Agile vs. structured distributed software development: A case study

In globally distributed software development, does it matter being agile rather than structured? To answer this question, this paper presents an extensive case study that compares agile (Scrum, XP, etc.) vs. structured (RUP, waterfall) processes to determine if the choice of process impacts aspects such as the overall success and economic savings of distributed projects, the motivation of the development teams, the amount of communication required during development, and the emergence of critical issues. The case study includes data from 66 projects developed in Europe, Asia, and the Americas. The results show no significant difference between the outcome of projects following agile processes and structured processes, suggesting that agile and structured processes can be equally effective for globally distributed development. The paper also discusses several qualitative aspects of distributed software development such as the advantages of nearshore vs. offshore, the preferred communication patterns, and the effects on project quality.     

Online collaboration: Collaborative behavior patterns and factors affecting globally distributed team performance

Studying the collaborative behavior of online learning teams and how this behavior is related to communication mode and task type is a complex process. Research about small group learning suggests that a higher percentage of social interactions occur in synchronous rather than asynchronous mode, and that students spend more time in task-oriented interaction in asynchronous discussions than in synchronous mode. This study analyzed the collaborative interaction patterns of global software development learning teams composed of students from Turkey, US, and Panama. Data collected from students’ chat histories and forum discussions from three global software development projects were collected and compared. Both qualitative and quantitative analysis methods were used to determine the differences between a group’s communication patterns in asynchronous versus synchronous communication mode. K-means clustering with the Ward method was used to investigate the patterns of behaviors in distributed teams. The results show that communication patterns are related to communication mode, the nature of the task, and the experience level of the leader. The paper also includes recommendations for building effective online collaborative teams and describes future research possibilities.     

Pre-project partnering impact on an information system project,project team and project manager

Information system (IS) managers have long recognised the need to use project management approaches in the design and delivery of their system development projects. The result has been the widespread use of project teams headed by a project leader or manager. However, given the fact that there has been a low success rate for IS projects, there is a growing need to seek out new methods and controls for projects. One approach involves the practice of altering the project environment prior to the commencement of project tasks. To determine whether such pre-project activities may be effective, a model is proposed and tested relating the activities to the performance of the project manager and characteristics of an effective project team. Data from a sample of 186 project team members indicate that the pre-project activities lead to more effective teams and managers and eventually to project success. Thus, it is important that organisations begin work on projects at an earlier stage.     

Knowledge transfer in globally distributed teams: the role of transactive memory

This paper explores the role of transactive memory in enabling knowledge transfer between globally distributed teams. While the information systems literature has recently acknowledged the role transactive memory plays in improving knowledge processes and performance in colocated teams, little is known about its contribution to distributed teams. To contribute to filling this gap, knowledge‐transfer challenges and processes between onsite and offshore teams were studied at TATA Consultancy Services. In particular, the paper describes the transfer of knowledge between onsite and offshore teams through encoding, storing and retrieving processes. An in‐depth case study of globally distributed software development projects was carried out, and a qualitative, interpretive approach was adopted. The analysis of the case suggests that in order to overcome differences derived from the local contexts of the onsite and offshore teams (e.g. different work routines, methodologies and skills), some specific mechanisms supporting the development of codified and personalized ‘directories’ were introduced. These include the standardization of templates and methodologies across the remote sites as well as frequent teleconferencing sessions and occasional short visits. These mechanisms contributed to the development of the notion of ‘who knows what’ across onsite and offshore teams despite the challenges associated with globally distributed teams, and supported the transfer of knowledge between onsite and offshore teams. The paper concludes by offering theoretical and practical implications.     

Virtual team awareness and groupware support: an evaluation of the TeamSCOPE system

This paper overviews a Web-based collaborative system called TeamSCOPE that has been designed to support awareness needs of globally distributed teams. Four types of awareness needs of virtual teams are defined and the awareness support features of TeamSCOPE are described. The usage patterns of eight globally distributed engineering design teams are outlined, and evaluation results are provided. Findings illustrate how group process interacts with technology to create design challenges in the support of virtual team awareness needs.     

