Today, any form of communication that occurs in an organization is more often than not through email. People who normally interact by talking to each other resort to email communication. Colleagues sitting next to each other in an office also communicate through email. Email and chatting may take care of communication between individuals, but what about applications and processes that run within the organization. The result is a dramatic increase in the volume of collaborations in an organization. How is this level of collaboration organized and achieved?

Collaboration as a methodology was originally touted to encompass areas like project management, human resources and knowledge management within the organization. But how does collaboration link the various processes and workflows in different departments within the organization?

Linking processes
To ensure that a company stays competitive and operates at optimum production levels, it is imperative that efficient collaboration between all business lines and processes exists and grows. The goal is to make knowledge workers more efficient. In addition to managing a role that is specific to a knowledge area or worker, it is necessary to manage the information that is trapped within a process.

Processes and methods that occur and reside inside an individual's head are usually lost forever, not just because they are undocumented but also because they usually are inherent part of applications that don't talk to each other.

Process automation or workflows entail managing moving data in the correct and proper order. It also means providing easy to use visual interfaces for binding processes together and creating intelligent workflow models.

Systems need to share information with one another in an orderly and efficient manner. Process automation or workflow management operates at the level in an organization, where automation tools and workflow engines exist and where the methods of information management and exchange are defined. It exists at the EAI (Enterprise Application Integration) level and encapsulates data levels, application, and user interface levels.

Enterprise application integration tools that claimed to support integration have so far achieved integration at a level that is best described as elegant and manageable. Attempts to deliver information at all levels and improve collaboration within the organization began with composite applications - specifically web-based composite applications using EAI technologies. But even they deliver what they promise only to a certain extent and fail to account for business process integration and appropriately timed information delivery.

Tools that manage business processes and manage information applications, including workflow and project management already exist as stand-alone entities, but their value cannot be realized at the levels they originally promised. Workflow management is usually not integrated with project management and vice versa. To intelligently source out the information that is trapped within an enterprise and then integrate it with existing applications we need something more than stand-alone tools. Collaboration is achieved when applications integrate with processes, projects and information in real-time across the virtual enterprise.

EAI and workflow technology solutions were designed to do just that. They define rules, procedures and interfaces, and automate them even at the management level. Automating a purchase order or a customer request frees up employees to focus on more strategic tasks, thus improving corporate efficiency in real-time. EAI was designed to bring together heterogeneous systems and share their applications. Ultimately, what both do is streamline an organization's operations for greater success.

Simultaneous delivery of the integrated information at the right time and within an EAI framework is the new collaboration model that supports the following requirements:

• A web-based composite application view to deliver information on a knowledge portal (enterprise information portal)

• Online meetings, real-time design and peer-to-peer task management activities that offer collaboration on business projects

• Present multiple tasks to collaborative knowledge workers in a common view

Facilitate process-oriented event execution
The market for collaborative applications incorporating people and processes is potentially huge. Forrester Research says that the enterprise collaboration market will exceed $64 billion in a few years. And the solutions with greater potential are those that include the ability to integrate with other applications and other information management resources. Employees, business partners and customers dynamically collaborate, thus allowing enterprises to deliver greater value to customers by synchronizing and optimizing events and activities among a dynamic set of business partners.

The collaboration application model will be the dominant application model by 2004, according to the Gartner Group. This would replace the web-based stand-alone collaborative model existent today.

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