SubEthaEdit 2.0 Refines Collaboration (24-May-2004; 0.9K)

Grok Headline matches for SubEthaEdit 2.0 Refines Collaboration (24-May-2004; 0.9K)

SubEthaEdit 2 adds new collaboration
feature, more

SubEthaEdit 2 adds new collaboration
feature, more 05/18/2004 01:26 PM
German developer The Coding Monkeys has released SubEthaEdit 2, the latest version of their collaborative text editing application. The new version takes advantage of Mac OS X's Rendezvous feature to allow you to see who's available for collaboration on your network and invite them to join you simply by dragging their names to your document. Other additions to SubEthaEdit 2 include find and replace for regular expressions, autocompletion of commonly-used words, integration with iChat and Mail, read-only access for documents and more. It's free for non-commercial use, while those who want to employ it for commercial purposes need to pay US$35 per license, with a discount available at three licenses. You need Mac OS X v10.3 to run SubEthaEdit 2.

REBOL Collaboration 2004, Keeping IT
Simple with the X Internet

REBOL Collaboration 2004, Keeping IT
Simple with the X Internet 08/27/2004 01:57 PM
"REBOL Collaboration 2004 celebrates the amazing interpersonal and interworking connections created by X Internet technology. We've been fortunate to attract experienced world class participants from many countries," explains eFishAntSea founder Steve Shireman. [PRWEB Aug 27, 2004]

IP Devel refines its identity

IP Devel refines its identity 07/18/2004 02:23 AM
On July 12, IP Devel has initiated a rebranding process meant to bring the company image into line with the leading position in Romanian software outsourcing. IP Devel is refining its brand in order to reflect the development level achieved following four years of activity in international markets. The new identity of IP Devel communicates company positioning as a militant for innovation, sustained by projects developed for clients as Cingular, Siemens VDO Automotive, and AT&T Wireless. [PRWEB Jul 18, 2004]

Microsoft refines OneNote 2003

Microsoft refines OneNote 2003 04/13/2004 06:05 AM
IT-Director.com Apr 13 2004 9:55AM GMT

Microsoft refines image after EU ruling

Microsoft refines image after EU ruling 05/09/2004 07:59 PM
IHT May 10 2004 0:11AM GMT

SubEthaEdit 1.1.5

SubEthaEdit 1.1.5 11/14/2003 04:05 PM
Award winning Rendezvous based, collaborative text editor with developer support.

SubEthaEdit 2.0

SubEthaEdit 2.0 05/18/2004 01:23 PM
Top notch collaborative coding and text-editor SubEthaEdit has reached version 2.0. Formerly known as Hydra, version 2.0 adds (amongst other new stuff) regexp search and replace, improved collaboration and networking, autocompletion and iChat and Mail integration. Go check it out — if you work in a team of programmers or writers then you’ll find it invaluable.

OCLC refines its ISBN-clustering service

OCLC refines its ISBN-clustering service 02/13/2004 10:45 AM
Python hacker and OCLC chief scientist Thom Hickey has updated me on the xISBN project:

Just thought I'd let you know that we've put up a new version of the ISBN database. We've done a lot of work to pull works with variant titles together (which helps with The Innovator's Dilemma) and made the retrievals consistent, so that any ISBN in a group retrieves that same ISBN group (which also helps with I's D). We've learned a lot about how ISBNs are used (and misused).

Thanks for the update, Thom. Sure enough, my original examples now work as advertised. Here's what Thom was referring to:

There are a few caveats here. First, the one-to-many algorithm doesn't seem to be fully bi-directional. In the example above, we'd like to get from 0066620694, a paperback, to 0875845851, a hardcover. But although we can get from 0875845851 to 0066620694, we can't get from 0066620694 to 0875845851. [Jon's Radio: Multi-ISBN LibraryLookup]

Those two links didn't used to yield the same set of ISBNs. Now they do. Cool! ...

Update: SubEthaEdit 2.0

Update: SubEthaEdit 2.0 05/18/2004 10:34 AM
The collaborative text editor adds regular expressions for Find and Replace, iChat and Mail integration, more powerful syntax definitions and modes, auto-completion, Invitations, a split view, and other changes.

Bush Refines His Position on a Measure
Banning Gay Marriage

Bush Refines His Position on a Measure
Banning Gay Marriage 07/15/2004 10:01 AM
By hedging his position, President Bush may have insulated himself from the sting of the defeat of the proposed amendment.

