fbk.eur.nl

25. Not so Clean - Sticky Hand-Offs kkumar@fac.fbk.eur.nl

26. Sticky Hand-Offs • Abstract, Uncertain, Less Structurable Work • At the moment of Hand-Off – close coordination • Matching paces – matching knowledge • After Hand-Off – back to solitary work – only one party working at any time • Example – passing requirements to another party Work Enters Sticky Hand-Off Work Leaves kkumar@fac.fbk.eur.nl

27. LEGO: Integration Interdependence kkumar@fac.fbk.eur.nl

28. Integration Independence kkumar@fac.fbk.eur.nl

29. Integration Dependence kkumar@fac.fbk.eur.nl

30. Integration Interdependence Work Enters Work Breakdown Mutual Adjustment Work Integration Rework Work Leaves kkumar@fac.fbk.eur.nl

31. Integration Dependency • Work Modularization – • Cohesion and Coupling • Standards and Schedules • Team Structure • Parallel independent execution of Modularized Tasks (not really? – occasional cross-checks?) • Integration requires • Standards • schedules • mutual adjustment and re-work to fit • In the case of less structurable work, integration phase requires intense interaction and mutual adjustment kkumar@fac.fbk.eur.nl

32. Log Carrying: Co-Work Intense Interdependency kkumar@fac.fbk.eur.nl

33. Waltz – Formal and Intense kkumar@fac.fbk.eur.nl

34. Co-Work – Intense Dependency • Working together – at the same time • Instantaneous Give and Take • Pre-requisites – Some commonly understood standards, protocols for Interaction; • some structural definition of roles in the team • Requires • Shared Understanding of Goals and Means • Intense, real-time communication • Relationship and Trust kkumar@fac.fbk.eur.nl

35. Intense Interdependency • Like a Jazz Improvisation • People Act and React in real time to each other • People Stimulate and Complement each other’s thought processes • Synergies by being able to react to each other – like an Indian Classic Jugalbandi – or an inspired Tango • Whole is greater than the sum of individual efforts kkumar@fac.fbk.eur.nl

36. Distribution, Distance & Dependencies! kkumar@fac.fbk.eur.nl

37. 3 Situations of Intense Communication in Globally Distributed Work • Team or Co-work Dependency at Global Distances • Sticky Hand-Offs – at the time of Hand-Shake • Integration Dependency – at the time of Integration • Contradiction: All above require Intense Communication – But Gaps create Barriers to Communication kkumar@fac.fbk.eur.nl

38. Meta-Strategies • Option A: Reduce need for Communication • A1: Serialize work by creating artificial hand-offs • A2: Modularize work and Parallelize • Option B: Provide Support for Communication • B1: Hybrid Bridging Approaches • B2: Virtual Waltz • Option C: Combinations of Above kkumar@fac.fbk.eur.nl

39. A1: Serialize Intense Work • Site A does iteration 1, pass it onto Site B, • Site B does iteration 2, passes it back to Site A • Site A does iteration 3, passes it back to Site A, • And so on – through Artificial Hand-Offs • Increases over-all cycle times • Loss of synergy of co-work (you can not play against each other) • Still needs (reduced) Sticky Hand-Offs kkumar@fac.fbk.eur.nl

40. A2: Modularize and Parallelize • Subdivide the subject of work into as independent as possible modules • Assign different modules to different sites • When completed, Integrate • Loss of Team Work Synergy • Need for regular cross-checks across modules – increased coordination costs • Need for adjustment during integration kkumar@fac.fbk.eur.nl

41. B1: Hybrid Bridging • Two Versions: • Boundary Spanner – (Linking Pin) shuttling Back and Forth between the two sites • Face-to-face meetings at regular intervals with electronic bridging in between • Increases Cycle Times • Increases travel costs • Losses in Translation by Boundary Spanner kkumar@fac.fbk.eur.nl

42. B2: Virtual Waltz • Creating Distance Collaboration Environments • E-mails • Telephones (including conf. Calls) and Skype • Discussion Lists and Online Community Software • Video Conferences • Design Issues • Point-to-Point vs. Multi-Point • Synchronous vs. Asynchronous • ACCESS GRID/ VRVS Environment kkumar@fac.fbk.eur.nl

43. Enablers of Meta-Strategies • Bridging Technologies: Moving People and Moving Bits • Creating Semi-Structure – Organizing for Minimal Order (some Protocols and Standards, roles, schedules are pre-determined – others are open) • Common Knowledge: enabling easier shared understanding • Channel Expansion adding value to Bridging Technologies: experience with channel; topic; with organizational context; co-participants kkumar@fac.fbk.eur.nl

44. Evaluation • Formative - Ongoing (for continuous assessment) • Summative - at the end for Learning for Future • Multi-Stakeholder - Interpretive • FOURTH GENERATION EVALUATION kkumar@fac.fbk.eur.nl

45. Message - Conclusions • As we move to Distributed, Collaborative, Large Scale Work, we will need to consciously ORGANIZE work • The Organization at Macro and Micro Levels can be guided by Principles of Organization Design, Management, and Coordination kkumar@fac.fbk.eur.nl

46. Resources • Instrumentation and Labs • Computing • Telecommunication Networks • Storage • Data • Knowledge and Expertise • People • Social Network Linkages • Physical Facilities kkumar@fac.fbk.eur.nl