Nowadays, distributed development is common in software development. Besides many advantages, research in the last decade has consistently found that distribution has a negative impact on collaboration in general, and communication and task completion time in particular. Adapted processes, practices and tools are demanded to overcome these challenges. We report on an empirical study of communication structures and delay, as well as task completion times in IBM's distributed development project Jazz. The Jazz project explicitly focuses on distributed collaboration and has adapted processes and tools to overcome known challenges. We explored the effect of distance on communication and task completion time and use social network analysis to obtain insights about the collaboration in the Jazz project. We discuss our findings in the light of existing literature on distributed collaboration and delays.
{"title":"Global Software Development and Delay: Does Distance Still Matter?","authors":"Thanh H. D. Nguyen, Timo Wolf, D. Damian","doi":"10.1109/ICGSE.2008.39","DOIUrl":"https://doi.org/10.1109/ICGSE.2008.39","url":null,"abstract":"Nowadays, distributed development is common in software development. Besides many advantages, research in the last decade has consistently found that distribution has a negative impact on collaboration in general, and communication and task completion time in particular. Adapted processes, practices and tools are demanded to overcome these challenges. We report on an empirical study of communication structures and delay, as well as task completion times in IBM's distributed development project Jazz. The Jazz project explicitly focuses on distributed collaboration and has adapted processes and tools to overcome known challenges. We explored the effect of distance on communication and task completion time and use social network analysis to obtain insights about the collaboration in the Jazz project. We discuss our findings in the light of existing literature on distributed collaboration and delays.","PeriodicalId":340054,"journal":{"name":"2008 IEEE International Conference on Global Software Engineering","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-08-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117191218","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Shilpa Bugde, Nachiappan Nagappan, S. Rajamani, Ganesan Ramalingam
Software servicing in an important software engineering activity that is gaining significant importance in the global software development context. In this paper we report on a study conducted to understand the processes, practices and problems in the Windows servicing organization in Microsoftpsilas India Development Center. We report on our observations and experiences from this study on the main processes and practices adopted for software servicing in Windows and the main problems pertaining to information needs and communication issues. We also discuss our experiences in this study within the context of prior research defined in the global software development community to explain the ways in which Microsoft addresses these common problems.
{"title":"Global Software Servicing: Observational Experiences at Microsoft","authors":"Shilpa Bugde, Nachiappan Nagappan, S. Rajamani, Ganesan Ramalingam","doi":"10.1109/ICGSE.2008.18","DOIUrl":"https://doi.org/10.1109/ICGSE.2008.18","url":null,"abstract":"Software servicing in an important software engineering activity that is gaining significant importance in the global software development context. In this paper we report on a study conducted to understand the processes, practices and problems in the Windows servicing organization in Microsoftpsilas India Development Center. We report on our observations and experiences from this study on the main processes and practices adopted for software servicing in Windows and the main problems pertaining to information needs and communication issues. We also discuss our experiences in this study within the context of prior research defined in the global software development community to explain the ways in which Microsoft addresses these common problems.","PeriodicalId":340054,"journal":{"name":"2008 IEEE International Conference on Global Software Engineering","volume":"24 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-08-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125744474","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Increasingly, business pressures drive development projects to use systems and software engineers distributed over two or more geographical locations. Previous observations indicate that improving the speed and cost of software development while distributing it across a globally distributed team requires remediation - i.e., commonly used collaboration technologies provide an inadequate level of shared understanding among developers at different regional facilities. This paper describes an ongoing corporate evaluation of an immersive networked virtual environment (NVE) to determine its potential for improving globally distributed software development.
{"title":"Evaluating a Networked Virtual Environment for Globally Distributed Avionics Software Development","authors":"R. Bartholomew","doi":"10.1109/ICGSE.2008.31","DOIUrl":"https://doi.org/10.1109/ICGSE.2008.31","url":null,"abstract":"Increasingly, business pressures drive development projects to use systems and software engineers distributed over two or more geographical locations. Previous observations indicate that improving the speed and cost of software development while distributing it across a globally distributed team requires remediation - i.e., commonly used collaboration technologies provide an inadequate level of shared understanding among developers at different regional facilities. This paper describes an ongoing corporate evaluation of an immersive networked virtual environment (NVE) to determine its potential for improving globally distributed software development.","PeriodicalId":340054,"journal":{"name":"2008 IEEE International Conference on Global Software Engineering","volume":"346 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-08-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134193228","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Global software engineering is a reality in today's software development industry. With the fast development of this area, it is also necessary to better prepare software development professionals to develop software when located in distributed settings. In this paper, we present an experience of corporate training initiatives related to distributed development in a multinational company with global operations. We have interviewed and collected qualitative data from 39 employees aiming at the identification of challenges and the improvement of their distributed development skills. The results show an interesting profile indicating the existence of a distance between technical and non-technical knowledge, mainly in the beginning of a globally distributed operation. Based on these profiles, we present recommendations to reduce the distance and to manage risks associated with the lack of skill in this scenario.
