Empirical studies on the use of social software in global software development – A systematic mapping study

BackgroundIn Global Software Development (GSD), informal communication and knowledge sharing play an important role. Social Software (SoSo) has the potential to support and foster this key responsibility. Research on the use of SoSo in GSD is still at an early stage: although a number of empirical studies on the usage of SoSo are available in related fields, there exists no comprehensive overview of what has been investigated to date across them.ObjectiveThe aim of this review is to map empirical studies on the usage of SoSo in Software Engineering projects and in distributed teams, and to highlight the findings of research works which could prove to be beneficial for GSD researchers and practitioners.MethodA Systematic Mapping Study is conducted using a broad search string that allows identifying a variety of studies which can be beneficial for GSD. Papers have been retrieved through a combination of automatic search and snowballing, hence a wide quantitative map of the research area is provided. Additionally, text extracts from the studies are qualitatively synthesised to investigate benefits and challenges of the use of SoSo.ResultsSoSo is reported as being chiefly used as a support for collaborative work, fostering awareness, knowledge management and coordination among team members. Contrary to the evident high importance of the social aspects offered by SoSo, socialisation is not the most important usage reported.ConclusionsThis review reports how SoSo is used in GSD and how it is capable of supporting GSD teams. Four emerging themes in global software engineering were identified: the appropriation and development of usage structures; understanding how an ecology of communication channels and tools are used by teams; the role played by SoSo either as a subtext or as an explicit goal; and finally, the surprising low percentage of observational studies.     

Why does site visit matter in global software development: A knowledge-based perspective

ContextFace-to-Face (F2F) interaction is a strong means to foster social relationships and effective knowledge sharing within a team. However, communication in Global Software Development (GSD) teams is usually restricted to computer-mediated conversation that is perceived to be less effective and interpersonal. Temporary collocation of dispersed members of a software development team is a well-known practice in GSD. Despite broad realization of the benefits of visits, there is lack of empirical evidence that explores how temporary F2F interactions are organized in practice and how they can impact knowledge sharing between sites.ObjectiveThis study aimed at empirically investigating activities that take place during temporary collocation of dispersed members and analyzing the outcomes of the visit for supporting and improving knowledge sharing.MethodWe report a longitudinal case study of a GSD team distributed between Denmark and Pakistan. We have explored a particular visit organized for a group of offshore team members visiting onshore site for two weeks. Our findings are based on a systematic and rigorous analysis of the calendar entries of the visitors during the studied visit, several observations of a selected set of the team members’ activities during the visit and 13 semi-structured interviews.ResultsLooking through the lens of knowledge-based theory of the firm, we have found that social and professional activities organized during the visit, facilitated knowledge sharing between team members from both sites. The findings are expected to contribute to building a common knowledge and understanding about the role and usefulness of the site visits for supporting and improving knowledge sharing in GSD teams by establishing and sustaining social and professional ties.     

Global software testing under deadline pressure: Vendor-side experiences

ContextIn the era of globally-distributed software engineering, the practice of global software testing (GST) has witnessed increasing adoption. Although there have been ethnographic studies of the development aspects of global software engineering, there have been fewer studies of GST, which, to succeed, can require dealing with unique challenges.ObjectiveTo address this limitation of existing studies, we conducted, and in this paper, report the findings of, a study of a vendor organization involved in one kind of GST practice: outsourced, offshored software testing.MethodWe conducted an ethnographically-informed study of three vendor-side testing teams over a period of 2 months. We used methods, such as interviews and participant observations, to collect the data and the thematic-analysis approach to analyze the data.FindingsOur findings describe how the participant test engineers perceive software testing and deadline pressures, the challenges that they encounter, and the strategies that they use for coping with the challenges. The findings reveal several interesting insights. First, motivation and appreciation play an important role for our participants in ensuring that high-quality testing is performed. Second, intermediate onshore teams increase the degree of pressure experienced by the participant test engineers. Third, vendor team participants perceive productivity differently from their client teams, which results in unproductive-productivity experiences. Lastly, participants encounter quality-dilemma situations for various reasons.ConclusionThe study findings suggest the need for (1) appreciating test engineers’ efforts, (2) investigating the team structure’s influence on pressure and the GST practice, (3) understanding culture’s influence on other aspects of GST, and (4) identifying and addressing quality-dilemma situations.     

