We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byToby Austen Harvey
Modified about 1 year ago
Global Software Development Main issue: distance matters
SE, Global Software Development, Hans van Vliet, © Collocated versus global/multisite Collocated: housed within walking distance People reinvent the wheel if they have to walk more than 30 meters, or climb the stairs Main question: how to overcome distance in global projects: Communication Coordination Control
SE, Global Software Development, Hans van Vliet, © Arguments for global software development Cost savings Faster delivery (“follow the sun”) Larger pool of developers Better modularization Little proof that these advantages materialize
SE, Global Software Development, Hans van Vliet, © Challenges communication coordination control temporalgeographicalsociocultural distance X X X X X X X
SE, Global Software Development, Hans van Vliet, © Temporal distance challenges Communication: Being effective (asynchronous is less effective, misunderstandings, …) Coordination: Cost is larger (travels, infrastructure cost, …) Control: Delays (wait for next teleconference meeting, send and wait, search for contact, …)
SE, Global Software Development, Hans van Vliet, © Geographical distance challenges Communication: Effective information exchange (less informal exchange, different languages, different domain knowledge, …) Build a team (cohesiveness, “them and us” feelings, trust, …) Coordination: Task awareness (shared mental model, …) Sense of urgency (perception, …) Control: Accurate status information (tracking, blaming, …) Uniform process (different tools and techniques, …)
SE, Global Software Development, Hans van Vliet, © Geographical distance: awareness Activity awareness: What are the others doing? Availability awareness: When can I reach them? Process awareness: What are they doing? Perspective awareness: What are the others thinking, and why? Improving awareness and familiarity with other members helps!
SE, Global Software Development, Hans van Vliet, © Sociocultural distance challenges Communication: Cultural misunderstandings (corporate, technical, national, …) Coordination: Effectiveness (vocabulary, communication style, …) Control: Quality and expertise (CMM level 5 does not guarantee quality)
SE, Global Software Development, Hans van Vliet, © National culture American managers have a hamburger style of management. They start with sweet talk – the top of the bun. Then the criticism is slipped in – the meat. Finally, some encouraging words – the bottom bun. With the Germans, all one gets is the meat. With the Japanese, all one gets is the bun; one has to smell the meat.
SE, Global Software Development, Hans van Vliet, © Hofstede’s dimensions Power distance status is important versus individuals are equal Collectivism versus individualism Individuals are part of a group, or everyone looks after himself Femininity versus masculinity Earnings, challenges, recognition (masculine) versus good relationships, cooperation, security (feminine) Uncertainty avoidance Strict rules that mitigate uncertainty versus more flexible Long-term versus short-term orientation Persistence in pursuing goals, order (LT) versus protecting one’s face, tradition (ST) # # #
SE, Global Software Development, Hans van Vliet, © Power distance North America, Europe: managers have to convince their team members Asia: people respect authority
SE, Global Software Development, Hans van Vliet, © Collectivism versus individualism Asia: personal relationships are more important than the task at hand North-America, Europe: very task-oriented IDV (Individualism Index) differs
SE, Global Software Development, Hans van Vliet, © Uncertainty avoidance Low uncertainty avoidance (UAI): can better cope with uncertainty: they can deal with agile approaches, il-defined requirements, etc. High uncertainty avoidance: favor waterfall, contracts, etc. Latin America, Japan: high UAI North America, India: low UAI
SE, Global Software Development, Hans van Vliet, © How to overcome distance? Common ground Coupling of work Collaboration readiness Technology readiness
SE, Global Software Development, Hans van Vliet, © Common ground How much common knowledge members have, and are aware of Common ground has to be established: Traveling, especially at start of project Socialization (kick-off meetings) Intense interaction is more important for success than CMM level
SE, Global Software Development, Hans van Vliet, © Coupling of work Tasks that require much collaboration: at same site Little interaction required: different sites E.g., testing or implementing relatively independent subsystems
SE, Global Software Development, Hans van Vliet, © Collaboration readiness Transition to global development organization: Requires changing work habits Learning new tools Needs incentives for individuals to cooperate
SE, Global Software Development, Hans van Vliet, © Technology readiness Project management tools (workflow management) Web-enabled versions of tools Remote control of builds and tests Web-based project repositories Real-time collaboration tools (simple media for simple messages, rich media for complex ones) Knowledge management technology (codification AND personalization)
SE, Global Software Development, Hans van Vliet, © Organizing work in global software development Reduce the need for informal communication Usually through organizational means, e.g.: Put user interface people together Use gross structure (architecture) to divide work (Conway’s Law) Split according to life cycle phases Provide technologies that ease informal communication
SE, Global Software Development, Hans van Vliet, © Summary Distance matters Main challenges: Deal with lack of informal communication Handle cultural differences
GDSD AND AGILE PROCESSES Olga Sowinska, Jhon Barreiro, Nafiz Utku.
