Distributed team performance in software development

2005 ◽  
Vol 37 (3) ◽  
pp. 357-357
Author(s):  
Martha L. Hause
Keyword(s):  
Software Development ◽  
Team Performance ◽  
Distributed Team

Teaching Globally Distributed Software Development (DSD)

2012 ◽  
pp. 1475-1491
Author(s):  
Stuart Faulk ◽  
Michal Young
Keyword(s):  
Software Development ◽  
Collaborative Teaching ◽  
Team Approach ◽  
Distributed Software Development ◽  
Distributed Software ◽  
Teaching Community ◽  
Distributed Team ◽  
Future Work ◽  
Globally Distributed ◽  
Firsthand Experience

This chapter describes an approach to building a collaborative teaching community that seeks to address these problems. It begins by identifying the skills students should acquire in a Distributed Software Development (DSD) course and discusses why firsthand experience with DSD problems is essential to learning them. The chapter identifies the attributes that make DSD project courses difficult to develop or teach, and then it describes a distributed team approach to developing a reusable infrastructure and a teaching community to address those difficulties. Future work focuses on building an international community of educators and industry participants interested in partnering to develop and teach DSD courses.

Offshore Vendors’ Software Development Team Configurations

2011 ◽  
Vol 19 (3) ◽  
pp. 1-29
Author(s):  
Suranjan Chakraborty ◽  
Saonee Sarker ◽  
Sudhanshu Rai ◽  
Suprateek Sarker ◽  
Ranganadhan Nadadhur
Keyword(s):  
Software Development ◽  
Distributed Teams ◽  
Team Members ◽  
Development Team ◽  
Configuration Theory ◽  
Home Location ◽  
Distributed Team ◽  
Different Types ◽  
The One ◽  
Off Shoring

This research uses configuration theory and data collected from a major IT vendor organization to examine primary configurations of distributed teams in a global off-shoring context. The study indicates that off-shoring vendor organizations typically deploy three different types of configurations, which the authors term as thin-at-client, thick-at-client, and hybrid. These configurations differ in terms of the size of the sub-teams in the different distributed locations and the nature of the ISD-related tasks performed by the distributed team members. In addition, the different configurations were compared on their inherent process-related and resource-related flexibilities. The thick-at-client configuration emerged as the one that offers superior flexibility (in all dimensions).However, additional analysis also revealed contingencies apart from flexibility that may influence the appropriateness of the distributed ISD team configuration, including the volatility of the client organization’s environment and the extent to which the ISD tasks can be effortlessly moved to the vendor’s home location.

A Macroergonomic Approach to Distributed Team Performance

2002 ◽  
Vol 46 (15) ◽  
pp. 1335-1339 ◽  
Author(s):  
Haydee M. Cuevas ◽  
Stephen M. Fiore ◽  
Eduardo Salas ◽  
Clint A. Bowers
Keyword(s):  
Decision Making ◽  
Group Dynamics ◽  
Team Performance ◽  
Self Regulation ◽  
Theory And Practice ◽  
Distributed Teams ◽  
Negative Effects ◽  
Team Members ◽  
Distributed Team ◽  
Practical Guidelines

With the structure of teams in organizations increasing in complexity to include both co-located and distributed team members, explicit linkages between theory and practice are critically needed to mitigate the negative effects that computer-mediated interaction may have on distributed team performance. Following a macroergonomic approach, this paper focuses on describing how theories from organizational psychology can address some of the challenges faced by this small, but growing, subset of teams. Specifically, theories in motivation, group dynamics, and decision making can be applied to offer practical guidelines to foster the development of positive team attitudes (e.g., cohesion, trust) and behaviors (e.g., goal-setting, self-regulation), and successful decision making performance in distributed teams.

Process support for distributed team-based software development workshop

2001 ◽  
Vol 26 (6) ◽  
pp. 31-33 ◽  
Author(s):  
Pierre F. Tiako ◽  
Tim Lindquist ◽  
Volker Gruhn
Keyword(s):  
Software Development ◽  
Process Support ◽  
Distributed Team

scholarly journals Self - Organizing Teams in Software Development – Myth or Reality

TEM Journal ◽  
2021 ◽  
pp. 1565-1571
Author(s):  
Tarik Zaimovic ◽  
Muharem Kozic ◽  
Amina Efendić ◽  
Amel Džanić
Keyword(s):  
Software Development ◽  
Bosnia And Herzegovina ◽  
Team Performance ◽  
Central Element ◽  
Business Environment ◽  
Team Cohesion ◽  
Individual Member ◽  
Mutual Support ◽  
Effectiveness And Efficiency ◽  
The Way

In an agile business environment, teamwork quality is underlining key element of successful projects and overall team performance. In the Scrum framework, self-managing team is a central element of success. Self-managing teams introduced a new concept of teams and emphasized the importance of individual member effort and the way it affects team performance. The focus of this paper is on teamwork quality in self-managing teams and the way it affects the overall team performance. Teamwork quality is defined by six subconstructs: communication, coordination, balance of member contributions, mutual support, effort, and cohesion, while team performance is defined with effectiveness and efficiency. A survey of 260 respondents from the IT sector in Bosnia and Herzegovina was conducted and in both tested models, our results have confirmed that the highest effect on team effectiveness comes from mutual support, with slightly different – but still significant, impact of team cohesion and effort.

Sign in / Sign up

Export Citation Format

Share Document