The impact of agile practices on communication in software development

Agile software development practices such as eXtreme Programming (XP) and SCRUM have increasingly been adopted to respond to the challenges of volatile business environments, where the markets and technologies evolve rapidly and present the unexpected. In spite of the encouraging results so far, little is known about how agile practices affect communication. This article presents the results from a study which examined the impact of XP and SCRUM practices on communication within software development teams and within the focal organization. The research was carried out as a case study in F-Secure where two agile software development projects were compared from the communication perspective. The goal of the study is to increase the understanding of communication in the context of agile software development: internally among the developers and project leaders and in the interface between the development team and stakeholders (i.e. customers, testers, other development teams). The study shows that agile practices improve both informal and formal communication. However, it further indicates that, in larger development situations involving multiple external stakeholders, a mismatch of adequate communication mechanisms can sometimes even hinder the communication. The study highlights the fact that hurdles and improvements in the communication process can both affect the feature requirements and task subtask dependencies as described in coordination theory. While the use of SCRUM and some XP practices facilitate team and organizational communication of the dependencies between product features and working tasks, the use of agile practices requires that the team and organization use also additional plan-driven practices to ensure the efficiency of external communication between all the actors of software development.

Tools used in Global Software Engineering: A systematic mapping review

ContextThis systematic mapping review is set in a Global Software Engineering (GSE) context, characterized by a highly distributed environment in which project team members work separately in different countries. This geographic separation creates specific challenges associated with global communication, coordination and control.ObjectiveThe main goal of this study is to discover all the available communication and coordination tools that can support highly distributed teams, how these tools have been applied in GSE, and then to describe and classify the tools to allow both practitioners and researchers involved in GSE to make use of the available tool support in GSE.MethodWe performed a systematic mapping review through a search for studies that answered our research question, “Which software tools (commercial, free or research based) are available to support Global Software Engineering?” Applying a range of related search terms to key electronic databases, selected journals, and conferences and workshops enabled us to extract relevant papers. We then used a data extraction template to classify, extract and record important information about the GSD tools from each paper. This information was synthesized and presented as a general map of types of GSD tools, the tool’s main features and how each tool was validated in practice.ResultsThe main result is a list of 132 tools, which, according to the literature, have been, or are intended to be, used in global software projects. The classification of these tools includes lists of features for communication, coordination and control as well as how the tool has been validated in practice. We found that out the total of 132, the majority of tools were developed at research centers, and only a small percentage of tools (18.9%) are reported as having been tested outside the initial context in which they were developed.ConclusionThe most common features in the GSE tools included in this study are: team activity and social awareness, support for informal communication, Support for Distributed Knowledge Management and Interoperability with other tools. Finally, there is the need for an evaluation of these tools to verify their external validity, or usefulness in a wider global environment.     

Sociomaterial bricolage: The creation of location-spanning work practices by global software developers

Context

Studies on global software development have documented severe coordination and communication problems among coworkers due to geographic dispersion and consequent dependency on technology. These problems are exacerbated by increase in the complexity of work undertaken by global teams. However, despite these problems, global software development is on the rise and firms are adopting global practices across the board, raising the question: What does successful global software development look like and what can we learn from its practitioners?

Objective

This study draws on practice-based studies of work to examine successful work practices of global software developers. The primary aim of this study was to understand how workers develop practices that allow them to function effectively across geographically dispersed locations.

Method

An ethnographically-informed field study was conducted with data collection at two international locations of a firm. Interview, observation and archival data were collected. A total of 42 interviews and 3 weeks of observations were conducted.

Results

Teams spread across different locations around the world developed work practices through sociomaterial bricolage. Two facets of technology use were necessary for the creation of these practices: multiplicity of media and relational personalization at dyadic and team levels. New practices were triggered by the need to achieve a work-life balance, which was disturbed by global development. Reflecting on my role as a researcher, I underscore the importance of understanding researchers’ own frames of reference and using research practices that mirror informants’ work practices.