Types of Cultures Based on: - Implications of cultures on organizations, management, and leadership, Prof. Eila Järvenpää, HUT, Dept. of Industrial Engineering.
GLOBAL INNOVATION MANAGEMENT AND VIRTUAL R&D TEAMS.
System Implementation Success Factors; It’s not just the Technology by Paula J. Vaughan University of Colorado at Boulder.
Chapter 7 / Slide 1 Copyright © 2008 Pearson Education Canada Part 3 Groups and Teamwor Copyright © 2008 Pearson Education Canada Social Behaviour and.
Copyright © 2007 by South-Western, a division of Thomson Learning, Inc. All rights reserved. Developed by Cool Pictures and MultiMedia Presentations PowerPoint.
«MASTER MANAGEMENT ET INGENIERIE ECONOMIQUE» Spécialité: Projet innovation conception, option gestion de la connaissance Module: Communautés virtuelles,
By: Agung Utama Analyzing business markets and business buying behavior.
Learning Objectives 5.1 Define customer service and identify the managers role in customer service. 5.2 Describe the importance of each of the key components.
Fawzy Al-Alami G Term Paper. Introduction. Effect of Teamwork in Design-Build. Construction Contract. Factors Can Enhance Design-Build.
What is the Value of Architecture Andrew L Macaulay Global Head of Architects Community March 2006 In collaboration with Microsoft Architect Insight Conference.
Some Thoughts on Leadership by Don C. Bramlett, PE, SMIEEE IEEE Region 4 Director Southeastern Michigan Section DTE Energy – Project Engineer.
UNIVERSITY OF ECONOMICS IN BRATISLAVA, SLOVAK REPUBLIC INTERNATIONAL NEGOTIATION – UCL – JANUARY, 2014 lecturer Milan Oresky.
Government/University Partnerships An International Perspective: The View from the United States.
Prepared and Presented By Sally Al-Gazzar September 2013.
The Future Company The role of the CIO and the IT department Copenhagen, December 2002.
©SHRM 2008 Managing Virtual Work Teams by Frankie S. Jones, Ph.D. Employee and Labor Relations.
Introduction to knowledge management. What is knowledge management Knowledge management can be difficult to define, because it encompasses a wide range.
Knowledge in implementing/managing the IS/IT project CASE-The Brose Group Implements Page
Collaborative Code Construction: Code Reviews and Pair Programming CPSC 315 – Programming Studio Spring 2009.
Defining Organizational Behavior The field of organizational behavior traces its roots back to the late 1940s when researchers in psychology, sociology,
Teachers as researchers and the development of teacher professionalism Dr Ken Chow.
Module 2: National IEA process design and organization.
| workshop #11 | Knowledge Portals: Converting Information Overload into Knowledge-on-demand A case study of the design and development of a knowledge.
Role of the Quality Manager A Man of Many Hats. What is this job all about Helping people to change the way they think, and what they think about in performing.
«Enhancing Knowledge Management Systems with Cognitive Agents» Thierry Nabeth, Albert A. Angehrn, Claudia Roda Journée de recherche de l’AIM, France, 26.
Dorota Piontek, AMU Communication.
WINTER Template Quality in Customer- Supplier Relationships 1.
Coaching: Tapping Into Your Employees Potential. 2 Objectives After this workshop you will be able to: Set the groundwork for productive coaching sessions.
Guidelines For Site Management Approaches Floyd Homer WCPA-Caribbean & SUSTRUST.
© 2016 SlidePlayer.com Inc. All rights reserved.