{"title":"Improving Contextual Skills in Global Software Engineering: A Corporate Training Experience","authors":"R. Prikladnicki, Leonardo Pilatti","doi":"10.1109/ICGSE.2008.35","DOIUrl":"https://doi.org/10.1109/ICGSE.2008.35","url":null,"abstract":"Global software engineering is a reality in today's software development industry. With the fast development of this area, it is also necessary to better prepare software development professionals to develop software when located in distributed settings. In this paper, we present an experience of corporate training initiatives related to distributed development in a multinational company with global operations. We have interviewed and collected qualitative data from 39 employees aiming at the identification of challenges and the improvement of their distributed development skills. The results show an interesting profile indicating the existence of a distance between technical and non-technical knowledge, mainly in the beginning of a globally distributed operation. Based on these profiles, we present recommendations to reduce the distance and to manage risks associated with the lack of skill in this scenario.","PeriodicalId":340054,"journal":{"name":"2008 IEEE International Conference on Global Software Engineering","volume":"120 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-08-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134309677","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Ita Richardson, G. Avram, Sadhana Deshpande, Valentine Casey
In a globalised world economy, small and medium-sized companies (SMEs) are now entering the global software engineering (GSE) arena, but their involvement is more often opportunistic than carefully planned. Considered until a few years ago a major destination for outsourcing/offshoring, Ireland is now moving toward a dual role. Small Irish companies are becoming aware of the opportunities provided by offshoring their software development activities and are beginning to harvest the benefits. Two case studies were undertaken in two small Irish companies that have offshored their software development to subsidiaries in Romania and India respectively. Building on Lings' [1] reference model for distributed development, the current paper aims at illustrating particular ways of putting these strategies into practice in the case of small companies by relaying on people who can bridge the two cultures. Our paper demonstrates that, once particular strategies are implemented, small companies can also benefit from offshoring.
{"title":"Having a Foot on Each Shore - Bridging Global Software Development in the Case of SMEs","authors":"Ita Richardson, G. Avram, Sadhana Deshpande, Valentine Casey","doi":"10.1109/ICGSE.2008.21","DOIUrl":"https://doi.org/10.1109/ICGSE.2008.21","url":null,"abstract":"In a globalised world economy, small and medium-sized companies (SMEs) are now entering the global software engineering (GSE) arena, but their involvement is more often opportunistic than carefully planned. Considered until a few years ago a major destination for outsourcing/offshoring, Ireland is now moving toward a dual role. Small Irish companies are becoming aware of the opportunities provided by offshoring their software development activities and are beginning to harvest the benefits. Two case studies were undertaken in two small Irish companies that have offshored their software development to subsidiaries in Romania and India respectively. Building on Lings' [1] reference model for distributed development, the current paper aims at illustrating particular ways of putting these strategies into practice in the case of small companies by relaying on people who can bridge the two cultures. Our paper demonstrates that, once particular strategies are implemented, small companies can also benefit from offshoring.","PeriodicalId":340054,"journal":{"name":"2008 IEEE International Conference on Global Software Engineering","volume":"82 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-08-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115079545","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In today's world, software development is increasingly spread across national and geographic boundaries. There is limited empirical evidence about the number and distribution of people in a large software company who have to deal with global software development (GSD). Is GSD restricted to a select few in a company? How many time zones do engineers have to deal with? Do managers have to deal with GSD more than individual engineers? What are the benefits and problems that engineers see with GSD? How have they tried to improve GSD coordination? These are interesting questions to be addressed in an empirical context. In this paper, we report on the results of a large-scale survey of software engineers at Microsoft Corporation. We found that a very high proportion of engineers are directly involved with GSD. In addition, more than 50% of the respondents regularly collaborate with people more than three time zones away. Engineers also report that communication difficulties around coordination are the most critical, yet difficult to solve issues with GSD.