Conclusion

Software developers on global teams face unique challenges which necessitate a shift in their work practices. Successful teams are able to create practices that span locations while still being tied to location based practices. Inventive use of material and social resources is central to the creation of these practices.     

Understanding agile software development practices using shared mental models theory

ContextAgile software development is an alternative software development methodology that originated from practice to encourage collaboration between developers and users, to leverage rapid development cycles, and to respond to changes in a dynamic environment. Although agile practices are widely used in organizations, academics call for more theoretical research to understand the value of agile software development methodologies.ObjectiveThis study uses shared mental models theory as a lens to examine practices from agile software methodologies to understand how agile practices enable software development teams to work together to complete tasks and work together effectively as a team.MethodA conceptual analysis of specific agile practices was conducted using the lens of shared mental models theory. Three agile practices from Xtreme Programming and Scrum are examined in detail, system metaphor, stand-up meeting, and on-site customer, using shared mental models theory.ResultsExamining agile practices using shared mental models theory elucidates how agile practices improve collaboration during the software development process. The results explain how agile practices contribute toward a shared understanding and enhanced collaboration within the software development team.ConclusionsThis conceptual analysis demonstrates the value of agile practices in developing shared mental models (i.e. shared understanding) among developers and customers in software development teams. Some agile practices are useful in developing a shared understanding about the tasks to be completed, while other agile practices create shared mental models about team processes and team interactions. To elicit the desired outcomes of agile software development methods, software development teams should consider whether or not agile practices are used in a manner that enhances the team’s shared understanding. Using three specific agile practices as examples, this research demonstrates how theory, such as shared mental models theory, can enhance our understanding regarding how agile practices are useful in enhancing collaboration in the workplace.     

The effect of governance on global software development: An empirical research in transactive memory systems

ContextThe way global software development (GSD) activities are managed impacts knowledge transactions between team members. The first is captured in governance decisions, and the latter in a transactive memory system (TMS), a shared cognitive system for encoding, storing and retrieving knowledge between members of a group.ObjectiveWe seek to identify how different governance decisions (such as business strategy, team configuration, task allocation) affect the structure of transactive memory systems as well as the processes developed within those systems.MethodWe use both a quantitative and a qualitative approach. We collect quantitative data through an online survey to identify transactive memory systems. We analyze transactive memory structures using social network analysis techniques and we build a latent variable model to measure transactive memory processes. We further support and triangulate our results by means of interviews, which also help us examine the GSD governance modes of the participating projects. We analyze governance modes, as set of decisions based on three aspects; business strategy, team structure and composition, and task allocation.ResultsOur results suggest that different governance decisions have a different impact on transactive memory systems. Offshore insourcing as a business strategy, for instance, creates tightly-connected clusters, which in turn leads to better developed transactive memory processes. We also find that within the composition and structure of GSD teams, there are boundary spanners (formal or informal) who have a better overview of the network’s activities and become central members within their network. An interesting mapping between task allocation and the composition of the network core suggests that the way tasks are allocated among distributed teams is an indicator of where expertise resides.ConclusionWe present an analytical method to examine GSD governance decisions and their effect on transactive memory systems. Our method can be used from both practitioners and researchers as a “cause and effect” tool for improving collaboration of global software teams.     

Essential communication practices for Extreme Programming in a global software development team

We conducted an industrial case study of a distributed team in the USA and the Czech Republic that used Extreme Programming. Our goal was to understand how this globally-distributed team created a successful project in a new problem domain using a methodology that is dependent on informal, face-to-face communication. We collected quantitative and qualitative data and used grounded theory to identify four key factors for communication in globally-distributed XP teams working within a new problem domain. Our study suggests that, if these critical enabling factors are addressed, methodologies dependent on informal communication can be used on global software development projects.     

A theory of distances in software engineering

ContextCoordinating a software project across distances is challenging. Even without geographical and time zone distances, other distances within a project can cause communication gaps. For example, organisational and cognitive distances between product owners and development-near roles such as developers and testers can lead to differences in understanding and interpretation of the business requirements. Applying good software development practices, known to enhance alignment and coordination within development projects, can alleviate these challenges.ObjectiveThe aim of our research is to identify and describe underlying factors which can explain why certain practices support aligning and coordinating software development projects.MethodWe have inductively generated a theory analysing empirical data consisting of 15 interviews from 5 different companies. The systematic and iterative analysis was based on an initial hypothesis that distances affect development, and on results from previous research.ResultsWe present a theory of distances that explains how practices improve the communication within a project by impacting distances between people, activities and artefacts. We also present a theoretical model of how specific alignment practices affect different types of distances.ConclusionsThe results provide a basis for further research and can be used by software organisations to improve on software practice.     