Things That Just Work: SubEthaEdit

Things That Just Work: SubEthaEdit 03/17/2005 03:17 AM
Last week Simon Phipps and I were working on something that had to be done by the end of that day, and he pinged me “Got SubEthaEdit?”. I do, and I’ve used it occasionally when sitting around a table with some people, but he said “Point it at my server.” I hadn’t realized how smoothly this worked across the Internet, but we both got our hands on the document at the same time (he in Southampton, I in Vancouver) and we worked out the problems and got the job done, no fuss no muss. Is there anything similar on Windows or Linux/Unix, or even better cross-platform? Because it’s pretty serious magic. [Update: Robert Chassell writes to say that Emacs has been able to do this for years, although the functions having names like talk-connect and make-frame-on-display has probably not helped the uptake.] [Hsui-Fan Wang and one other person whose email I lost wrote to point out MoonEdit].

SubEthaEdit 2.0 update released

SubEthaEdit 2.0 update released 05/17/2004 01:29 PM
SubEthaEdit 2.0 is the latest version of the Rendezvous-based collaborative text editor for Mac OS X...

Martin Pittenauer Of SubEthaEdit

Martin Pittenauer Of SubEthaEdit 06/09/2004 07:19 PM
By DrunkenBlog (via MyAppleMenu)

SubEthaEdit Updated to Version 2.0

SubEthaEdit Updated to Version 2.0 05/19/2004 12:11 AM
Production Description: "The idea of collaborative editing has been researched for years, with notable results. But now for the first time it has been implemented in a way you actually want to use: A sophisticated technique allows all users to type anywhere in the text without locking parts of the text for other users, making SubEthaEdit just as easy to use as a traditional text editor."

AltaVista Expands Multimedia Index,
Refines News Search

AltaVista Expands Multimedia Index,
Refines News Search 02/12/2003 02:34 PM
AltaVista has expanded its multimedia index and upgraded its news search as it continues to joust with Google and others in the sector. ...

A Chat With TheCodingMonkeys, Authors Of
SubEthaEdit

A Chat With TheCodingMonkeys, Authors Of
SubEthaEdit 06/09/2004 02:20 PM

SubEthaEdit gains Panther support

SubEthaEdit gains Panther support 10/29/2003 12:10 AM
Award winning text editor SubEthaEdit (formerly known as Hydra until some legal woes) has been updated for Panther. The unique feature of SubEthaEdit is that it lets you open up your document to other across the net. Everyone can edit at the same time--it's just amazing. One of the other big features is real time HTML previewing via Safari's rendering egine. The software is free.

Like Pixels? Check out MacDesign

The Language of Collaboration

The Language of Collaboration 06/05/2005 11:27 PM
Irving Wladawsky-Berger, VP of Technical Strategy and Innovation at IBM and new to blogging, on the essence of open source, which isn't so technical: Now, when you collaborate with your colleagues, they have to be able to read and...

Collaboration Evolves

Collaboration Evolves 04/19/2004 11:15 AM
New offerings address diverse enterprise needs.

Arsenal R/T Collaboration (RTC)

Arsenal R/T Collaboration (RTC) 03/28/2005 04:10 AM
Arsenal v1.4 Mobile/J2ME Released

Approvals and Collaboration

Approvals and Collaboration 07/19/2004 01:31 AM
Control precisely who edits and publishes web pages.

