No description available.

Fire emergency responders work in teams where they must communicate and coordinate to save lives and property, yet contemporary emergency response training expends few resources teaching team coordination. The present research investigates re emergency response team coordination practice to develop a zero- delity simulation game to teach team coordination skills. It begins with an ethnographic investigation of re emergency response work practice, develops the concept of nonmimetic simulation with games, iterates game designs, then evaluates game designs with non- re emergency responders and re emergency response students. The present research de nes a new type of simulation, non-mimetic simulation: an operational environment in which participants exercise skills without a re-creation of the concrete environment. In traditional simulation, the goal is to re-create the world as faithfully as possible, as this has clear value for teaching skills. Non-mimetic simulations capture abstract, human-centered aspects of a work environment from a grounding in practice. They provide an alternative, economical, focused environment in which to exercise skills. Constructed as games, they can provide intrinsic and extrinsic motivation to practice and learn. The present work iterates a series of game designs in which players transform and share information with each other while under stress, engaging in processes of team coordination found in re emergency response work practice. We demonstrate how the game successfully teaches participants how to become more e ective at coordinating and communicating through user studies with non- re emergency responders and re emergency response students. Principles for the design of team coordination education, non-mimetic simulation, and cooperative game play are developed.

Thesis (Ph. D.)--Miami University, Dept. of Psychology, 2004. / Title from second page of PDF document. Includes bibliographical references (p. 43-54).

This research is based on the premises that teams can be designed to optimize its performance, and appropriate team coordination is a significant factor to team outcome performance. Contingency theory argues that the effectiveness of a team depends on the right fit of the team design factors to the particular job at hand. Therefore, organizations need computational tools capable of predict the performance of different configurations of teams. This research created an agent-based model of teams called the Team Coordination Model (TCM). The TCM estimates the coordination load and performance of a team, based on its composition, coordination mechanisms, and job’s structural characteristics. The TCM can be used to determine the team’s design characteristics that most likely lead the team to achieve optimal performance. The TCM is implemented as an agent-based discrete-event simulation application built using JAVA and Cybele Pro agent architecture. The model implements the effect of individual team design factors on team processes, but the resulting performance emerges from the behavior of the agents. These team member agents use decision making, and explicit and implicit mechanisms to coordinate the job. The model validation included the comparison of the TCM’s results with statistics from a real team and with the results predicted by the team performance literature. An illustrative 26-1 fractional factorial experimental design demonstrates the application of the simulation model to the design of a team. The results from the ANOVA analysis have been used to recommend the combination of levels of the experimental factors that optimize the completion time for a team that runs sailboats races. This research main contribution to the team modeling literature is a model capable of simulating teams working on complex job environments. The TCM implements a stochastic job structure model capable of capturing some of the complexity not capture by current models. In a stochastic job structure, the tasks required to complete the job change during the team execution of the job. This research proposed three new types of dependencies between tasks required to model a job as a stochastic structure. These dependencies are conditional sequential, single-conditional sequential, and the merge dependencies.

<p>Diabetes is one of the most significant global healthcare challenges of the 21st century: it is estimated that one in three adults will have diabetes in the United States in the year 2050. As a result, healthcare organizations are integrating systemic changes to address the needs of expanding chronic care patient population, including shifting towards a patient-centered medical home philosophy and introducing new health information technology tools to help share the workload for diabetes care activities. Advanced educational opportunities, collaborative-practice agreements, and a shifting model towards community-based care clinics affords opportunities for pharmacy professionals to participate in a more central role on the diabetes care team.</p><p><br></p> <p> </p> <p>This dissertation work explores the intersection of diabetes care coordination and health information technology (IT), with a specific focus on the potential for pharmacist involvement on the diabetes care team. Studies I and II aimed to define the existing diabetes care team as a system, with identifying the specific roles, information flows, tasks, and temporal and geospatial attributes for providing effective care. Study I used a questionnaire and social network analysis tools to identify the key members of the diabetes care team. The results indicated that these team members were the primary care provider, endocrinologist, nurse, pharmacist, dietitian, and social worker. Study II used semi-structured interviews and team task analysis for thirty (N=30) diabetes care team member participants (N=5 for each category indicated in Study I). The results from Study II led to the creation of a new systems engineering analytical framework, titled Diabetes care Roles Information Flows and Team Coordination (DRIFT). This framework expanded existing chronic care and healthcare systems engineering frameworks through the inclusion of granularity, temporal, and sociotechnical factors in a three-dimensional systems model. Study II also provided confirmatory support for the inclusion of pharmacists for sharing more care coordination activities on diabetes care teams.</p> <p><br></p> <p>The results from studies I and II were synthesized to identify potential engineering health IT solutions to gaps in diabetes care activities. The results synthesis was the foundation of a new health IT system prototype, eVincio, developed by the author for this dissertation work. eVincio is comprised of a patient-facing mobile application and a provider-facing desktop software that worked together to help healthcare professionals visualize patient care activities via the DRIFT analytical framework. Study III was a formative usability assessment of the eVincio prototypes with six (N=6) pharmacist participants. Results revealed that eVincio could be very beneficial for helping healthcare professionals visualize patient care activities and identify gaps in care coordination, particularly for professionals who work as case managers, population health analysts, or have some aspect of quality monitoring in their role. As the eVincio system is still in a prototype stage of development, additional studies need to be conducted to determine system requirements for interoperability, evidence-based guidelines, and fulfilling end-user requirements.</p>