Role of collective ownership and coding standards in coordinating expertise in software project teams

Software development is a complex undertaking that continues to present software project teams with numerous challenges. Software project teams are adopting extreme programming (XP) practices in order to overcome the challenges of software development in an increasingly dynamic environment. The ability to coordinate software developers' efforts is critical in such conditions. Expertise coordination has been identified as an important emergent process through which software project teams manage non-routine challenges in software development. However, the extent to which XP enables software project teams to coordinate expertise is unknown. Drawing on the agile development and expertise coordination literatures, we examine the role of collective ownership and coding standards as processes and practices that govern coordination in software project teams. We examine the relationship between collective ownership, coding standards, expertise coordination, and software project technical quality in a field study of 56 software project teams comprising 509 software developers. We found that collective ownership and coding standards play a role in improving software project technical quality. We also found that collective ownership and coding standards moderated the relationship between expertise coordination and software project technical quality, with collective ownership attenuating the relationship and coding standards strengthening the relationship. Theoretical and practical implications of the findings are discussed.     

Framework for Effective Utilization of Distributed Scrum in Software Projects

There is an emerging interest in using agile methodologies in Global Software Development (GSD) to get the mutual benefits of both methods. Scrum is currently admired by many development teams as an agile most known methodology and considered adequate for collocated teams. At the same time, stakeholders in GSD are dispersed by geographical, temporal, and socio-cultural distances. Due to the controversial nature of Scrum and GSD, many significant challenges arise that might restrict the use of Scrum in GSD. We conducted a Systematic Literature Review (SLR) by following Kitchenham guidelines to identify the challenges that limit the use of Scrum in GSD and to explore the mitigation strategies adopted by practitioners to resolve the challenges. To validate our review findings, we conducted an industrial survey of 305 practitioners. The results of our study are consolidated into a research framework. The framework represents current best practices and recommendations to mitigate the identified distributed scrum challenges and is validated by five experts of distributed Scrum. Results of the expert review were found supportive, reflecting that the framework will help the stakeholders deliver sustainable products by effectively mitigating the identified challenges.     

Acquiring and sharing tacit knowledge in software development teams: An empirical study

ContextSharing expert knowledge is a key process in developing software products. Since expert knowledge is mostly tacit, the acquisition and sharing of tacit knowledge along with the development of a transactive memory system (TMS) are significant factors in effective software teams.ObjectiveWe seek to enhance our understanding human factors in the software development process and provide support for the agile approach, particularly in its advocacy of social interaction, by answering two questions: How do software development teams acquire and share tacit knowledge? What roles do tacit knowledge and transactive memory play in successful team performance?MethodA theoretical model describing the process for acquiring and sharing tacit knowledge and development of a TMS through social interaction is presented and a second predictive model addresses the two research questions above. The elements of the predictive model and other demographic variables were incorporated into a larger online survey for software development teams, completed by 46 software SMEs, consisting of 181 individual team members.ResultsOur results show that team tacit knowledge is acquired and shared directly through good quality social interactions and through the development of a TMS with quality of social interaction playing a greater role than transactive memory. Both TMS and team tacit knowledge predict effectiveness but not efficiency in software teams.ConclusionIt is concluded that TMS and team tacit knowledge can differentiate between low- and high-performing teams in terms of effectiveness, where more effective teams have a competitive advantage in developing new products and bringing them to market. As face-to-face social interaction is key, collocated, functionally rich, domain expert teams are advocated rather than distributed teams, though arguably the team manager may be in a separate geographic location provided that there is frequent communication and effective use of issue tracking tools as in agile teams.     