Building Effective Project Teams

Most IS managers know that managing a project to its successful completion is not an easy task. Conflicts among team members often delay a project's schedule and can ruin the team's morale. Although most managers usually follow the traditional, authoritative style of management to control their team members, this style is no longer considered as effective as the more contemporary, collaborative approach. This article describes how IS managers can manage their projects more effectively by creating collaborative project teams.     

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.     

Building Effective Project Teams

Most IS managers know that managing a project to its successful completion is not an easy task. Conflicts among team members often delay a project's schedule and can ruin the team's morale. Although most managers usually follow the traditional, authoritative style of management to control their team members, this style is no longer considered as effective as the more contemporary, collaborative approach. This article describes how IS managers can manage their projects more effectively by creating collaborative project teams.     

Social Presence as a Multi‐Dimensional Group Construct in 3D Virtual Environments

One of the key challenges of distributed teams is the lack of social presence resulting from multiple work locations. Virtual environments (VEs) have been viewed as a collaboration tool for distributed teams that can enhance social presence via shared collaboration space and avatars. We observed, recorded, and analyzed the VE meetings of a globally distributed team. Data were analyzed through quantitative and qualitative content analysis. Our findings show that in the meetings, social presence was a situational phenomenon that constantly varied in strength. Social presence occurred as either a subgroup or group phenomenon, which at times coexisted at both levels. In particular, 2 of the 3 subdimensions of social presence, psychological involvement and behavioral engagement, were observable in team interaction.     

Waste identification as the means for improving communication in globally distributed agile software development

Agile approaches highly values communication between team members to improve software development processes, even though, communication in globally distributed agile teams can be difficult. Literature proposes solutions for mitigating the challenges encountered in these environments. These solutions range from general-level recommendations and practices to the use of communication tools. However, an approach covering the whole development process for identifying challenges, and improving communication in globally distributed agile development projects, is missing. In order to address this, we conducted a case study within a globally distributed agile software development project focused on using the concept of waste as a lens for identifying non-value producing communication elements. In order to achieve this, we constructed a waste identification approach through which we identified five communication wastes, and solutions to mitigate them. These wastes can help companies identify communication issues that are present in their development efforts, while the presented waste identification technique gives them a mechanism for waste identification and mitigation. This work contributes to the scientific community by increasing the knowledge about communication in globally distributed agile development efforts.     

Impacts of collaborative IS on software development project success in Indian software firms: a service perspective

The collaborative work of team members has become a common occurrence in software development projects. Collaborative information systems (CIS), designed to facilitate and support teamwork, appear critical for software project success. However, the quality and convenience of the services and functions delivered by CIS have not received robust attention in academia. Hence, the current study investigates the role of the CIS service characteristics of service quality and service convenience in teamwork and software development project success using DeLone and McLean’s (D&M) Information System (IS) Success Model as the theoretical framework. This study incorporates the success indicators of teamwork quality, teamwork performance, and project success as measured by software quality and project performance. Data from 153 Indian software companies confirm that collaborative IS services, as well as teamwork quality/performance, are central to software development project success. We believe that the findings of this study will be helpful to project managers of software development firms.     

Enabling Collaboration in Distributed Requirements Management

Requirements management, one of the most collaboration-intensive activities in software development, presents significant difficulties when stakeholders are distributed, as in today's global projects. After a review of requirements management in current work practices, the authors describe EGRET, a collaborative requirements management tool for distributed software development teams. They present their design motivations for EGRET, a preliminary evaluation of its usability, and directions for further enhancement. This article is part of a special issue on Global Software Development.     

Creating Shared Information Spaces to Support Collaborative Design Work

The provision of computer support for collaborative work is a central concern for Information Systems (IS) research and practice. In this paper we present the details of an information flow study undertaken in the household division of a large European design and manufacturing company (Delta). The goal of the study was to elicit user requirements for a computer system to facilitate the collaborative work of new product design teams. These requirements form the basis for the design and development of a Web-based LIRÉ (Living Repository) prototype system, the functionalities, features, and rationale of which are discussed. We also present the results of the evaluation of LIRÉ by the users at Delta and our observations on enhancing the sophistication and usefulness of this class of system. A production version based on the prototype but using commercially available software is currently in use by the New Product Development group at Delta.     