Innovation as Collaboration

Innovation as Collaboration 02/01/2005 09:04 PM

A few years ago a furniture company flew me down to their headquarters to talk to them about innovation, and to get my comments on a new product that they'd developed for the professional services industry. This was a company that had been honoured for years as one of America's most innovative companies, so I wasn't sure how much I could help them. They ushered me first into the R&D department where I met with some very creative individuals who obviously knew a lot about their business, and about product innovation. The department featured a giant furniture 'playroom', stocked with a variety of furniture components, where creative minds could serendipitously experiment and build makeshift prototypes on the fly. I was impressed. Being a consultant, the first question I asked them was about their innovation process. Specifically, I asked, how were customer needs, complaints and ideas routed from the front-line customer contacts (the sales and marketing people) to R&D. I got blank stares. New product ideas were developed in the laboratory, it seems, and the only customer input was from surveys and focus groups once the R&D people already had something to show them. An interesting discussion ensued. The gist of it was the company's argument that customers, not being experts in furniture, don't know what they want until they're shown something. If you were to ask them what they want, they'd just respond "what can you offer me?" My response was two-fold: First, I said, you shouldn't be asking people what furniture they want, because  it's not a piece of furniture that they're looking for, necessarily, it's the attributes and benefits that the furniture offers that people want: Comfort, orthopedic support, mobility, prestige, 'workability'. I described a company I had recently read about that had abolished chairs. All the work surfaces had been raised to a comfortable work-level while standing, and each employee had been given a lightweight, personal 'memory cushion' to stand on that clipped to their belt, and a pair of personal orthopedically-designed shoes designed to make standing for long periods comfortable. In this company, people were constantly on the move and an enormous amount of time was spent booking meeting rooms. Now, the entire office could be configured as ad hoc meeting areas, chairs (with their high attendant cost and floor-space needs) could be eliminated, and mobility was optimized. People even found that they were more productive standing up and constantly moving around. This was a company that understood furniture was a means to an end, and the end for them was mobility and flexibility, so they 'invented' tools (furniture, cushions and shoes) that had those attributes. Secondly, I added, you need to use an iterative process to elicit what people need, want and would use, a process Imperato and Harari (in their book Jumping the Curve) call "Thinking the Customer Ahead". This process entails a combination of visioning, asking a lot of 'what if' questions, and generally helping customers imagine the future state of their own organizations and needs, and how they would react if something new were suddenly available. This is an inherently collaborati ve process, as much as it is an innovative one. Just as asking people 'what would you like to see on the company intranet?' is likely to produce unimaginative (or no) answers, so would asking customers what furniture they need. But if you helped them to envision what the future of their business would look like, and then worked from that vision to ask an iterative set of 'what if' questions to elicit the kinds of furniture they could imagine using effectively in that future environment, and then collaboratively work with them to 'design' it, then you'd be getting somewhere. As it turned out, the new product they had asked me to evaluate was designed to solve a problem in the professional services industry that had been widely talked about for a generation. Now they had an answer, but it was an answer to yesterday's problem, for which effective work-arounds had been found and were still evolving. And they had designed a product that had several critical inconvenience factors that were show-stoppers, and which they could have known about by spending more time talking to customers much earlier in the process. One of my creative suggestions to them, as a customer, was that if they really want to sell their top-of-the-line ergonomic chairs to CEOs, they should give them away free to hotels and conference centres for their meeting rooms, where CEOs hang out and where the chairs are notoriously uncomfortable. The proviso would be that the name of the chair be conspicuously emblazoned on each chair. I don't think they ever took me up on the idea. I still think it would work, and pay for itself in no time. Specialization has created intellectual and imaginative silos in organizations, and a recent Wharton study written up in S+B Magazine has found, as I did on that trip, that these silos are a huge obstacle to innovation: "The most effective product development and commercialization processes encourage dynamic communication and idea sharing among engineers, marketers, and customers...Failure to incorporate the customer’s perspective often seriously limits the potential financial and competitive value of corporate innovation...Often, engineers are tucked away so far within a company that they don’t see firsthand what customers really need." Other key findings of the study: over-concentration on technology and under-emphasis of the emotional appeal of products leads to market failure better products result when employees are themselves customers of the product 'anthropological research' -- visiting customers to see how they actually use (and mis-use) products can provide huge insights on need and innovation opportunities when entering new markets, having local partners 'on the ground' can help tweak products to meet needs that are unique to that new market using cross-functional teams and having the R&D people 'get out more' can help reduce 'customer blindness' spreading R&D efforts around the world can help global companies enhance their 'environmental scan' and tap into ideas and adaptations that may not be apparent at head office surveys that gather data on customer behaviour are insufficient -- it's more important to know why customers do what they do, to determine their true wants and needs, and this usually requires face-to-face contact and collaborative effort to determine it's important to understand customers' aversion to change, and annoyance with having too many choices, when developing products key qualities needed of the facilitators of dialogue between R&D, sales and customers: humility and curiosity This study focused mainly on new product innovation, but the same need for collaboration with all the departments of the company, and with customers as well, applies equally to other types of business innovation. I like the Doblin Group's Ten Types of Innovation, an excellent way of parsing all the innovation opportunities open to a company: Business model: How you make money (e.g. Dell's pay-in-advance for a custom-made PC model). Networks and alliances: How you join forces with other companies for mutual benefit  (e.g. Sara Lee sticking strictly to branding and outsourcing all manufacturing) Enabling process: How you support the company's core processes and workers (e.g. Starbucks' premium wage and benefits packages to attract superior staff) Core processes: How you create and add value to your offerings (e.g. Wal-Mart's reinvention of retailing as shelf-space leasing) Product performance: How you design your core offerings  (e.g. the Mercedes Smart Car's unique and imaginative attributes -- pictured above -- pick up the new Feb/05 Fast Company for a fascinating discussion of why you won't see it in the US) Product system: How you link and/or provide a platform for multiple products (e.g. the Microsoft integrated productivity suite) Service: How you provide value to customers and consumers beyond and around your products (e.g. Singapore Airlines' thoughtful and pampering extras) Delivery Channel: How you get your offerings to market (e.g. Martha Stewart's multi-media ways of getting her 'home' stuff to your home) Brand: How you communicate your offerings (e.g. Absolut vodka's "theme and variations' advertising concept) Customer experience<>: How your customers feel when they interact with your company and its offerings (e.g. the Harley Davidson owners' community) Collaboration within company departments and with customers is absolutely essential to the success of any of these ten types of innovation. My sense, however, is that in most large organizations collaboration (as opposed to mere coordination) is antithetical to corporate culture, modus operandi, and hierarchical structure. That's why many innovation advisers think innovation is best done in a business unit separate from the main operating unit, where emphasis is inevitably on protecting the status quo. And that's also why I was surprised to see the results of a new study, by KPMG and Ipsos-Reid, of Canada's most innovative companies. Only three of the top 10 are small-to-medium sized businesses (Research in Motion, Westjet Airlines and Ballard Power Systems). The others include four of Canada's five largest telecom and broadcasting firms, its largest grocery chain, its largest engineering firm and its largest software distributor. And while this 'bias to big' is less noticeable in the Innovation category than in the overall Most Admired rankings (which are top-heavy with banks), it struck me as peculiar -- until I read how the winners had been selected: Only the CEOs of Canada's leading (read: biggest) corporations got to vote. It's not surprising, then, that they picked almost exclusively other large corporations. I wonder what the answers would have been if they had asked customers?

