Better than Better than “Being There”“Being There”

Intel Research CollaboratoryIntel Research CollaboratoryCharles H. HouseCharles H. HouseDirectorDirectorResearch Collaboratory Research Collaboratory Intel CorporationIntel Corporation

MLMI Meeting Archives WorkshopMLMI Meeting Archives WorkshopJuly 13, 2006 July 13, 2006

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VisionVision• We believe that team collaboration tools that make it We believe that team collaboration tools that make it “BETTER THAN “BETTER THAN

BEING THERE”BEING THERE” are possible to describe, define, and developare possible to describe, define, and develop

• We believe that team collaboration tools that We believe that team collaboration tools that improve improve team productivity by an order of magnitudeteam productivity by an order of magnitude are are possible to describe, define, and developpossible to describe, define, and develop

Long-term Goal

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Short-term MISSIONShort-term MISSIONEstablishEstablish an Intel Collaboration Lab that will an Intel Collaboration Lab that will becomebecome

both a both a Catalyst Catalyst and aand a Magnetic AttractionMagnetic Attraction for the best for the best large-scale collaborationlarge-scale collaboration capabilities capabilities availableavailable

Make Intel a key player in the realization of the next generation collaboration paradigm,

Long-term MISSIONLong-term MISSION

by defining, specifying requirements and demonstrating the use of leading-edge technology and behavior solutions and driving their global acceptance.

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Strategic ObjectivesStrategic Objectives• Research, prototype, and design Research, prototype, and design virtual team virtual team

collaborationcollaboration solutions that comprehend future business solutions that comprehend future business needs and emerging technologies needs and emerging technologies

• Make Make virtual team productivityvirtual team productivity a strategic advantage for a strategic advantage for Operational Excellence and competitiveness Operational Excellence and competitiveness

• Become an industry leader for global virtual Become an industry leader for global virtual collaboration solution approachescollaboration solution approaches

• Energize the marketplace by promoting our collaboration Energize the marketplace by promoting our collaboration vision vision

• Proactively partner with Intel product groups to influence Proactively partner with Intel product groups to influence platforms architectures, and ISV’s in support of joint platforms architectures, and ISV’s in support of joint collaboration initiatives (collaboration initiatives (e.g., Digital Office 2010 Vision)e.g., Digital Office 2010 Vision)

• Align with and “prepare” downstream development Align with and “prepare” downstream development and implementation teams and implementation teams

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Intel Research CollaboratoryIntel Research Collaboratory• New idea at Intel – more New idea at Intel – more experimentalists experimentalists than than

true researcherstrue researchers

• Born of frustration w company IT backboneBorn of frustration w company IT backbone

• Loose federation of individuals Loose federation of individuals

• Created a Created a Virtuality IndexVirtuality Index, identified some key , identified some key problems, and created a problems, and created a “Concept Car”“Concept Car” for the for the company with a Flash Democompany with a Flash Demo

• Obtained some (modest) funding Obtained some (modest) funding

• ““Underway” a few months nowUnderway” a few months now

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Ireland Innovation

Center

Arizona* Innovation

Center

Oregon*Innovation

Center

FolsomInnovation

Center

IsraelInnovation

Center

ShanghaiInnovation

CenterMalaysia

Innovation Center

IT Research

Ecosystem RelationshipsEcosystem Relationships

ISTG Innovation GroupISTG Innovation Group

VirtualCollaboratoryStanford

MediaX

MIT

Digital OfficeDPG UCD Innov Strat

TMGHVMRC/KLS

Office Computing SCS

Digital Office

University of Reading

MIT Media Lab Europe

HP Labs

CTG, e.g.,Planet Lab

PELab

*new

ISTG ESTS

Arch TDBeta

SI

ISTG EmployeeProductivity CAM

eWorkForce

Applied Innov

& Arch

CollabLab

CollabLab

CollabLab

UIUC

CMUUC San Diego

UC Santa B

UC Irvine

UC Berkeley USC

Edinburgh? IDIAP NIST

PNWRL

Panasonic

Boeing

Xerox

IBM

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Collaboration & WorkstylesCollaboration & Workstyles

Source: 1 Collaboration Needs Finding Research 2004, 2: Boeing, 3: Forrester, 4 Yankee Group, July 2004. “Lack of Secure Interoperable Protocols Hinders Enterprise IM and Online Collaboration”, 5: IDC

Different Place

Collaboration is not Collaboration is not an application, it is an application, it is an attribute of an an attribute of an applicationapplication

Integrated Integrated experience experience required in required in business business applicationsapplications

Global Global collaboration is a collaboration is a business business necessitynecessity that has significant that has significant gapsgaps

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Collaboration barriersCollaboration barriers• Synchronous MeetingsSynchronous Meetings