Knowledge‐related challenges and solutions in GSD

A number knowledge‐related challenges may complicate the work in global software development (GSD) projects. In practice, even a small amount of missing knowledge may cause an activity to fail to create and transfer information which is critical to later functions, causing these later functions to fail. Thus, knowledge engineering holds a central role in order to succeed with globally distributed product development. Furthermore, examining the challenges faced in GSD from a cognitive perspective will help to find solutions that take into account the knowledge needs of different stakeholders in GSD and thus help to establish conditions for successful GSD projects. In this paper, we will discuss these challenges and solutions based on an extensive literature study and practical experience gained in several international projects over the last decade. Altogether, over 50 case studies were analysed. We analysed the challenges identified in the cases from a cognitive perspective for bridging and avoiding the knowledge gaps and, based on this analysis, we will present example solutions to address the challenges during the GSD projects. We will conclude that through understanding both the nature of GSD and the KE challenges in depth, it will be possible for organizations to make their distributed operations successful.     

基于多维特征的开源项目个性化推荐方法

随着软件协同开发技术与社交网络的深度融合,社交化开发范式已成为当前软件创作与生产的重要方式。这一软件开发模型的灵活性与开放性,吸引了大规模的外围贡献者加入到开源社区中,形成了巨大的软件生产力。在开源社区中,这些分布广泛、规模巨大的外围贡献者主要以一种无组织的松散方式进行协同。他们需要花费大量的时间和精力,在海量的开源项目中寻找到自己真正感兴趣的项目并进行长期贡献。为了提高大规模群体协同的效率,本文提出一种基于多维特征的开源项目个性化推荐方法（即RepoLike）。该方法从开源项目自身流行度、关联项目技术相关度以及大众贡献者之间的社交关联度等三个维度度量开发者和开源项目之间的关联关系,并利用线性组合和Learning To Rank方法构建推荐模型,从而为开发者提供个性化的项目推荐服务。通过大规模的实证实验表明,RepoLike在推荐20个候选项目时的推荐命中率超过25%,能够有效地为开发人员提供有价值的推荐服务。     

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.     

Self-organization of teams for free/libre open source software development

This paper provides empirical evidence about how free/libre open source software development teams self-organize their work, specifically, how tasks are assigned to project team members. Following a case study methodology, we examined developer interaction data from three active and successful FLOSS projects using qualitative research methods, specifically inductive content analysis, to identify the task-assignment mechanisms used by the participants. We found that ‘self-assignment’ was the most common mechanism across three FLOSS projects. This mechanism is consistent with expectations for distributed and largely volunteer teams. We conclude by discussing whether these emergent practices can be usefully transferred to mainstream practice and indicating directions for future research.     

A decentralized architecture for software process modeling andenactment

Many development teams, especially distributed teams, require process support to adequately coordinate their complex, distributed work practices. Process modeling and enactment tools have been developed to meet this requirement. The authors discuss the Serendipity-II process management environment which supports distributed process modeling and enactment for distributed software development projects. Serendipity-II is based on a decentralized architecture and uses Internet communication facilities     

Important characteristics of software development team members: an empirical investigation using Repertory Grid

An information system is typically developed by a team of information systems (IS) professionals. Research shows that teams staffed with the right people are more likely to be effective and efficient. There is a paucity of study that examines the important traits of IS professionals in team contexts. The objective of this research is to identify and understand the important characteristics of good team members in software development projects. We applied an established psychological technique (Repertory Grid) to guide our interviews with 21 experienced IS professionals, who have had extensive experience in software development teams. The comprehensive list of important characteristics was analysed qualitatively using open coding method of grounded theory. Fifty‐nine unique characteristics were identified and classified into eight categories. Among them, attitude/motivation, knowledge, interpersonal/communication skills, and working/cognitive ability were perceived by research participants to be the most important categories. Our study provides a context‐specific (i.e. software development team) evaluation of important characteristics of IS professionals. The results have significant implications for IS recruiting, IS training, IS staffing, and IS human resource management. Our study also supplements the research on management of IS development teams.