Social ties,knowledge sharing and successful collaboration in globally distributed system development projects

Traditionally, the main focus of the information system (IS) literature has been on technical aspects related to system development projects. Furthermore, research in the IS field has mainly focused on co-located project teams. In this respect, social aspects involved in IS projects were neglected or scarcely reported. To fill this gap, this paper studies the contribution of social ties and knowledge sharing to successful collaboration in distributed IS development teams. Data were drawn from two successful globally distributed system development projects at SAP and LeCroy. Data collected were codified using Atlas.ti software. The results suggest that human-related issues, such as rapport and transactive memory, were important for collaborative work in the teams studied. The paper concludes by discussing the implications for theory and suggesting a practical guide to enhance collaborative work in globally distributed teams.     

Enhancing collaborative synchronous UML modelling with fine-grained versioning of software artefacts

Software development teams are composed of people with different knowledge and skills, who contribute to a project from often widely dispersed locations. Software development in geographically distributed environments creates software engineering challenges due to the interaction among members of distributed teams and the management of consistency and concurrency among project artefacts. In this paper, we propose Synchronous collaborative modelling Tool Enhanced with VErsioning management (STEVE) a collaborative tool supporting distributed Unified Modelling Language (UML) modelling of software systems. The tool provides a communication infrastructure enabling the concurrent editing of the same UML diagram at the same time by distributed developers. Complex UML diagrams are decomposed and managed in a fine-grained hierarchy of sub-artefacts, thus providing change and configuration management functionalities for both the diagram and the graphical objects. Thus, software predefined diagram components can be consistently reused and shared across different diagrams of a given project.     

How to get mature global virtual teams: a framework to improve team process management in distributed software teams

Managing global software development teams is not an easy task because of the additional problems and complexities that have to be taken into account. This paper defines VTManager, a methodology that provides a set of efficient practices for global virtual team management in software development projects. These practices integrate software development techniques in global environments with others such as explicit practices for global virtual team management, definition of skills and abilities needed to work in these teams, availability of collaborative work environments and shared knowledge management practices. The results obtained and the lessons learned from implementing VTManager in a pilot project to develop software tools for collaborative work in rural environments are also presented. This project was carried out by geographically distributed teams involving people from seven countries with a high level of virtualness.     

An Integrated Telepresence Environment for Collaboration in Construction

For construction projects involving transient ‘virtual organisations’ composed of non-collocated team-members, the adoption of concurrent engineering principles is seen as vital. An important aspect of concurrent engineering in construction is the need for an effective communications infrastructure between team members. Traditionally, such communication has been handled through person-to-person meetings, however the complexity of construction projects has grown and, as a result, reliance on new information and communications technologies is becoming increasingly necessary. Hence, within a concurrent engineering setting, there is the need for an integrated information and collaboration environment that will create a persistent space to support interaction between project personnel throughout all phases of construction projects. This joint initiative between the Massachusetts Institute of Technology (MIT), Loughborough University, British Telecommunications plc. (BT) and Kajima Corporation explores computer-supported mechanisms for enhancing distributed engineering collaboration. The goal of this paper is to develop a set of requirements, a system architecture and a system prototype to facilitate computer-supported collaboration among distributed teams. The prototype consists of a comprehensive working collaborative system built from the integration of complementary standalone applications. These applications are the CAIRO system, developed at the Massachusetts Institute of Technology and the Telepresence system developed by Loughborough University and BT.     

多自治域协同环境中群组通信的安全访问控制

支持多自治域协作的安全通信环境是大规模分布式应用的基础,群通信由于高效、可伸缩等特点,成为这种协作环境的一种基本通信方式．然而,由于没有集中的控制中心,实体分别隶属于异构的自治域且动态变化,引发了大量新的安全访问控制问题．针对多域协作的异构性和动态性特点,提出一套基于角色的分布式信任管理的解决方案,重点解决了动态联合授权以及基于属性的委托授权．在此基础上建立了一套较完整的安全通信体系,包括安全策略的协商、信任证的颁发、信任证与安全策略的一致性验证以及用户访问权限论证等．它为多域协作环境的群通信提供了更加灵活、可靠、安全的访问控制模式．     