Collaboration Software

Collaboration Software 07/17/2004 02:53 AM
Computerworld Jul 17 2004 6:10AM GMT

Instant Collaboration

Instant Collaboration 03/17/2005 03:09 AM

We've used SubEthaEdit to shave hours off projects -- from building outlines and ocnducting group meetings to revising articles. We think it's only the first of many programs that will promote collaborative processes. By Glenn Fleishman, Jeff Carlson and Adam Engst, Macworld

Geography and collaboration

Geography and collaboration 03/19/2003 10:26 PM

Russ Pavlicek

In his InfoWorld column this week, Russ Pavlicek addresses a sensitive issue: the relationship between open source and outsourcing:

It is true that many software tasks are being farmed out to less expensive foreign programmers, but it is false to say that open source is responsible for this migration.
...
The presence of millions of older PCs in the world with near-zero market value means that some of these machines will eventually work their way into the hands of foreign computer students with limited budgets. The availability of open-source software makes many of those machines useful to these students -- or at least "legal."
...
The rising number of these students overseas creates the supply that will meet the demand of some American businesses to lower software development costs. Open-source technology did not cause this situation, although it does allow cash-poor students to use legal software instead of resorting to illegal copies of commercial software. [T he Open Source: Boon or Bust?]

A year ago, Dave Winer accidentally included the wrong image of me in a posting on Scripting News. The picture was, in fact, of an Indian programmer named Nish, who had written an article on C# that I found useful. A year ago, Nish's bio read: ...

Collaboration Across Space (and a Wee
Bit of Time)

Collaboration Across Space (and a Wee
Bit of Time) 07/09/2004 06:32 PM

Here's an interesting blurb from the Stanford Report:

Music Professor Chris Chafe played his celleto with Berkeley musician Roberto Morales, left, in Wallenberg Hall during an intercontinental jam session June 18 that took advantage of sophisticated teleconference technology. Projected on the screen are Hogne Moe, left, and Oyvind Berg, who "virtually" joined the concert from the Royal Academy of Technolgy in Stockholm. The quartet played three improvisational concerts as part of the "Point 25" project (the title refers to the one-quarter-second delay of the Internet broadcast) sponsored, in part, by the Wallenberg Global Learning Network. Audience members in Stanford and Stockholm also were able to watch each other.

