Information Technology Reference
In-Depth Information
The key to the successful use of collaborative
design concepts is the ability to organize and man-
age concurrent processes and cross-functional and
typically distributed teams effectively. Obtaining
this know-how is not a matter of studying text-
books but it rather demands a balanced blend of
solid experience and of theoretical background.
This is what the professional seminar program
to be conceived in this research shall convey in
sector- and national-specific contexts.
trial needs. A marketing research by opin-
ion poll method and a questionnaire tool
were developed for the industrial needs
identification regarding research, devel-
opment and innovation activities and/or
support. Each partner has distributed and
collected the questionnaires in his geo-
graphical area. The marketing research is
developed each year for the vision up-date;
•
Define a knowledge map and a compe-
tence profile;
•
Development of a policy to strengthen the
relations between the research activities.
huMAn resources
coMpetencies dAtAbAse
The roadmap for setting up such a network,
like INPRO, involves the creation of a group
initially consisting of 6-8 research teams or labs,
establishing links and scientific cooperation with
external labs and building ties with industrial
partners. Obviously such a network is not primar-
ily hierarchical in nature, and cooperation cannot
be dictated from above. The topics and subjects
covered and researched are extremely diverse, to
some extent uncontrolled, and constantly chang-
ing. Thus we can assume that networks are adaptive
and flexible but hard to manage and coordinate.
Hence, the need for ontology in networks is
apparent. The ontology of the network must be
much more extensive than normally required in
SMEs and is more likely to capture information
measured in larger companies. Furthermore,
network ontology creation is not an evolution-
ary process. Nevertheless, networks need a clear
ontology (along with a commitment to use it),
first and foremost for knowledge mapping. Such
a knowledge map must be created to define and
classify the knowledge available in the network
and to associate each knowledge topic with the
labs/partners that have the appropriate expertise.
Yet, the ontology must be specific to the net-
work and limited to its scope. In this chapter, we
concentrate on a specific national network, as
INPRO. This network focuses on all aspects of
the product life cycle, as shown schematically
The human resources data base, in the context of
a virtual organization like INPRO, was a complex
task considering the partners' specificity and
their heterogeneous. Human resources manage-
ment was linked with the organization creation,
consolidation and development and, also with its
sustainability.
Partners' integration and network's organi-
zation and development were activities focus
on adapting the organizational activities of the
network through a strategic plan, for developing
and maintaining a continuous vision of indus-
trial needs, identify the most demanding market
requirements, defining the knowledge map and a
competence profile regarding the current expertise
of each member. In addition, there will be devel-
oped a policy to strengthen relations between the
research activities. The work phases are:
•
Definition of a strategic plan for the part-
ners' integration - using the SWOT analy-
sis method for the diagnosis of the internal
and external environment regarding the
INPRO network there have been elaborate
the strategic priorities of the network. The
procedure was applied in each year for the
strategy up-date;
•
Developing and maintaining a continuous
living and upgraded vision on future indus-
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