Large-scale coordination: developing a framework to evaluate socio-technical and collaborative issues

Collaborative logistics, logistics-based networks, focused logistics, and distributed adaptive logistics refer to innovative approaches to logistics planning/execution encompassing automated, adaptive technologies, and proactive human collaboration. Because these approaches are collaborative and distributed in nature, they create novel challenges for coordination and collaboration within socio-technical systems, which encompass the collaborative technologies, the people or machines engaged in collaboration, and the social context of collaboration and coordination. The present challenges need to be met by theoretical models incorporating multidisciplinary perspectives in the study of collaboration. The current paper introduces a collaboration framework which may inform the design and implementation of collaborative technologies and systems, to include distributed logistics teams, from a socio-technical perspective.     

航空制造业虚拟企业协作平台设计研究

航空制造业虚拟企业的生产计划和控制有赖于联盟企业的信息协作。虚拟企业协作平台使航空制造业生产网络内部不同企业主体之间的知识与技术的传递与转移机制与路径得以实现。本文设计的CSSCM平台提供的企业服务和项目服务,主要功能有保障全局信息与共享信息的传递与转移,内部信息的控制和维护,同时其协同管理的功能能将分布式协同项目管理与协作支持技术进行有机的结合,有力地保障航空制造业虚拟企业间信息的处理与传递。     

Dynamic data sharing and security in a collaborative product definition management system

Product definition management (PDM) is a system that supports management of both engineering data and the product development process during the total product life cycle. The formation of a virtual enterprise is becoming a growing trend, and vendors of PDM systems have recently developed a new generation of PDM systems called collaborative product definition management (cPDM). This paper presents the concept of a virtual engineering community (VEC) to support concurrent product development within geographically distributed partners. A previous case study has shown that collaborative engineering design may be modelled from a parameter perspective [1]. Effective implementation of the parameter approach raises the following problems: how to support data sharing and secure that span the partner borders. This paper describes the system architecture, deployed security mechanisms, the prototype developed within cPDM, and the system demonstration using a real test. The implementation of this architecture extends a common commercial PDM system (Axalan™) and utilizes standard software to create a security framework for the involved resources. Collaboration infrastructure, shared team spaces and shared resources are essential to enable virtual teams to work together. Various organizational and technical challenges are implied. The outlined architecture features a federated data approach. These issues are discussed and potential perspectives in the area of collaboration engineering are identified.     

Enabling collaborative engineering and science at JPL

We examine the issue of distributed collaboration at the Jet Propulsion Laboratory (JPL). With the goals of “faster, better, cheaper” missions, an efficient, seamless collaboration capability is critical to future JPL space exploration missions. We assert that the current capabilities for distributed collaboration internal to JPL, as well as external, are unsatisfactory. This paper provides a vision of greatly enhanced distributed collaboration capabilities in the near future and into the far future. Our vision focuses primarily on distributed collaborative engineering and science.We believe enhanced capabilities are necessary in two collaborative paradigms: the virtual conference and the shared virtual workspace. We describe these collaborative paradigms, and discuss the tools that exist and the additional capability necessary to achieve the collaborative vision with respect to the types of data we typically work with at JPL. We identify the following types of data frequently exchanged in collaborative activities: project planning data, design data, notes/documentation, communication data, analysis/performance data, verification data and scientific data. Our analysis shows that at present there is good GroupWare support for project planning data and notes/documentation data. Support is improving for design data. Other data types have no or sporadic support at best.     

Infrastructure Time: Long-term Matters in Collaborative Development

This paper addresses the collaborative development of information infrastructure for supporting data-rich scientific collaboration. Studying infrastructure development empirically not only in terms of spatial issues but also, and equally importantly, temporal ones, we illustrate how the long-term matters. Our case is about the collaborative development of a metadata standard for an ecological research domain. It is a complex example where standards are recognized as one element of infrastructure and standard-making efforts include integration of semantic work and software tools development. With a focus on the temporal scales of short-term and long-term, we analyze the practices and views of the main parties involved in the development of the standard. Our contributions are three-fold: 1) extension of the notion of infrastructure to more explicitly include the temporal dimension; 2) identification of two distinct temporal orientations in information infrastructure development work, namely ‘project time’ and ‘infrastructure time’, and 3) association of related development orientations, particularly ‘continuing design’ as a development orientation that recognizes ‘infrastructure time’. We conclude by highlighting the need to enrich understandings of temporality in CSCW, particularly towards longer time scales and more diversified temporal hybrids in collaborative infrastructure development. This work draws attention to the manifold ramifications that ‘infrastructure time’, as an example of more extended temporal scales, suggests for CSCW and e-Research infrastructures.     