The effect of process tailoring on software project performance: The role of team absorptive capacity and its knowledge‐based enablers

Software process tailoring (SPT) is a team‐based and learning‐intensive activity that addresses the particular dynamic characteristics of a development project. Because SPT critically influences how projects are conducted, its performance should be investigated. However, the extant literature lacks empirical evidence on how the underlying effects of SPT performance and its team‐supportive factors operate and influence software project performance. From the knowledge perspective, this study adopts dynamic capabilities theory and considers the learning ability and absorptive capacity of software project teams to develop a theoretical model to address this gap. The results of an empirical examination of the model with 135 software project teams advance our understanding of how team‐level learning antecedents—experience, communication quality and trust—dynamically facilitate teams' absorptive capacity (AC) when they conduct SPT, which in turn reinforces project performance. The mediating effects of the proposed model are unveiled and discussed, and theoretical implications as well as practical guidance for how AC and these factors promote SPT and project performance are suggested.     

Distributed Pair Programming: A Systematic Literature Review

ContextGeographically distributed teams have adopted agile practices as a work strategy. One of these practices is Distributed Pair Programming (DPP). DPP consists in two developers working remotely on the same design, algorithm or code.ObjectiveIn this paper we sought to identify and synthesize papers that describe and analyze DPP both from teaching and practice perspectives.MethodWe conducted a Systematic Literature Review to search for empirical evidence in eight digital libraries.ResultsMost of the 34 DPP primary studies identified explore DPP from a teaching perspective. We found that DPP requires a specific infrastructure, but the existing studies do not explore the impact of the distribution in the details. There are many tools proposed that support DPP practice, but few of them are evaluated within a software development team.ConclusionWe need more studies that explore the effects of Pair Programming in the context of Distributed Software Development, such as coordination and communication. Most of the studies do not empirically evaluate DPP in industry. There is also a need to propose guidelines to use DPP in industry and as a teaching strategy.     

The impact of global dispersion on coordination,team performance and software quality – A systematic literature review

ContextGlobal software development (GSD) contains different context setting dimensions, which are essential for effective teamwork and success of projects. Although considerable research effort has been made in this area, as yet, no agreement has been reached about the impact of these dispersion dimensions on team coordination and project outcomes.ObjectiveThis paper summarizes empirical evidence on the impact of global dispersion dimensions on coordination, team performance and project outcomes.MethodWe performed a systematic literature review of 46 publications from 25 journals and 19 conference and workshop proceedings, which were published between 2001 and 2013. Thematic analysis was used to identify global dimensions and their measures. Vote counting was used to decide on the impact trends of dispersion dimensions on team performance and software quality.ResultsGlobal dispersion dimensions are consistently conceptualized, but quantified in many different ways. Different dispersion dimensions are associated with a distinct set of coordination challenges. Overall, geographical dispersion tends to have a negative impact on team performance and software quality. Temporal dispersion tends to have a negative impact on software quality, but its impact on team performance is inconsistent and can be explained by type of performance.ConclusionFor researchers, we reveal several opportunities for future research, such as coordination challenges in inter-organizational software projects, impact of processes and practices mismatches on project outcomes, evolution of coordination needs and mechanism over time and impact of dispersion dimensions on open source project outcomes. For practitioners, they should consider the tradeoff between cost and benefits while dispersing tasks, alignment impact of dispersion dimensions with individual and organizational objectives, coordination mechanisms as situational approaches and collocation of development activities of high quality demand components in GSD projects.     

A teamwork model for understanding an agile team: A case study of a Scrum project

ContextSoftware development depends significantly on team performance, as does any process that involves human interaction.ObjectiveMost current development methods argue that teams should self-manage. Our objective is thus to provide a better understanding of the nature of self-managing agile teams, and the teamwork challenges that arise when introducing such teams.MethodWe conducted extensive fieldwork for 9 months in a software development company that introduced Scrum. We focused on the human sensemaking, on how mechanisms of teamwork were understood by the people involved.ResultsWe describe a project through Dickinson and McIntyre’s teamwork model, focusing on the interrelations between essential teamwork components. Problems with team orientation, team leadership and coordination in addition to highly specialized skills and corresponding division of work were important barriers for achieving team effectiveness.ConclusionTransitioning from individual work to self-managing teams requires a reorientation not only by developers but also by management. This transition takes time and resources, but should not be neglected. In addition to Dickinson and McIntyre’s teamwork components, we found trust and shared mental models to be of fundamental importance.     

