The relationships of systems to humans in the loop and the effectiveness of humans to catty out a mission in that context continue to be problematic. In the system-of-systems (SoS) context, the human is the key enabler in using SoS as opposed to the stove-piped systems of the past. Single purpose systems were performance-optimized and tightly integrated to focus on single capability or mission-specific goals, rather than agility that can accommodate changing human needs as they are challenged by new and asymmetric threats. The SoS engineering discipline must consider a broader set of skills in order to tackle the human-in-the-loop as a prime design variable. The focus will be on human system integration at the cognitive and social level of interaction within and among systems. This presentation will present some observations on where we are and where we may have to go in order to tackle these multidimensional problems using enterprise engineering as an extension of system engineering.

In recent years much attention has been paid to network-based, distributed environments like text-based MUDs and MOOs for supporting collaborative work. Such environments offer a shared virtual world in which interactions can take place irrespective of the actual physical proximity or distance of interactants. Although these environments have proven successful within social, recreational and educational domains, few data have been reported concerning use of such systems in the workplace. In this paper we summarize in-depth interviews with 8 MUDders from a software research and development community where a MUD has been operational and actively used for a number of years. The interviews suggest that the MUD fills a valuable communication niche for this workgroup, being used both synchronously and asynchronously to enable the establishment of new contacts and the maintenance of existing contacts. These observations are discussed in the context of the organization under study.

Despite their rapid proliferation, there has been little examination of the coordination and social practices of cyberinfrastructure projects. We use the notion of "human infrastructure" to explore how human and organizational arrangements share properties with technological infrastructures. We conducted an 18-month ethnographic study of a large-scale distributed biomedical cyberinfrastructure project and discovered that human infrastructure is shaped by a combination of both new and traditional team and organizational structures. Our data calls into question a focus on distributed teams as the means for accomplishing distributed work and we argue for using human infrastructure as an alternative perspective for understanding how distributed collaboration is accomplished in big science.

This paper analyzes the initial phases of a large-scale custom software effort, the Worm Community System (WCS), a collaborative system designed for a geographically dispersed community of geneticists. Despite high user satisfaction with the system and interface, and extensive user feedback and analysis, many users experienced difficulties in signing on and use, ranging from simple lack of resources to complex organizational and intellectual trade-offs. Using Bateson?s levels of learning, we characterize these as levels of infrastructural complexity which challenge both users and developers. Usage problems may result from different perceptions of this complexity in different organizational contexts.

Although e-Research has received much attention and acclaim in recent years, the realities of distributed collaboration still challenge even the most well-planned endeavors. This case study of an e-Research project examines the ‚balancing acts’ associated with multidisciplinary, geographically distributed, large-scale research and development work. After briefly describing the history and organizational design of this information technology and atmospheric science research project, I identify five paradoxical challenges that cannot be resolved: research versus development, harmony versus conflict, consensus versus top-down decision making, frequency and modes of communication, and fast versus slow pacing. Although collaboration and communication technologies supported the project’s management and organization, most of the complexities faced by the team were not technological in nature. From the five paradoxical challenges associated with the project, I distill three cross-cutting issues that could be relevant to other e-Research projects of this magnitude: satisfying the multiple needs of a multidisciplinary project, managing information, and engaging all participants. I identify the practical implications of these challenges and issues, specifically that organizational and low-tech solutions – not the introduction of more sophisticated technology tools – are needed to solve these challenges and to better streamline coordination.