scholarly journals Enhancing Software Development Teams‟ Client Awareness: An Empirical Study of Its Impact on Productivity

2020 ◽  
Vol 10 (2) ◽  
pp. 148-152
Author(s):  
Abdulrahman M. Qahtani
Keyword(s):  
Knowledge Management ◽  
Software Development ◽  
Business Model ◽  
The Other ◽  
Sufficient Information ◽  
Team Members ◽  
Adequate Information ◽  
Development Teams ◽  
Software Development Teams ◽  
The Impact

In the software industry, a critical factor in a project’s success is raising productivity, and software development teams must always consider its challenges. In today’s competitive industry, the productivity of team members in software development is a serious issue that attracts considerable attention. Studies have been conducted on various aspects of team and individual productivity; however, the literature still refers to a lack of research into the impact of team awareness, observing that it is an essential element of knowledge management in the project’s development life cycle. This study takes up this point and presents an actual software development case study to investigate the impact of increasing knowledge and producing adequate information on clients’ domain and business model on both team productivity and that of each individual member. The study was undertaken with two development teams over one month, each receiving about 300 requirements. One of the teams was given sufficient information on the client’s domain and background in terms of its business model, while the other was given nothing before it went to the client’s workplace, without any knowledge of its domain. The results achieved were statistically significant, showing better productivity among the team with the information, with 261 of 300 requirements completed, whereas the other completed just 107. The findings of this study will help software research to focus both on the aspects of knowledge management that relate to software development and on the correlation between them. The study also supports software development project managers to enhance the value of knowledge when they are delivering training and to equate the time spent spreading knowledge to giving team members adequate information about the clients’ domains and business models. This will be reflected in both the quality and productivity of the entire development process.

E-Mentoring in Global Software Development Teams

2013 ◽  
pp. 160-175
Author(s):  
Ricardo Colomo-Palacios ◽  
Alok Mishra ◽  
Cristina Casado-Lumbreras ◽  
Pedro Soto-Acosta
Keyword(s):  
Software Development ◽  
Success Factors ◽  
Global Software Development ◽  
Team Members ◽  
Common Culture ◽  
Development Teams ◽  
Software Development Teams ◽  
Communication And Coordination ◽  
Cross Cultural Management ◽  
Correct Application

Global Software Development (GSD) teams face communication and coordination problems due to spatial, temporal, and cultural separation between team members. Cultural diversity and cross-cultural management are significant issues among GSD teams. In software development projects, mentoring dramatically reduces the learning curve for novice human resources. Due to the large amount of electronic communication instruments, a remarkable number of different e-Mentoring concepts have emerged, which provides opportunity for mentoring that would not otherwise be possible. This chapter presents key success factors to enable e-Mentoring as a tool to develop a common culture in GSD scenarios. These success factors enable the correct application of mentoring programmes and the use of this to build a common culture in organizations that perform GSD.

Performance of student software development teams: the influence of personality and identifying as team members

2014 ◽  
Vol 40 (1) ◽  
pp. 52-67 ◽  
Author(s):  
Conal Monaghan ◽  
Boris Bizumic ◽  
Katherine Reynolds ◽  
Michael Smithson ◽  
Lynette Johns-Boast ◽  
...  
Keyword(s):  
Software Development ◽  
Team Members ◽  
Development Teams ◽  
Software Development Teams

Knowledge sharing barriers in software development teams: a multiple case study in Turkey

Kybernetes ◽  
2017 ◽  
Vol 46 (4) ◽  
pp. 603-620 ◽  
Author(s):  
Ali E. Akgün ◽  
Halit Keskin ◽  
Hayat Ayar ◽  
Zeki Okunakol
Keyword(s):  
Software Development ◽  
Knowledge Sharing ◽  
Project Team ◽  
Structured Interviews ◽  
Project Leadership ◽  
Content Type ◽  
Team Members ◽  
Development Teams ◽  
Multiple Case ◽  
Software Development Teams