Distributed process execution in collaborative networks

Processes are a central entity in enterprise collaboration. Collaborative processes need to be executed and coordinated in a distributed computational platform where computers are connected through heterogeneous networks and systems. Life cycle management of such collaborative processes requires a framework able to handle their diversity based on different computational and communication requirements. This paper proposes a rational for such framework, points out key requirements and proposes a strategy for a supporting technological infrastructure. Beyond the portability of collaborative process definitions among different technological bindings, a framework to handle different life cycle phases of those definitions is presented and discussed.     

On the Need for Mixed Media in Distributed Requirements Negotiations

Achieving agreement with respect to software requirements is a collaborative process that traditionally relies on same-time, same-place interactions. As the trend toward geographically distributed software development continues, colocated meetings are becoming increasingly problematic. Our research investigates the impact of computer-mediated communication on the performance of distributed client/developer teams involved in the collaborative development of a requirements specification. Drawing on media-selection theories, we posit that a combination of lean and rich media is needed for an effective process of requirements negotiations when stakeholders are geographically dispersed. In this paper, we present an empirical study that investigates the performance of six educational global project teams involved in a negotiation process using both asynchronous text-based and synchronous videoconferencing-based communication modes. The findings indicate that requirement negotiations were more effective when the groups conducted asynchronous structured discussions of requirement issues prior to the synchronous negotiation meeting. Asynchronous discussions were useful in resolving issues related to uncertainty in requirements, thus allowing synchronous negotiations to focus more on removing ambiguities in the requirements.     

Leveraging temporal and spatial separations with the 24-hour knowledge factory paradigm

The 24-H Knowledge Factory facilitates collaboration between geographically and temporally distributed teams. The teams themselves form a strategic partnership whose joint efforts contribute to the completion of a project. Project-related tasks are likewise distributed, allowing tasks to be completed on a continuous basis, regardless of the constraints of any one team’s working hours. However, distributing a single task between multiple teams necessitates a handoff process, where one team’s development efforts and task planning are communicated from one team ending their shift to the next that will continue the effort. Data management is, therefore, critical to the success of this business model. Efficiency in data management is achieved through a strategic leveraging of key tools, models, and concepts.     

Perceived enablers of 3D virtual environments for virtual team learning and innovation

Virtual teams consist of geographically distributed employees working with a common goal using mostly technology for communication and collaboration. Virtual teams face a number of challenges, discussed in the literature in terms of communication through technology, difficulty in building trust, conveying social cues, and creating awareness, as well as cultural differences. These challenges impact collaboration, but also learning and innovation. This research focuses on how a social medium, the 3D virtual environment, is perceived to enable learning and innovation in virtual teams. We study this through a qualitative study based on interviews of distributed work managers’ perception of VEs. The major findings are that VEs are perceived to create collaborative learning atmospheres for virtual teams in terms of enabling engagement, a shared context awareness, and support in social network building. Another finding is that VEs are perceived to enable team learning, knowledge development, and collaboration through persistence of content, information sharing, learning through role-plays and simulations, and visualization. Furthermore, VEs enable the development of co-created content as well as new ways of working in virtual teams.     

Supporting collaborative learning in engineering design

In team-based project courses, collaborative learning is the dominant learning mode. Collaborative learning has been shown to increase individual learning through co-construction and personal reflection. Rapid adoption of web-based communication and mobile computing by students provide opportunities to take advantage of computer-supported collaboration for engineering education. We present preliminary findings on a computer environment, the Kiva Web, that supports the activities of group collaboration for interdisciplinary engineering design teams. We have employed methods from human–computer interaction (HCI) to iterate on the design in the context of use. In this paper, we discuss the evolution of the Kiva Web and the implications for both student design teams and professional design teams.     

