TY - JOUR

T1 - The Essence of Collaboration

T2 - Extending our reach and potential

AU - Dalcher, Darren

N1 - Professor Darren Dalcher, 'The Essence of Collaboration: Extending our Reach and Potential Impact', PM World Journal, Vol. 5 (10), October 2016, Advances in Project Management Series. Available online at: http://pmworldlibrary.net/article/the-essence-of-collaboration-extending-our-reach-and-potential/.

PY - 2016/10/1

Y1 - 2016/10/1

N2 - It is sometimes said that competition makes us faster, but collaboration makes us better. The Oxford Dictionary defines collaboration as “the action of working with someone to produce something”.While collaboration enables two or more parties to work together on a shared purpose in order to attain a particular benefit, implying a good fit with project practice, the various project management bodies of knowledge and IPMA’s newly released Individual Competence Baseline say little about what it is and how it may apply to projects. Major initiatives and projects often require collaboration across a team, or between different teams and organisations, in order to enhance competitiveness or performance.Collaborating teams are often large, virtual, diverse, specialised and distributed.Collaboration can therefore take place in one of two forms: Synchronous, where the team interacts in real time (often as a co-located teamhoused to facilitate physical collaborative and joint working in close proximity,or electronically, via online meetings, instant messaging, Skype or other jointworking platform) Asynchronous, where interactions are time-shifted, geographically dispersed, orare simply designed to allow a group to collaborate at times that suit individualparticipants. Shared documents, workspaces and Wiki pages allow such teams towork together. More recent examples include crowdsourcing efforts, combiningthe best of crowd participation and outsourcing to tackle complex, detailed anddemanding assignments by groups of interested participants who are able todivide the work and focus on achieving the wider purpose through this divisionof labour and expertise

AB - It is sometimes said that competition makes us faster, but collaboration makes us better. The Oxford Dictionary defines collaboration as “the action of working with someone to produce something”.While collaboration enables two or more parties to work together on a shared purpose in order to attain a particular benefit, implying a good fit with project practice, the various project management bodies of knowledge and IPMA’s newly released Individual Competence Baseline say little about what it is and how it may apply to projects. Major initiatives and projects often require collaboration across a team, or between different teams and organisations, in order to enhance competitiveness or performance.Collaborating teams are often large, virtual, diverse, specialised and distributed.Collaboration can therefore take place in one of two forms: Synchronous, where the team interacts in real time (often as a co-located teamhoused to facilitate physical collaborative and joint working in close proximity,or electronically, via online meetings, instant messaging, Skype or other jointworking platform) Asynchronous, where interactions are time-shifted, geographically dispersed, orare simply designed to allow a group to collaborate at times that suit individualparticipants. Shared documents, workspaces and Wiki pages allow such teams towork together. More recent examples include crowdsourcing efforts, combiningthe best of crowd participation and outsourcing to tackle complex, detailed anddemanding assignments by groups of interested participants who are able todivide the work and focus on achieving the wider purpose through this divisionof labour and expertise

M3 - Journal article

VL - 5

JO - PM World Journal

JF - PM World Journal

SN - 2330-4480

IS - 10

ER -