Purpose Changing customer demands, needs and desires; emerging technologies; and increasing competition among firms force software development teams to develop and then implement new software projects to satisfy their customers and become more competitive in their marketplace. In this respect, knowledge sharing is critical for project success. However, although knowledge sharing among team members has been investigated by many researchers, knowledge sharing barriers among people have rarely been addressed in project teams in general and software development teams in particular. Thus, the purpose of this study is to investigate knowledge sharing barriers in the software development team context and develop solutions that can overcome these barriers. Design/methodology/approach An exploratory multiple case design was used to explore why software team members in Turkey may be reluctant to share knowledge. In this study, the authors conducted 18 in-depth and on-site semi-structured interviews and then employed content analysis, which uses a set of procedures to make valid inferences from text, to discover knowledge sharing barriers. Findings By interviewing 18 Turkish project team managers, the authors identified knowledge-, individual- and organization-related knowledge sharing barriers among team members. They also demonstrated solutions for the knowledge sharing hesitation among team members based on the experiences of project team managers. Research limitations/implications Some methodological limitations exist in this study. Specifically, the generalizability of the sampling limits the study, which was conducted in a specific national context, Turkish firms in general and the Istanbul district in particular. It is important to note that readers should be cautious when generalizing the results to different cultural contexts. In this regard, a Turkish sample involving the Istanbul district, like that of any culturally bound research, imposes some constraints on the interpretation and application of the results. The study was conducted with in-depth interviews of only 18 managers working in seven companies. Also, this study was performed on system development teams. The results should be confirmed with more samples and different project sets. Practical implications In this study, the authors discover the reasons for knowledge sharing reluctance among team members and some solutions that will eliminate knowledge sharing problems by using case studies. The results show that the reluctance of team members arises from obstacles, which are knowledge-, individual- and organization-related. Also, the conclusions demonstrate that knowledge sharing barriers can be resolved by establishing project leadership, creating a knowledge sharing culture and considering team members’ emotions. Originality/value The present study investigated whether reluctance to share knowledge derives not only from individual barriers but also from organization- and knowledge-related barriers in a project team context. The authors discovered that knowledge sharing barriers can be resolved by establishing project leadership, creating a knowledge sharing culture and considering team members’ emotions.

scholarly journals Collocation Impact on Team Effectiveness

2010 ◽  
Vol 46 ◽  
Author(s):  
M Eccles ◽  
J Smith ◽  
M Tanner ◽  
JP Van Belle ◽  
S Van der Watt
Keyword(s):  
Software Development ◽  
Team Effectiveness ◽  
Negative Impact ◽  
Positive Impact ◽  
Agile Software Development ◽  
Development Teams ◽  
Effectiveness Factors ◽  
Software Development Teams ◽  
Agile Software ◽  
The Impact

The collocation of software development teams is common, specially in agile software development environments. However little is known about the impact of collocation on the team’s effectiveness. This paper explores the impact of collocating agile software development teams on a number of team effectiveness factors. The study focused on South African software development teams and gathered data through the use of questionnaires and interviews. The key finding was that collocation has a positive impact on a number of team effectiveness factors which can be categorised under team composition, team support, team management and structure and team communication. Some of the negative impact collocation had on team effectiveness relate to the fact that team members perceived that less emphasis was placed on roles, that morale of the group was influenced by individuals, and that collocation was invasive, reduced level of privacy and increased frequency of interruptions. Overall through it is proposed that companies should consider collocating their agile software development teams, as collocation might leverage overall team effectiveness.

scholarly journals Towards the effectiveness of communication in adopting virtual team for software development

2021 ◽  
Vol 10 (11) ◽  
pp. 25442-25446
Author(s):  
Abdool Qaiyum Mohabuth ◽  
Bibi Neehad Nankoo
Keyword(s):  
Software Development ◽  
Virtual Teams ◽  
Virtual Team ◽  
Team Members ◽  
Development Teams ◽  
Communication Interaction ◽  
Project Failures ◽  
Remote Sites ◽  
Software Development Teams ◽  
Primary Focus

: Advancement in technology particularly the development of smart application has caused a paradigm shift in software development. Teams for developing software do not need to be physically present at all times. Members of development teams may be at remote sites but still communicate with each other. Technology has enabled the creation of virtual teams. While technology put at the disposal of software development teams a range of devices for supporting their communication interaction, members still face many challenges in terms of time difference, language barriers and cultural diversification. Ineffective communication among team members lead to delays in software development and contribute much to make project failures. The primary focus of this research is to identify how communication in virtual teams may become efficient. A survey is carried to assess the factors which affect communication in virtual teams. Different team sizes are considered and their relevance and differences in communication interaction are studied. More in-depth data are extracted for this research by interviewing potential members of virtual teams who work and interact from remote sites. The factors which influence communication interaction is finally established which help in successfully managing virtual team projects

E-Mentoring in Global Software Development Teams

2014 ◽  
pp. 1534-1549
Author(s):  
Ricardo Colomo-Palacios ◽  
Alok Mishra ◽  
Cristina Casado-Lumbreras ◽  
Pedro Soto-Acosta
Keyword(s):  
Software Development ◽  
Success Factors ◽  
Global Software Development ◽  
Team Members ◽  
Common Culture ◽  
Development Teams ◽  
Software Development Teams ◽  
Communication And Coordination ◽  
Cross Cultural Management ◽  
Correct Application

Global Software Development (GSD) teams face communication and coordination problems due to spatial, temporal, and cultural separation between team members. Cultural diversity and cross-cultural management are significant issues among GSD teams. In software development projects, mentoring dramatically reduces the learning curve for novice human resources. Due to the large amount of electronic communication instruments, a remarkable number of different e-Mentoring concepts have emerged, which provides opportunity for mentoring that would not otherwise be possible. This chapter presents key success factors to enable e-Mentoring as a tool to develop a common culture in GSD scenarios. These success factors enable the correct application of mentoring programmes and the use of this to build a common culture in organizations that perform GSD.

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