Assessing Personality Traits in a Large Scale Software Development Company: Exploratory Industrial Case Study

2019 ◽  
pp. 192-206 ◽  
Author(s):  
Zulal Akarsu ◽  
Pinar Orgun ◽  
Hakan Dinc ◽  
Bora Gunyel ◽  
Murat Yilmaz
Keyword(s):  
Software Development ◽  
Personality Traits ◽  
Large Scale ◽  
Industrial Case Study

scholarly journals Effort estimation in large-scale software development: An industrial case study

2018 ◽  
Vol 99 ◽  
pp. 21-40 ◽  
Author(s):  
Muhammad Usman ◽  
Ricardo Britto ◽  
Lars-Ola Damm ◽  
Jürgen Börstler
Keyword(s):  
Software Development ◽  
Large Scale ◽  
Effort Estimation ◽  
Industrial Case Study

scholarly journals Compliance Requirements in Large-Scale Software Development: An Industrial Case Study

2020 ◽  
pp. 385-401
Author(s):  
Muhammad Usman ◽  
Michael Felderer ◽  
Michael Unterkalmsteiner ◽  
Eriks Klotins ◽  
Daniel Mendez ◽  
...  
Keyword(s):  
Software Development ◽  
Large Scale ◽  
Industrial Case Study ◽  
Compliance Requirements

Software development productivity on a new platform: an industrial case study

2005 ◽  
Vol 47 (4) ◽  
pp. 257-269 ◽  
Author(s):  
Piotr Tomaszewski ◽  
Lars Lundberg
Keyword(s):  
Software Development ◽  
Industrial Case Study

Success Factors for the Management of Global Virtual Teams for Software Development

2012 ◽  
pp. 239-249
Author(s):  
Javier García Guzmán ◽  
Javier Saldaña Ramos ◽  
Antonio Amescua Seco ◽  
Ana Sanz Esteban
Keyword(s):  
Software Development ◽  
Virtual Teams ◽  
Success Factors ◽  
Development Project ◽  
Global Virtual Teams ◽  
Industrial Case Study ◽  
Team Members ◽  
Software Development Project ◽  
Geographical Dispersion

The management of globally distributed software teams is complex because of problems of linguistic differences, geographical dispersion, different time zones, and the cultural diversity of the team members; what is particularly common in software development environments. These problems are amplified when a single software development team is composed of highly skilled individuals working in dispersed geographical locations, and they have to work as a team across distances. This paper describes several of the most important factors that contribute to the correct and effective management of global virtual teams for software development and underlying solutions are addressed to reduce cultural and time barriers. These factors are obtained from an industrial case study, which lasted 36 months, corresponding to a huge software development project that involved several global virtual teams. These success factors consider different perspectives as technology, human factors and process.

scholarly journals Coordinating Knowledge Work in Multiteam Programs

2018 ◽  
Vol 49 (6) ◽  
pp. 64-77 ◽  
Author(s):  
Torgeir Dingsøyr ◽  
Nils Brede Moe ◽  
Eva Amdahl Seim
Keyword(s):  
Software Development ◽  
Large Scale ◽  
Development Program ◽  
Knowledge Work ◽  
Agile Development ◽  
Development Projects ◽  
Development Programs ◽  
Knowledge Based ◽  
Over Time

Software development projects have undergone remarkable changes with the arrival of agile development approaches. Although intended for small, self-managing teams, these approaches are used today for large development programs. A major challenge of such programs is coordinating many teams. This case study describes the coordination of knowledge work in a large-scale agile development program with 12 teams. The findings highlight coordination modes based on feedback, the use of a number of mechanisms, and how coordination practices change over time. The findings can improve the outcomes of large knowledge-based development programs by tailoring coordination practices to needs over time.

scholarly journals Externalizing tacit overview knowledge: A model-based approach to supporting design teams

2007 ◽  
Vol 21 (3) ◽  
pp. 227-242 ◽  
Author(s):  
Tomás Flanagan ◽  
Claudia Eckert ◽  
P. John Clarkson
Keyword(s):  
Diesel Engine ◽  
Large Scale ◽  
Process Models ◽  
Development Programs ◽  
Industrial Case Study ◽  
Additional Information ◽  
Engine Design ◽  
Team Interactions ◽  
Product And Process

AbstractSuccessful realization of large-scale product development programs is challenging because of complex product and process dependencies and complicated team interactions. Proficient teamwork is underpinned by knowledge of the manner in which tasks performed by different design participants fit together to create an effective whole. Based on an extensive industrial case study with a diesel engine company, this paper first argues that the overview and experience of senior designers play an important part in supporting teamwork by coordinating activities and facilitating proactive communication across large project teams. As experts move on and novices or contractors are hired, problems are likely to occur as tacit overview knowledge is lost. If informal, overview-driven processes break down, the risk of costly oversights will increase, and greater management overhead will be required to realize successful product designs. Existing process models provide a means to express the connectivity between tasks and components thus to compensate partially for the loss of tacit overview. This paper proposes the use of design confidence, a metric that reflects the designer's belief in the maturity of a particular design parameter at a given point in the process, to address the limitations of existing models. The applicability of confidence-based design models in providing overview, as well as their shortcomings, will be demonstrated through the example of a diesel engine design process. Confidence can be used to make overview knowledge explicit and convey additional information about the design artifact, thereby informing communication and negotiation between teams.

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