{"title":"Global Software Development: Who Does It?","authors":"Andrew Begel, Nachiappan Nagappan","doi":"10.1109/ICGSE.2008.17","DOIUrl":"https://doi.org/10.1109/ICGSE.2008.17","url":null,"abstract":"In today's world, software development is increasingly spread across national and geographic boundaries. There is limited empirical evidence about the number and distribution of people in a large software company who have to deal with global software development (GSD). Is GSD restricted to a select few in a company? How many time zones do engineers have to deal with? Do managers have to deal with GSD more than individual engineers? What are the benefits and problems that engineers see with GSD? How have they tried to improve GSD coordination? These are interesting questions to be addressed in an empirical context. In this paper, we report on the results of a large-scale survey of software engineers at Microsoft Corporation. We found that a very high proportion of engineers are directly involved with GSD. In addition, more than 50% of the respondents regularly collaborate with people more than three time zones away. Engineers also report that communication difficulties around coordination are the most critical, yet difficult to solve issues with GSD.","PeriodicalId":340054,"journal":{"name":"2008 IEEE International Conference on Global Software Engineering","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-08-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123922211","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
When a large Chinese manufacturing company acquired a Western competitor, an Enterprise Service Bus (ESB) became a key enabler for the transition of business applications to their strategic infrastructure. Prior to the acquisition, their business model was based largely on domestic selling to distributors. The acquisition introduced new business models including relationship-based selling to large corporations and marketing custom configurations directly to consumers over the Internet. The company had to quickly incorporate substantial EDI connectivity and there was a significant learning curve for many on the team to learn the client's ERP package. The project schedule was aggressive and a globally distributed development team was used. This required our team to proactively collaborate across many time zones and play unfamiliar development roles. The author describes approaches taken to address these problems as well as potential areas for improvement which should benefit others participating in similarly complex projects.
当一家大型中国制造公司收购一家西方竞争对手时，企业服务总线(Enterprise Service Bus, ESB)成为业务应用程序向其战略基础设施过渡的关键推动者。在被收购之前，他们的商业模式主要基于向分销商销售国内产品。此次收购引入了新的商业模式，包括向大公司销售基于关系的产品，以及通过互联网直接向消费者销售定制配置。公司必须快速整合大量的EDI连接，并且对于团队中的许多人来说，学习客户的ERP包有一个重要的学习曲线。项目进度表是激进的，并且使用了一个全球分布的开发团队。这要求我们的团队主动地跨多个时区进行协作，并扮演不熟悉的开发角色。作者描述了解决这些问题的方法，以及潜在的改进领域，这些领域应该有利于其他参与类似复杂项目的人。
{"title":"ESB Enablement of an International Corporate Acquisition, an Experience Report","authors":"Philipp Hartman","doi":"10.1109/ICGSE.2008.20","DOIUrl":"https://doi.org/10.1109/ICGSE.2008.20","url":null,"abstract":"When a large Chinese manufacturing company acquired a Western competitor, an Enterprise Service Bus (ESB) became a key enabler for the transition of business applications to their strategic infrastructure. Prior to the acquisition, their business model was based largely on domestic selling to distributors. The acquisition introduced new business models including relationship-based selling to large corporations and marketing custom configurations directly to consumers over the Internet. The company had to quickly incorporate substantial EDI connectivity and there was a significant learning curve for many on the team to learn the client's ERP package. The project schedule was aggressive and a globally distributed development team was used. This required our team to proactively collaborate across many time zones and play unfamiliar development roles. The author describes approaches taken to address these problems as well as potential areas for improvement which should benefit others participating in similarly complex projects.","PeriodicalId":340054,"journal":{"name":"2008 IEEE International Conference on Global Software Engineering","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-08-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129829718","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Roger Urdangarin, Paulo Fernandes, Alberto Avritzer, D. Paulish
We report on our experiences using agile practices in a global software development project. Specifically, we report on the communication and collaboration patterns that were discovered using the social network analysis methodology. We used as a case study the Global Studio Project Version 3.0, where Extreme Programming practices were applied to one of the remote software development teams. We summarize our conclusions about Extreme Programming usage in global software development projects by presenting ten lessons learned from the application of Extreme Programming practices to the Global Studio Project Version 3.0.