Individual empowerment of agile and non-agile software developers in small teams

ContextEmpowerment of employees at work has been known to have a positive impact on job motivation and satisfaction. Software development is a field of knowledge work wherein one should also expect to see these effects, and the idea of empowerment has become particularly visible in agile methodologies, in which proponents emphasise team empowerment and individual control of the work activities as a central concern.ObjectiveThis research aims to get a better understanding of how empowerment is enabled in software development teams, both agile and non-agile, to identify differences in empowering practices and levels of individual empowerment.MethodTwenty-five interviews with agile and non-agile developers from Norway and Canada on decision making and empowerment are analysed. The analysis is conducted using a conceptual model with categories for involvement, structural empowerment and psychological empowerment.ResultsBoth kinds of development organisations are highly empowered and they are similar in most aspects relating to empowerment. However, there is a distinction in the sense that agile developers have more possibilities to select work tasks and influence the priorities in a development project due to team empowerment. Agile developers seem to put a higher emphasis on the value of information in decision making, and have more prescribed activities to enable low-cost information flow. More power is obtained through the achievement of managing roles for the non-agile developers who show interest and are rich in initiatives.ConclusionAgile developers have a higher sense of being able to impact the organisation than non-agile developers and have information channels that is significantly differently from non-agile developers. For non-agile teams, higher empowerment can be obtained by systematically applying low-cost participative decision making practices in the manager–developer relation and among peer developers. For agile teams, it is essential to more rigorously follow the empowering practices already established.     

Performance Alignment Work: How software developers experience the continuous adaptation of team performance in Lean and Agile environments

ContextCompanies increasingly strive to adapt to market and ecosystem changes in real time. Gauging and understanding team performance in such changing environments present a major challenge.ObjectiveThis paper aims to understand how software developers experience the continuous adaptation of performance in a modern, highly volatile environment using Lean and Agile software development methodology. This understanding can be used as a basis for guiding formation and maintenance of high-performing teams, to inform performance improvement initiatives, and to improve working conditions for software developers.MethodA qualitative multiple-case study using thematic interviews was conducted with 16 experienced practitioners in five organisations.ResultsWe generated a grounded theory, Performance Alignment Work, showing how software developers experience performance. We found 33 major categories of performance factors and relationships between the factors. A cross-case comparison revealed similarities and differences between different kinds and different sizes of organisations.ConclusionsBased on our study, software teams are engaged in a constant cycle of interpreting their own performance and negotiating its alignment with other stakeholders. While differences across organisational sizes exist, a common set of performance experiences is present despite differences in context variables. Enhancing performance experiences requires integration of soft factors, such as communication, team spirit, team identity, and values, into the overall development process. Our findings suggest a view of software development and software team performance that centres around behavioural and social sciences.     

Communication and personality profiles of global software developers

ContextPrior research has established that a small proportion of individuals dominate team communication during global software development. It is not known, however, how these members’ contributions affect their teams’ knowledge diffusion process, or whether their personality profiles are responsible for their dominant presence.ObjectiveWe set out to address this gap through the study of repository artifacts.MethodArtifacts from ten teams were mined from the IBM Rational Jazz repository. We employed social network analysis (SNA) to group practitioners into two clusters, Top Members and Others, based on the numbers of messages they communicated and their engagement in task changes. SNA metrics (density, in-degree and closeness) were then used to study practitioners’ importance in knowledge diffusion. Thereafter, we performed psycholinguistic analysis on practitioners’ messages using linguistic dimensions that had been previously correlated with the Big Five personality profiles.ResultsFor our sample of 146 practitioners we found that Top Members occupied critical roles in knowledge diffusion, and demonstrated more openness to experience than the Others. Additionally, all personality profiles were represented during teamwork, although openness to experience, agreeableness and extroversion were particularly evident. However, no specific personality predicted members’ involvement in knowledge diffusion.ConclusionTask assignment that promotes highly connected team communication networks may mitigate tacit knowledge loss in global software teams. Additionally, while members expressing openness to experience are likely to be particularly driven to perform, this is not entirely responsible for a global team’s success.