A Tool to Support Collaborative Software Requirements Management

The system requirements specification (SRS) is a highly dynamic document that grows and evolves throughout a software development project, and it is critical that it be carefully engineered and managed. Because the SRS fulfils many roles and is of interest to a diversity of stakeholders, its management should be a collaborative process supported by an automated tool. Commercial requirements management tools are at present insufficiently versatile to support collaboration between a multidisciplinary and potentially distributed team of stakeholders. The requirements for such a collaborative tool are herein presented, alongside the design of a prototype and the findings of its application in a case study.     

Supporting collaborative learning in engineering design

In team-based project courses, collaborative learning is the dominant learning mode. Collaborative learning has been shown to increase individual learning through co-construction and personal reflection. Rapid adoption of web-based communication and mobile computing by students provide opportunities to take advantage of computer-supported collaboration for engineering education. We present preliminary findings on a computer environment, the Kiva Web, that supports the activities of group collaboration for interdisciplinary engineering design teams. We have employed methods from human–computer interaction (HCI) to iterate on the design in the context of use. In this paper, we discuss the evolution of the Kiva Web and the implications for both student design teams and professional design teams.     

POPEYE: providing collaborative services for ad hoc and spontaneous communities

Next generation collaborative systems will offer mobile users seamless and natural collaboration amongst a diversity of agents, within distributed, knowledge-rich and virtualized working environments. This ambitious goal faces numerous challenges from the underlying communication infrastructure to the high level application services, with the aim to provide services with the appropriate quality (such as persistence, synchronization, and security). Most currently available tools supporting collaboration address either rather traditional and rigid intra-organizational collaboration scenarios or, at the opposite, completely free and unstructured open communities’s interactions. Emerging dynamic, flexible and ad hoc collaboration schemes are hardly or not supported at all. The POPEYE framework offers collaborative services for applications that aim to enable spontaneous collaboration over P2P wireless ad hoc groups, where fixed infrastructure is not a prerequisite, where virtual communities can emerge spontaneously and share data with the appropriate quality of service for business applications (persistence, synchronization, security, etc.).     

Productive Interrelationships between Collaborative Groups Ease the Challenges of Dynamic and Multi-Teaming

Work organization and team membership is highly complex for modern workers. Teams are often dynamic as personnel change during a project. Dynamic team members have to be actively recruited and personnel changes make it harder for participants to retain group focus. Workers are often members of multiple groups. Though prior work has identified the prevalence of multi-teaming and dynamic teams, it has been unable to explain how workers cope with the challenges the new style of work should cause. This paper systematically characterizes the modern organizational landscape from an individual perspective, by studying how people typically organize work across their multiple collaborative groups. A unique contribution of our work is to examine the interrelationships between the collaborative groups individuals typically participate in. We introduce the notion of a collaboration profile to characterize these interrelations. We expected workers to be overburdened by contributing to multiple teams often with shifting personnel. However, we found that multi-teaming involves productive interrelationships between collaborative groups that ease some of the documented challenges of dynamic teams, such as goal setting, recruiting, and group maintenance. We define a typology that describes the various types of collaborative groups workers participate in, and provide examples of productive interrelations between collaborations. In characterizing interrelations between collaborations, we provide detailed examples of how people exploit resources across their different collaborations to address the problems of working in multiple dynamic teams.     

Integrating Process and Project Management for Multi-Site Software Development

Recent advances in information technology have made Internet-based collaboration much easier. It is now possible for a software team to draw on talented developers from around the world without the need to gather them together physically. However, being able to tap into a large pool of talent does not guarantee success. Software managers have to be able to manage these distributed teams. They need to define sharper processes and ensure that they are followed. They also need to better control project execution. To do so effectively, we have developed a tool that integrates features for both project and process management. Existing project management tools were originally designed for projects on a single site. Many of them do not provide the features necessary to support cooperative multi-site software projects or process management. We have developed a tool, called IPPM, which supports these features. IPPM, which integrates features for process and project management, resolves differences between existing project and process tools, and provides a number of unique features to support multi-site development. IPPM has been implemented and used by several development teams working in different regions in Hong Kong and Mainland China.