– Connection times and Ease-of-UseConnection times and Ease-of-Use– Time zone spansTime zone spans– Language, culture differencesLanguage, culture differences– Disparity of hub vs. remote participantDisparity of hub vs. remote participant

• Especially difficult for Mobile participantEspecially difficult for Mobile participant• Especially difficult for particular communication modesEspecially difficult for particular communication modes

• AsynchronousAsynchronous– Interactivity often key to effective communicationsInteractivity often key to effective communications– ~ All PEOPLE are ~ASYNCHRONOUS to their TeamMates~ All PEOPLE are ~ASYNCHRONOUS to their TeamMates

• LexiconLexicon– We communicate lots of thingsWe communicate lots of things– We collaborate about HARD PROBLEMSWe collaborate about HARD PROBLEMS

– HARD PROBLEMS are usually sophisticatedHARD PROBLEMS are usually sophisticated

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User Research ConclusionsUser Research Conclusions• Less willing to embrace new technology Less willing to embrace new technology

– While half are “Txperts, NEARLY ALL While half are “Txperts, NEARLY ALL prefer seamless, reliable, easy to use toolsprefer seamless, reliable, easy to use toolswon’t mess with technology while on the roadwon’t mess with technology while on the road

• Positive attitude towards IT and IT servicesPositive attitude towards IT and IT services• Work style makes the segment harder .Work style makes the segment harder .

to train in new technologyto train in new technology• Opportunity to deploy remote access and wireless Opportunity to deploy remote access and wireless

productivity / enhancements productivity / enhancements – Slowing pace of available external hotspots impacts Slowing pace of available external hotspots impacts

ability of segment to connect to Intelability of segment to connect to Intel– Segment is often frustrated since wireless Segment is often frustrated since wireless

connectivity today is not simple or seamlessconnectivity today is not simple or seamless

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Better than “Being There”?Better than “Being There”?• Collaboration Tools (especially ROI analyses) Collaboration Tools (especially ROI analyses)

are often defended on two basesare often defended on two bases– Saving of Travel $$$Saving of Travel $$$

– Saving of Travel TimeSaving of Travel Time

• Seldom defended on basis that it is truly betterSeldom defended on basis that it is truly better– 30 years experimentation with Stanford 30 years experimentation with Stanford BETTER BETTER

GRADES (by a WHOLE LOT) GRADES (by a WHOLE LOT) Gibbons, JSB, HouseGibbons, JSB, House

– 2 years experimentation at Dialogic 2 years experimentation at Dialogic BETTER BETTER DECISIONS (by a WHOLE LOT) DECISIONS (by a WHOLE LOT) HouseHouse

– 4 years study at Intel 4 years study at Intel MORE EFFECTIVE MORE EFFECTIVE ORGANIZATION (by a WHOLE LOT) ORGANIZATION (by a WHOLE LOT) Bless / WynnBless / Wynn

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Collaboratory Research Agenda AreasCollaboratory Research Agenda Areas

1.1. Comprehensive virtual collaboration environment Comprehensive virtual collaboration environment

2.2. Asynchronous Meetings and Teaming Asynchronous Meetings and Teaming

3.3. Real-time Collaboration using Converged Multi-media Real-time Collaboration using Converged Multi-media Communications Communications

4.4. Team member Expressivity, Identity, Location, Team member Expressivity, Identity, Location, Presence Presence

5.5. Mobile CollaborationMobile Collaboration

6.6. Immersive Collaboration Physical Environments Immersive Collaboration Physical Environments

7.7. Team Relationships and ProductivityTeam Relationships and Productivity

8.8. Collaborative Decision MakingCollaborative Decision Making

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What are we actually doing?What are we actually doing?• Metrics, esp. Activity-based assessmentsMetrics, esp. Activity-based assessments

• Time-zones and meeting structures re Time-zones and meeting structures re effectivenesseffectiveness

• Archiving materials –Archiving materials –

• Exploring dynamic video correlationsExploring dynamic video correlations– Scene reconstruction Scene reconstruction – Simulated Scene immersion Simulated Scene immersion – Multi-team, multi-plexed gaming Multi-team, multi-plexed gaming – Kinesthetic comparisons Kinesthetic comparisons

• Exploring Complex Data Set AnalysisExploring Complex Data Set Analysis

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Activity Based Performance MeasurementActivity Based Performance MeasurementMIT Sloan School; IT Research; IT BV Program

• Overall Research ObjectiveOverall Research Objective– Develop a methodology and tools to measure value creation and costs at the activity level and Develop a methodology and tools to measure value creation and costs at the activity level and

link those measurements to firm-level metrics link those measurements to firm-level metrics

• ImportanceImportance – Enable firms to assess future value of IT and other investments Enable firms to assess future value of IT and other investments

