-Electronic-Collaboration(E-C)

There’s a new wind of change in the IT industry today. It’s called virtualization. Virtualization is a software technology designed to let us run multiple virtual machines with different operating systems on a single physical machine.Virtualization is changing almost every aspect of how we manage systems, storage, networks, security, operating systems, and applications. Server consolidation reduces maintenance cost while high availability and live migration allow us to minimize the downtime. With virtual machines, recovering from failure and disaster recovery is easier and more affordable than ever.

Being excessive time for new product development is one of the problems in most of the industries.
Usually the time for production is longer than the first estimation. Then the companies lose their customers.
Therefore, they can’t be competitive in the global market; also the cost for production will be increased.
Specially small and medium size enterprises (SMEs) can‘t successfully enter the market, unless they do the
customer needs. In this study, we have proposed electronic collaboration between different sections in the
company via project management is necessary for improving time and cost of new product. Other researchers
already identified several factors are important for lead times in new product development projects like design,
planning, product and procurement. We develop the model incorporation all these four factors, to estimate
the time and cost.

This chapter investigates the highly researched and debated key issue of electronic collaboration (e-collaboration) in the learning process, onwards called e-collaborative learning (e-CL), in a holistic overview. The structure of the chapter is as follows. First of all, it clarifies the meaning and context of e-CL, and compares it with analysed relevant notions. Second, the human elements of e-CL and their roles are explored, classified into functional categories. Third, the supportive elements technology, pedagogy, and methodology are extensively visited. Fourth, the framework elements time, space, and society are presented. Fifth, the e-CL process is analysed, following the ADDIE model and analysing its phases. Sixth, significant affordances and challenges of e-CL are identified, and seventh, future directions are considered. Finally, conclusions are reached. Throughout the chapter new approaches, methods, and terms are proposed in the interests of the enrichment or the effectiveness of e-CL.

Efficient project execution is an objective in many industries, and existing project management research gives  direction about how project team factors influence two important capital project outcomes: time and cost. In  addition, use of electronic collaboration (E-collaboration) technologies is essential for supporting projects.  Combining a literature review with our empirical experience, we constructed a theoretically based, four-dimensional  model of department of design, department of planning, department of production and department of procurement.  One major practical implication of our findings is that relationship between project manager and four noted  departments by E-collaboration is vital for reduce time and cost in  small and medium size enterprises (SMEs). In  this article, we describe project management, E-collaboration, SMEs and new product and review some article  around this area.

As global competitive pressure increases and
product life cycles compress, SMEs are trying to shorten
product development cycles. In the other hand, the rapid
growth of electronic collaboration has revolutionized the
product development process. This article introduces an
electronic collaboration approach that can reduce time during
the product design in SMEs. One of the product designs’ aim is
to reduce production time. Furthermore, the topic has been
presented by several authors in many papers for big companies,
but still there is a lack of scientific work on SMEs. The main
objective of this paper is to reduce product time by
e-collaboration. We conclude that there are three aspects in
e-collaboration which are extremely important, which are
coordination, adaptation and communication.

Process virtualization is increasingly important as organizations frequently use virtual teams for project management and decision making. Virtual teams are more prevalent and essential to accomplish business goals. The multiplicity and continually evolving set of collaboration technologies makes it imperative that teams know how to select and employ appropriate tool(s) for each collaborative task across the whole project lifecycle and for each work process. This paper reports on application of the MAIN+ process virtualization approach through an e-government public e-procurement field study. E-procurement is expected to simplify work procedures, automate processes and enhance collaboration between call for tender stakeholders. The results should be of interest to academic researchers and information systems practitioners interested in collaborative business process virtualization. The research contributes to process virtualization literature, theory and practice through a detailed case study that develops artifacts that provide evidence of proof of value and proof of use in the field.

Questions increasingly arise about the long-term efficacy of the most popular collaborative tools. Concerns include:
- The cost of products and support
- The steep learning curve
- Complexity (many more features than the average user will ever need or master)
- Difficulties of customization (the need to first learn a complex propretary programming language)
The search for alternatives is ongoing. One promising direction is open-source software.

Generally, installation and maintenance remains excessively labor intensive. User support and documentation is uneven. As a result, relying on open‐source software as a major  collaboration platform would require a team of developers to test, tailor, implement and manage the installation. Only those organizations entirely unable to meet their needs with proprietary products, and with extensive financial and manpower resources to apply to the task, should consider such an installation at this time (2004).

Understanding and enhancing the value of electronic collaboration (E-collaboration) technologies is essential for
supporting distributed projects. Development of E-collaboration has provided workable infrastructures for group
communication and information processing. Also E-collaboration has the potential of networking and
collaborative technologies to support the project management teams in the creation of shared understanding. On
the other hand, project management has been considered as an academic field for planning, organizing,
controlling to producing products with predictable cost, time and quality and, in other applications of
engineering requirements. A conceptual relationship between project management and E-collaboration can play
a vital role in addressing many problems among the participating companies. In this paper we review the
relationship between E-collaboration and project management in industry. And it is going to present some
definitions such as E-collaboration, its evolution, past research on E-collaboration, and project management, and
the need of it to project management based on conceptual model. A guide line for future research is also
presented.