Användandet av agila metodiker har ökat under de senaste decennierna. Detta har lett till en uppskalning av agila metodiker då även stora organisationer vill uppnå fördelarna som kommer med det agila arbetssättet. Att skala upp agila metodiker, och använda dessa i storskaligt agila miljöer (författarnas koncept skagila miljöer, som återfinns i sektionen ’Begreppet ’skagil’'), kommer dock med flera nya organisatoriska utmaningar. En utmaning, som omnämns i både litteratur och i arbetets empiriska undersökning på företaget Avanza, är inter-teamsamordning i skagila miljöer. Avanza har identifierat problemen med beroenden mellan team i skagila mjukvaruutvecklingsprojekt. För att möta problemet med beroenden initierades det här arbetet med syftet att, utifrån Avanzas nuvarande projekt design, undersöka hur teamöverskridande arbete kan samordnas för att möta beroenden i projektprocessen. För att uppnå syftet genomfördes en fallstudie på Avanza innehållande intervjuer med tolv respondenter och observation av interna dokument. Den empiriska undersökningen bekräftade ursprungsproblematiken gällande inter-teamsamordning och bidrog även med information om företagets nuvarande projektdesign. Resultatet visade att projektorganisationen verkar som en hybrid organisation med starka, agila inslag. Dock visade sig Avanza uppleva sin projektdesignen som helt agil. Vidare ansågs projektets beroenden bidra till agilt slöseri, vilket påverkar både produktivitet och effektivitet negativt i mjukvaruutvecklingsprocessen. Fyra huvudområden av agilt slöseri identifierades vilka var väntan, rörelse, defekter och tilläggsprocesser. Genom att klustra ihop liknande slöseri framtogs tre problemområden kopplade till Avanzas projektprocess, nämligen ’viss frånvaro av proaktivt angreppssätt och planering’, ’viss frånvaro av forum för hantering av inter-teamberoenden’ och ’skillnader i implementering av agila metodiker och projektprioritering bland teamen’. För att möta problemen fastställdes sex åtgärder, nämligen implementering av en mer proaktiv projektledarroll, anammning av hybridkulturen, skapande av rollspecifika team, implementering av arrangerade forum för teamsynkronisering, kodifiering och utveckling av befintliga mekanismer och samordning samt skapande av ett gemensamt förhållningssätt till agila principer i projekt. Arbetets slutsatser är till viss del generaliserbara och skulle kunna adopteras av andra företag eller projektorganisationer som har liknande problem och projektdesign som Avanza. Dock krävs en viss ansträngning för att först identifiera vilken projektdesign intressentföretag har samt att identifiera projektrelaterat slöseri. Avanza är även verksamma inom tech-branschen där projektorganisationen verkar kring mjukvaruutveckling. Därför kan det antas att slutsatserna mer sannolikt, passar andra organisationer som jobbar med mjukvaruutveckling. / The usage of agile methodologies has rapidly increased over the last decades. This has led to an upscaling of agile methods since larger organizations want to gain the benefits of the agile way of working. However, this has not come without issues, and using agile at scale (authors’ concept scagile, in upcoming section ’Begreppet ’skagil”) has introduced new organizational challenges. One challenge that is mentioned both in literature and in the empirical findings at the case company, Avanza, is inter-team coordination in scagile environments. Today Avanza is struggling with dependencies between teams in scaled agile software projects. To address this issue this study was initiated with the purpose to, based on Avanza’s current project design, investigate how cross-team collaboration could be coordinated to face and overcome dependencies in the project process. To accomplish this a case study, containing interviews with twelve respondents and observation of internal documents, was made. The empirical findings confirmed the original issues related to inter-team coordination and also provided valuable information about the company’s project design. Regarding the project design the findings showed that the project organization is a hybrid organization with strong agile influences. However, the alleged perception of the project design was a fully agile organization. Further, the dependencies in the projects seem to cause agile waste, which has a negative influence on productivity and efficiancy in software projects. Four main areas of agile waste were detected, namely waiting, motion, defects and extra processes. By clustering similar waste, three main problem areas were detected, viz ’a certain absence of a proactive approach and planning’, ‘a certain absence of forums for handling inter-team dependencies’, and ‘differences between teams regarding the implementation and usage of agile principles, and project prioritization’. To face these issues, six measures were determined, namely implementation of a more proactive project management approach, embracing the hybrid culture, creating role specific teams, arranging forums for team synchronization, codifying and developing the current coordination mechanisms and deciding on a shared approach for project methodologies. The findings of this study is to some extent generalizable and could be adopted by other companies, or project organizations, that are struggling with the same problem areas and have the same project design as Avanza. However, some effort is required to first determine current project design and to identify project related waste. Further, the client company is operative in the fin-tech industry where the project organization orbits around software development. Therefore it can be assumed that the findings are more likely to fit another software organization.