• ChallengesChallenges – Difficult to assess and measure value of IT and other investments; costs are typically well knownDifficult to assess and measure value of IT and other investments; costs are typically well known– Managers face investment decisions at the activity level, but must justify them at unit or firm Managers face investment decisions at the activity level, but must justify them at unit or firm

levellevel

VALUE TO INTELVALUE TO INTEL• Methodology to estimate benefits/costs of important IT implementation(s) at Methodology to estimate benefits/costs of important IT implementation(s) at

IntelIntel • BV Justification of internal IT implementation, e.g., Intel SMG Smart Device BV Justification of internal IT implementation, e.g., Intel SMG Smart Device

PilotPilot

• External case study for IA based Smart DevicesExternal case study for IA based Smart Devices

• Unified Business Value Research Model:Unified Business Value Research Model:

MIT Process HandbookMIT Process Handbook

HFE/Business Value KnowledgeInformation learned from supporting ITBV programs

HFE has substantial expertise in this area

HFE/Business Value KnowledgeInformation learned from supporting ITBV programs

HFE has substantial expertise in this area

ABPM Collection ProcessRepresents a unifying model for Task Analysis

information collected across a range of businesssettings and environments

ABPM Collection ProcessRepresents a unifying model for Task Analysis

information collected across a range of businesssettings and environments

CaseStudyP4/XP

CaseStudyP4/XP

CaseStudyPDA

CaseStudyPDA

CaseStudyCMT

CaseStudyCMT

Task A

nalysis an

d A

BP

MT

ask An

alysis and

AB

PM

Productivity = Context Variables+ Timeframe+Core skills in accurately defining and measuring business value within a defined framework

The Intel ITBV program lacks an approach to unify the case specific work done to date, even through the measurement task is similar

Isolated Studies for high impact segments using Intel IT BV measurement framework – pre and post intervention data used to determine the effect and BV

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Impacts of Time Separation onImpacts of Time Separation onGlobal Team CoordinationGlobal Team Coordination

American University; IT Research; ICG Flash Group

• Time SeparationTime Separation– The difference in time zones among distributed team membersThe difference in time zones among distributed team members

• Overall Research ObjectivesOverall Research Objectives– Investigate how global teams can work more effectively when they are separated by Investigate how global teams can work more effectively when they are separated by

timetime– Understand how time separation affects team coordinationUnderstand how time separation affects team coordination– Identify which processes, mechanisms, and tools help overcome the difficulties of Identify which processes, mechanisms, and tools help overcome the difficulties of

time separationtime separation– Inform the design of the OGA collaboration environment Inform the design of the OGA collaboration environment

TIME SEPARATION RESEARCH RESULTSTIME SEPARATION RESEARCH RESULTS• 5 configurations affect how teams coordinate and challenges 5 configurations affect how teams coordinate and challenges

– Co-located Co-located – North-South North-South – same or close time zone– same or close time zone

– East-West - East-West - substantial time zone differencesubstantial time zone difference

– Dispersed-balanced Dispersed-balanced – team widely scattered across time zones– team widely scattered across time zones

– Dispersed-imbalanced Dispersed-imbalanced – hub team site with a few scattered members– hub team site with a few scattered members

• Very little difference in coordination success among geographic Very little difference in coordination success among geographic configurationsconfigurations but more effort requiredbut more effort required to achieve success to achieve success in widely in widely time separated teamstime separated teams

• Time separation reduces the range of team Time separation reduces the range of team coordination mechanismscoordination mechanisms; ; optionsoptions narrow rapidly narrow rapidly and severely and severely as more time zones addedas more time zones added

• Distance separationDistance separation alone is alone is no longer a critical factorno longer a critical factor due to due to collaboration tools adoptioncollaboration tools adoption

• Cognitive mechanismsCognitive mechanisms are are most importantmost important in distributed and time- in distributed and time-separated work separated work (knowing who knows what, who has done what and when)(knowing who knows what, who has done what and when)

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Intel needs Collaboration Tools Intel needs Collaboration Tools that arethat are One Generation AheadOne Generation Ahead

• No tools on the market meet the criteria*No tools on the market meet the criteria*– Interoperable integrated application environment Interoperable integrated application environment

with synchronous to asynchronous continuitywith synchronous to asynchronous continuity

– Coordination of all an individual’s team activities & Coordination of all an individual’s team activities & commitments from one portalcommitments from one portal

– Expressive, interactive, “sticky” environment that Expressive, interactive, “sticky” environment that invites regular use and provides encounters with invites regular use and provides encounters with others — others — “place-like”“place-like”

* established in VCRT

Eight of us “banded together” in 2003 . (no one within 500 miles of another; 3 continents)

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Collaboration ElementsCollaboration Elements

Integrated Collaboration Environment

MeMy Productivity

Personal Tools: Office, PDA, etc.

