WWW/Internet - Portal do Software Público Brasileiro

IADIS International Conference WWW/Internet 2010Phase 6: Adoption of vertical collaborative tools. After that the management is become aware of theuse of the collaboration and that employees are changed their way to interact with the enterprise, the maingoal of this phase is to introduce the collaborative tools in the business process of the specific sectors of theorganization. The use of these tools can cause great vantage such as to reduce the time-to-market, to improvethe effectiveness and efficiency of the process sharing the knowledge inside the specific organization unit. Inthis case, the process must be not structured in a procedural workflow and must include in its nature somecollaborative aspects. A good example of this kind of process is the “Project Management” process. The taskthat is executed by the Project Manager and by the team could be considerably improved with a definedeconomical benefit through the use of collaborative tools: the Blog can become the main communication toolinside the team members and between different teams; the forum is, instead, the main source of knowledge ofthe project; the possibility of be authors of contents and the advanced document management (using Tag)could be the main tools to create the project documentation.Phase 7: People Knowledge Engineering. Until now, the gradualness of the adoption process has thegoal is to make aware all the employees of a new way of working of cooperate. Furthermore, these phasesare related to not structured tasks or tasks that are more difficult to be structured that could have a bigadvantage using collaborative tools. Now, the main goal of this phase is to introduce the collaborationaspects in the processes that are governed by a rigid procedural workflow. Even if, the introduction ofWeb2.0 tool changes the business process, it does not think proper to speak about “reengineering of thebusiness processes”, but we deal with “the people knowledge engineering” (PKE). In this phase, the usedapproach is based on the innovative and collaborative adoption of the principles defined by Hammer[Hammer, 1990 ][Hammer, 1993] in his theory about the Business Process Reengineering. For example, theHammer principle to “Link parallel line of activity instead of integrating results” is the essence of thecollaboration. The activities executed by several offices and related to the same object must be executedconsidering the collaboration aspects and implemented using the web2.0 tools. The document managementsystem allows to work at the same time on the same set of documents.Phase 8: the future of the information system. This last phase is the final goal that each organizationshould aim in the future. In the previous phase, we have described the innovation on the existing system;however, a complete change of working procedure could be essential considering also the continuouschanges of the economic and social contexts. Thus, if the context requires that a new information systemmust be projected, the reference architectures must include the model Software-As-Service, thedematerialization and virtualization of the infrastructure through the cloud computing technologies. In thiscase, a full decomposition of the business processes will be required while other tools will manage the“orchestration” of the collaborative environments. For this reasons the new information system (namedinformation system 2.0) must be flexible and collaborative and able to adapt itself according to the marketchanges and the organization needs.4. CONCLUSIONToday, there are many organizations that declare to adopt an Enterprise 2.0 model, but they have simplyadded in their business process tools like forum, wiki, chat. n this context these tools are used in an improperway and, above all, the employees’ know-how does not enter in the knowledge of the enterprise that isstrictly linked to the old information system that manages data and not knowledge. Instead, there are manycompanies that need a more flexible organization model. These companies have business processes suitableto use collaboration, but they do not have a guideline that can drive themselves to an Enterprise 2.0 model ina gradual way and compliant with their organization structures.This paper describes a new process to introduce the Enterprise2.0 model into an organization. Thisprocess involves all the company sectors and roles (from the employee to the manager) and the transversaland vertical processes. It is clear that the importance of the innovation of the Enterprise2.0 does not allow tomodel an unique process valid for all the type of organization because the E2.0 model must be adapted to thespecific features of the company. For these reasons, reasons, the reported process must be understood as aguideline that describes the methodological steps that an organization must mandatory do to reduce the riskof E2.0 adoption such as a lack of governance. From our point of view, to gain the maximum benefits of theE2.0 model it is necessary to adjust the business process in order to introduce the collaboration aspects. In317