我们将报告我们在全球软件开发项目中使用敏捷实践的经验。具体来说，我们报告了使用社交网络分析方法发现的通信和协作模式。我们使用Global Studio Project Version 3.0作为案例研究，其中极限编程实践应用于一个远程软件开发团队。我们通过展示从极限编程实践应用到global Studio Project 3.0的10个经验教训，总结了关于极限编程在全球软件开发项目中的应用的结论。
{"title":"Experiences with Agile Practices in the Global Studio Project","authors":"Roger Urdangarin, Paulo Fernandes, Alberto Avritzer, D. Paulish","doi":"10.1109/ICGSE.2008.11","DOIUrl":"https://doi.org/10.1109/ICGSE.2008.11","url":null,"abstract":"We report on our experiences using agile practices in a global software development project. Specifically, we report on the communication and collaboration patterns that were discovered using the social network analysis methodology. We used as a case study the Global Studio Project Version 3.0, where Extreme Programming practices were applied to one of the remote software development teams. We summarize our conclusions about Extreme Programming usage in global software development projects by presenting ten lessons learned from the application of Extreme Programming practices to the Global Studio Project Version 3.0.","PeriodicalId":340054,"journal":{"name":"2008 IEEE International Conference on Global Software Engineering","volume":"142 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-08-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123065341","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Global software development surfaces various challenges and benefits that are not always present in co-located teams. The purpose of this paper is to explore a set of propositions that address the suitability of four different software development roles to Global software development (GSD). A qualitative research approach was applied to collaborations undertaken between remote counterparts playing the same development role in various GSD projects. Specific development roles were considered: business analyst, designer, developer and development-support. A framework that details the benefits and challenges of GSD was used as a basis for this research. Suitability of a role to GSD is based upon the balance of challenges and benefits discovered in that role's case. Finally, opportunities for future research are presented.
{"title":"On the Suitability of Particular Software Development Roles to Global Software Development","authors":"Michael T. Lane, Pär J. Ågerfalk","doi":"10.1109/icgse.2008.19","DOIUrl":"https://doi.org/10.1109/icgse.2008.19","url":null,"abstract":"Global software development surfaces various challenges and benefits that are not always present in co-located teams. The purpose of this paper is to explore a set of propositions that address the suitability of four different software development roles to Global software development (GSD). A qualitative research approach was applied to collaborations undertaken between remote counterparts playing the same development role in various GSD projects. Specific development roles were considered: business analyst, designer, developer and development-support. A framework that details the benefits and challenges of GSD was used as a basis for this research. Suitability of a role to GSD is based upon the balance of challenges and benefits discovered in that role's case. Finally, opportunities for future research are presented.","PeriodicalId":340054,"journal":{"name":"2008 IEEE International Conference on Global Software Engineering","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-08-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116546327","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Distributed software development has become the norm for the software industry today. As a result many organizations are leveraging the expertise of their existing staff by establishing virtual teams. Here we outline the results from three independent case studies undertaken over a period of eight years. The first study considered the operation of virtual teams whose members were situated in two locations in the same country. The second investigated why U.S. and Irish team members who worked very successfully while collocated, experienced serious problems when operating in virtual teams. The third focused on virtual testing teams with members based in Ireland and Malaysia. The Irish staff had extensive experience of having projects offshored to them and were now responsible for offshoring part of their work. The results from each case study highlighted the importance and impact fear played and the consequences this had for the success of the respective strategies.
{"title":"The Impact of Fear on the Operation of Virtual Teams","authors":"Valentine Casey, Ita Richardson","doi":"10.1109/ICGSE.2008.28","DOIUrl":"https://doi.org/10.1109/ICGSE.2008.28","url":null,"abstract":"Distributed software development has become the norm for the software industry today. As a result many organizations are leveraging the expertise of their existing staff by establishing virtual teams. Here we outline the results from three independent case studies undertaken over a period of eight years. The first study considered the operation of virtual teams whose members were situated in two locations in the same country. The second investigated why U.S. and Irish team members who worked very successfully while collocated, experienced serious problems when operating in virtual teams. The third focused on virtual testing teams with members based in Ireland and Malaysia. The Irish staff had extensive experience of having projects offshored to them and were now responsible for offshoring part of their work. The results from each case study highlighted the importance and impact fear played and the consequences this had for the success of the respective strategies.","PeriodicalId":340054,"journal":{"name":"2008 IEEE International Conference on Global Software Engineering","volume":"2014 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-08-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127420134","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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