Does anyone know if the event was recorded?

IBM, Microsoft Collide on Collaboration

IBM, Microsoft Collide on Collaboration 02/05/2005 09:20 PM
Analysts say the battle could determine which vendor leads the markets for messaging, which Microsoft has traditionally led, and collaboration, which IBM has dominated.

All take, no give: why collaboration
fails

All take, no give: why collaboration
fails 04/25/2004 08:41 PM
ZDNet Apr 26 2004 0:36AM GMT

SugarCRM Adds Collaboration

SugarCRM Adds Collaboration 04/04/2005 11:25 AM
Open-source customer relationship management software developer SugarCRM Inc. is adding several new components to extend the capabilities of its sales, marketing and customer service applications.

IBM lays out collaboration plans

IBM lays out collaboration plans 01/26/2004 11:32 AM

IP telephony meets collaboration

IP telephony meets collaboration 07/12/2004 09:18 AM
Bridging presence awareness with IP telephony, multiple communication devices, and applications, Siemens Information and Communication Networks this week is rolling out Version 2.0 of its HiPath OpenScape collaboration portal.

Will That Be Coordination, Cooperation,
or Collaboration?

Will That Be Coordination, Cooperation,
or Collaboration? 03/25/2005 06:39 PM

The Idea: Three Words: Coordination, Cooperation, and Collaboration, are often used interchangeably. They shouldn't be. Recently I specified< /a> the requirements for collaboration: Collaboration entails finding the right group of people (skills, personalities, knowledge, work-styles, and chemistry), ensuring they share commitment to the collaboration task at hand, and providing them with an environment, tools, knowledge, training, process and facilitation to ensure they work together effectively but I didn't define the term. The term is being cheapened ("collaboration tools", "collaborative environments") to the point where in many people's minds it's indistinguishable from cooperation and coordination, which are less elaborate and less ambitious collective undertakings. How can we differentiate between these terms in a meaningful way? Here are a few ways that I think they differ: Coordination Cooperation Collaboration Preconditions for Success ("Must-Haves") Shared objectives; Need for more than one person to be involved; Understanding of who needs to do what by when Shared objectives; Need for more than one person to be involved; Mutual trust and respect; Acknowledgment of mutual benefit of working together Shared objectives; Sense of urgency and commitment; Dynamic process; Sense of belonging; Open communication; Mutual trust and respect; Complementary, diverse skills and knowledge; Intellectual agility Enablers (Additional "Nice to Haves") Appropriate tools (see below); Problem resolution mechanism Frequent consultation and knowledge-sharing between participants; Clear role definitions; Appropriate tools (see below) Right mix of people; Collaboration skills and practice collaborating; Good facilitator(s); Collaborative 'Four Practices' mindset and other appropriate tools (see below) Purpose of Using This Approach Avoid gaps & overlap in individuals' assigned work Obtain mutual benefit by sharing or partitioning work Achieve collective results that the participants would be incapable of accomplishing working alone Desired Outcome Efficiently-achieved results meeting objectives Same as for Coordination, plus savings in time and cost Same as for Cooperation, plus innovative, extraordinary, breakthrough results, and collective 'we did that!' accomplishment Optimal Application Harmonizing tasks, roles and schedules in simple environments and systems Solving problems in complicated environments and systems Enabling the emergence of understanding and realization of shared visions in complex environments and systems Examples Project to implement off-the-shelf IT application; Traffic flow regulation Marriage; Operating a local community-owned utility or grain elevator; Coping with an epidemic or catastrophe Brainstorming to discover a dramatically better way to do something; Jazz or theatrical improvisation; Co-creation Appropriate Tools Project management tools with schedules, roles, critical path (CPM), PERT and GANTT  charts; "who will do what by when" action lists Systems thinking; Analytical tools (root cause analysis etc.) Appreciative inquiry; Open Space meeting protocols; Four Practices; Conversations; Stories Degree of interdependence in designing the effort's work-products (and need for physical co-location of participants) Minimal Considerable Substantial Degree of individual latitude in carrying out the agreed-upon design Minimal Considerable Substantial Where do teams, partnerships, think-tanks, open-source and joint ventures fit in this schema? The general definition of a team is an interdependent group, which suggests that collaborative groups are teams, coordinated groups are not, and cooperative groups may or may not be. Partnerships and joint ventures are both, I would argue, primarily cooperative undertakings, whose objectives evolve over time. Open-source developments can run the gamut among all three types of undertaking. So theoretically can think-tanks, though in reality most think-tank work is solitary and not really collaborative. Even the work of scientists on major international projects is, I am told, substantially individual, with a lot more coordination and cooperation than true collaboration. The last two rows of the above chart may seem somewhat paradoxical. It is relatively easy to coordinate the activities of a 'virtual' group that must work remotely and asynchronously, and much harder (but not impossible) to achieve virtual collaboration, especially if the collaborators already know each other. But once the 'design' of the collective work-product is done, the implementation work of a coordinated group is usually very explicit, while the implementation work of collaborators is necessarily more improvisational. So what? Well, in many cases, collective work may be dysfunctional because it is organized as one of these types of undertaking when what is needed is another type. Or, based on a misunderstanding of the nature of the collective effort, the wrong resources and tools are provided, or the preconditions for success are not met. And collaboration is not always a better approach than coordination or cooperation. In situations where the Wisdom of Crowds is valuable (prediction, optimization and coordination problems), independence of 'crowd' members is essential, and cooperative or collaborative processes can lead to 'groupthink' and actually detract from the crowd's 'wisdom'. There is nothing more frustrating than being invited into a supposedly empowered, collaborative team and then being charged with a task that needs nothing more than a good project coordinator. It all comes down to what you are trying to accomplish. The 'Purpose of Using This Approach" row of this chart is therefore perhaps the most important. A hammer, a wrench and a screwdriver are not interchangeable tools, and none is best for all situations.

