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.

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

2011 ◽  
Vol 2 (2) ◽  
pp. 48-59 ◽  
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 ◽  
Distributed Software ◽  
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 Translation of Activities in a Global Virtual Teams Software Development

2021 ◽  
Vol 23 (4) ◽  
pp. 1-18
Author(s):  
Olayele Adelakun ◽  
Tiko Iyamu
Keyword(s):  
Software Development ◽  
Virtual Teams ◽  
Actor Network Theory ◽  
Development Project ◽  
Global Software Development ◽  
Global Virtual Teams ◽  
Software Development Project ◽  
Software Teams ◽  
Development Approach ◽  
Software Development Practices

. This study explores Global Virtual Software Teams’ development practices and try to demystify some of the misconceptions about global software development practices based on findings from the global virtual software teams’ experiment that was carried out at DePaul University from 2011 – 2018. The moments of translation from the perspective of actor-network theory (ANT) was employed in the data analysis, to examine how development approach was selected by the global virtual teams. One of the key findings from our research is that the success of a global software development project does not have a strong dependency on the development approach. While we agree that it is one of the key influencing factors, there are other equally strong factors for global virtual software team’s success.

Expert Group Knowledge Triggers

2022 ◽  
pp. 565-583
Author(s):  
Hanna Dreyer ◽  
Gerald Robin Bown ◽  
Martin George Wynn
Keyword(s):  
Software Development ◽  
Tacit Knowledge ◽  
Development Project ◽  
Theoretical Development ◽  
Ethnographic Case Study ◽  
Team Members ◽  
Software Development Project ◽  
Group Knowledge ◽  
Verbal Exchanges

Specialised knowledge is a key component of success in an organisational context that resides in the expertise of the organisation's personnel. To explore this situation, an ethnographic case study was chosen in which data was collected from a software development project. Extempore verbal exchanges occur through the interplay of project team members in weekly meetings, as the software was tested, analyzed, and altered in accordance with the customer's needs. Utilizing tacit knowledge from the project members as well as the group, new tacit knowledge surfaces and spirals, which allows it to build over time. Five extempore triggers surfaced during the research generated through explicit stimuli, allowing project members to share and create new knowledge. Through the use of ideas developed by Husserl and Heidegger, this study has cast some light on verbal exchanges that, through their interjection, allow significant learning to take place. The theoretical development places these learning triggers in an interpretive framework, which can add value to other software development projects.

scholarly journals Expert Group Knowledge Triggers

2020 ◽  
Vol 16 (2) ◽  
pp. 1-17
Author(s):  
Hanna Dreyer ◽  
Gerald Robin Bown ◽  
Martin George Wynn
Keyword(s):  
Software Development ◽  
Tacit Knowledge ◽  
Development Project ◽  
Theoretical Development ◽  
Ethnographic Case Study ◽  
Team Members ◽  
Software Development Project ◽  
Group Knowledge ◽  
Verbal Exchanges

Specialised knowledge is a key component of success in an organisational context that resides in the expertise of the organisation's personnel. To explore this situation, an ethnographic case study was chosen in which data was collected from a software development project. Extempore verbal exchanges occur through the interplay of project team members in weekly meetings, as the software was tested, analyzed, and altered in accordance with the customer's needs. Utilizing tacit knowledge from the project members as well as the group, new tacit knowledge surfaces and spirals, which allows it to build over time. Five extempore triggers surfaced during the research generated through explicit stimuli, allowing project members to share and create new knowledge. Through the use of ideas developed by Husserl and Heidegger, this study has cast some light on verbal exchanges that, through their interjection, allow significant learning to take place. The theoretical development places these learning triggers in an interpretive framework, which can add value to other software development projects.

scholarly journals ROI Estimation in a Scrum Project: A case study

10.29007/nqq6 ◽  
2019 ◽  
Author(s):  
Rita Cortés ◽  
Fulvio Lizano
Keyword(s):  
Software Development ◽  
Return On Investment ◽  
Investment Decisions ◽  
Development Project ◽  
Project Managers ◽  
Future Research ◽  
Software Project ◽  
Software Development Project ◽  
Financial Metrics

Financial metrics are necessary to inform decisions about the beginning or continuity of a software development project to justify investments. This research discuses initial ROI (Return on Investment) estimates in a software project using Scrum and how to analyze variations in the initial calculations to make return on investment decisions during partial deliveries of the product. The case study included a survey, a review of documentation, two focus group sessions, and an exercise involving application of the proposed technique. Twenty-four professionals participated, of which 4 were Scrum trainers (17%), 4 were officials of the company where the estimation technique was applied (17%), and 16 were project managers of domestic and foreign software development companies (66%), all of whom had experience in project management. This study provides elements to be considered in future research on ROI calculation in projects using Scrum, and can be used as a guide to estimate and review financial metrics during the execution of an actual project.

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