Who I am

What I’mDoing

T1 T2

T3T4

Value to Intel

=My Teams

Team Productivity

Team Tools: Visualization, Sharing, LanguageTranslation, etc.

SynchSame Time

+

AsynchDiff Time

Value

to me=

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OGA Global Team Collaboration EnvironmentOGA Global Team Collaboration EnvironmentVirtual Collaboration Research Team

Download Demo at http://immersive.intel.com/collaboration_tool/120_VERSION_06.zip

UNIQUE CHARACTERISTICS & BENEFITSUNIQUE CHARACTERISTICS & BENEFITS• See all my See all my multi-team activitiesmulti-team activities in one place in one place

• Work without time & location boundaries Work without time & location boundaries

• InteractInteract expressively expressively with remote collaborators with remote collaborators

• Move effortlessly among applications and team workMove effortlessly among applications and team work

• First design of an integrated global team environment!First design of an integrated global team environment!

USAGE SCENARIOSUSAGE SCENARIOSMeet in real time across spaceMeet in real time across space• Know who is participatingKnow who is participating• Know where they areKnow where they are• Know their time zoneKnow their time zoneWork asynchronouslyWork asynchronously • Track time & team progressTrack time & team progressCoordinate responsibilitiesCoordinate responsibilities• Combined project timelines Combined project timelines • Manage diverse AR’sManage diverse AR’s

We built this in a Flash Demo, We built this in a Flash Demo, with a few DVDs for managerswith a few DVDs for managers

VALUE TO INTELVALUE TO INTEL• Increases Intel’s global teams’ productivity Increases Intel’s global teams’ productivity

– Influenced ISTG Roadmaps to address upward global trending Influenced ISTG Roadmaps to address upward global trending

– 64% Intel employees on 3+ teams64% Intel employees on 3+ teams**

– 70% on teams with different tracking methods70% on teams with different tracking methods**

– 80% employees on multi-cultural teams80% employees on multi-cultural teams**

– 73% working across time zones73% working across time zones**

• Faster time to market and better product quality Faster time to market and better product quality

• Cost avoidance thru reduced travel, real estateCost avoidance thru reduced travel, real estate

• Supports Global Intel CultureSupports Global Intel Culture

• Creates pull for Intel platforms and productsCreates pull for Intel platforms and products

• Generation of IP / Patent Application / Industry Influence Generation of IP / Patent Application / Industry Influence

**Intel Virtuality Index Research Study 2004-2005 – Wynn, LuIntel Virtuality Index Research Study 2004-2005 – Wynn, Lu

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INTEL Navigation and Manipulation SystemINTEL Navigation and Manipulation System• Derived from Intel Derived from Intel MiramarMiramar architecture architecture• ““Information Savannah”: tools and methods to arrange and Information Savannah”: tools and methods to arrange and

organize 2d workspaces in 3D environmentorganize 2d workspaces in 3D environment

3D Environment “Place”3D Environment “Place”

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HP Croquet VisionHP Croquet VisionPeer Network with Interaction ObjectsPeer Network with Interaction Objects

• Construction of live worlds as easy as web page Construction of live worlds as easy as web page constructionconstruction

• Pure P2P: no scaleability limitsPure P2P: no scaleability limits• ““HIVE on the desktop”HIVE on the desktop”

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Current Research: Prototype of 3D Current Research: Prototype of 3D Immersive User Interface for OGA CollaborationImmersive User Interface for OGA Collaboration

Shared 3-D Graph of spreadsheet dataShared 3-D Graph of spreadsheet data

Visualization and shared simulationVisualization and shared simulationof complex dataof complex data

These integrated objects will greatly facilitate These integrated objects will greatly facilitate Data-Driven Decision-makingData-Driven Decision-making

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Research DifferentiationResearch Differentiation• Collaboration system built on replicated Collaboration system built on replicated

computationcomputation– Variable bandwidthVariable bandwidth

• True peer-to-peer collaboration systemTrue peer-to-peer collaboration system– Highly scalableHighly scalable

• System will share simulations, not System will share simulations, not documentsdocuments– Interactive what-if scenariosInteractive what-if scenarios– Built-in data visualizationBuilt-in data visualization

• System will provide a comprehensive System will provide a comprehensive personal multi-team environmentpersonal multi-team environment

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In conclusionIn conclusion• We are tackling Group Communication We are tackling Group Communication

• We are trying to become allied with a consortium We are trying to become allied with a consortium of Academic and Industrial research teamsof Academic and Industrial research teams

• We fully expect that whether for Learning, We fully expect that whether for Learning, Innovation, or Meeting Performance Goals, our Innovation, or Meeting Performance Goals, our eventual environments will be eventual environments will be

BETTER THAN BEING THEREBETTER THAN BEING THERE