PicSearch Announces Collaboration With
MSN

PicSearch Announces Collaboration With
MSN 03/14/2005 05:15 PM
"Picsearch announced today that it has entered into an agreement to supply the new MSN Search service with image search services. This means that MSN consumers may search for electronic images on the Internet using technology made available by Picsearch."

Collaboration, Up Close and From Afar

Collaboration, Up Close and From Afar 07/20/2004 11:17 AM
With great regret, I bid my goodbyes yesterday to the folks at the Strong Angel II demonstration, but I'm staying well-connected to the project in several ways. One is by using software that has become a crucial component to the project, Groove, the collaboration software that just hit its 3.0 milestone. Groove does so many things, but at its heart is a peer-to-peer networking system, replete with widgets and tools and fully encrypted at every level. In situations like the ones the Strong Angel teams are modeling, security is vital for some data even if not for all. One of the most intriguing demonstrations on Kona has been named "Pony Express," after the relay mail system of yesteryear, except this is being done with WiFi, laptops and Groove. The idea is that humanitarian assistance people in the field -- where there's no connectivity -- could fill out forms on their laptops, gathering data about populations and needs; then someone would drive by with a WiFi-equipped vehicle, synchronize the Groove "workspace" containing the data; and bring it back to the home base. This would be done again and again, and ultimately each person in the field, not just the people at the base, would have the most current possible data even without a direct Internet connection. My ongoing regret about Groove is its Windows-centricity. Ray Ozzie and his team at Groove really should find a way to port the application to Unix (Mac and Linux). But they've heard that from me before...

Microsoft still a collaboration
lightweight

Microsoft still a collaboration
lightweight 06/21/2004 05:59 AM
Silicon.com Jun 21 2004 9:56AM GMT

Supply Chain Collaboration

Supply Chain Collaboration 11/19/2003 01:03 PM
marcus evans Nov 19 2003 12:15PM ET

Best and Worst of Messaging &
Collaboration in '03

Best and Worst of Messaging &
Collaboration in '03 01/07/2004 01:53 PM
2003 is unlikely to go down as a banner year for either messaging or collaboration, writes eWEEK's Steve Gillmor.

Oracle Blends IM, Collaboration

Oracle Blends IM, Collaboration 06/14/2004 02:25 AM
Oracle Collaboration Suite 3.0, aimed at the enterprise, adds an instant messaging capability to complement the suite's e-mail, voice mail, calendar, Web conferencing and file management features.

cwick - collaboration server

cwick - collaboration server 04/28/2004 12:07 AM
cwick release dublin3
Grok Description matches for SubEthaEdit 2.0 Refines Collaboration (24-May-2004; 0.9K)
GrokA matches for SubEthaEdit 2.0 Refines Collaboration (24-May-2004; 0.9K)

SubEthaEdit 2.0 Refines Collaboration (24-May-2004; 0.9K)

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