Virtual
Collaboration
Boeing Rocketdyne embraces virtual teams and associated
tools and frequently uses them for team communication. Boeing Rocketdyne has
used data sharing and rapid communication software on every major program and
many small developmental programs since 1997. The belief is that any time a
community has members separated by more than 15 miles or located on two floors
of the same building, there could be a virtual collaboration opportunity.
The primary internal personnel that need to use the system are
identified, along with all external companies and customers. However, this
process has been episodic, and there is no recognized standard practice. No
large-scale (i.e., more than 500 people) virtual collaboration efforts have yet
been conducted using these tools.
Boeing Rocketdyne engages individuals in virtual
collaboration through training or sometimes makes it a requirement for their
assignment on the team. However, because this methodology is relatively new to
most of Boeing Rocketdyne, curiosity about the technology and process plays a
role. A key to engagement is empowering individuals to make change happen and
not dictating the how to use the system. It is the flexibility and ease of use
that really draws employees; any issue can be addressed without having to have a
system administrator referee the exchange. The self-directed aspect, in which
employees select the best method of communicating what they need to say or
illustrate, helps engage individuals. In the case of global teams, it is
necessary to fully train everyone on the system’s restrictions and limitations.
Sections
Syndication
