Managing Contradictory Tensions in Agile Distributed Development

2021 ◽  
pp. 101-114
Author(s):  
Ashay Saxena ◽  
Shankar Venkatagiri ◽  
Rajendra K Bandi
Keyword(s):  
Conflict Management ◽  
Distributed Teams ◽  
Distributed Development ◽  
Develop Software ◽  
Agile Approach ◽  
Project Objectives ◽  
Change Requests ◽  
Globally Distributed

Increasingly, agile approaches are being followed in a distributed setup to develop software. An agile approach is characterised by the need to regularly welcome change requests and update the software artefact accordingly whereas distributed teams prefer to work towards following a plan to fulfil project objectives defined upfront. This results in contradictory tensions when agile is practised with teams operating in a globally distributed format. This chapter focuses on exploring the central conflict and discuss approaches to manage the conflicting forces in an agile distributed development setup. Furthermore, it presents an industry case study to provide more clarity on conflict management in such settings.

scholarly journals Learning Product Design Through Globally Distributed Teams: A Way to Enhance Innovation Capabilities in Mechatronics

2010 ◽  
Vol 4 (2) ◽  
Author(s):  
Daniel A. S. Nilsson ◽  
Mats Hanson ◽  
Lars I. E. Oddsson
Keyword(s):  
Distributed Teams ◽  
University Of Minnesota ◽  
Critical Factors ◽  
Product Innovations ◽  
The Social ◽  
System Interconnection ◽  
Institute Of Technology ◽  
Globally Distributed ◽  
Successful Collaboration

Creating product innovations involves the need to understand the social context in which the innovation is created and ultimately the context in which it is to be used. The use of globally distributed teams (GDTs) in engineering education to understand and enhance the social and technological interaction could catalyze the process of creating innovation. This paper proposes a framework for the analysis and support of the GDT setting. The proposed framework builds on the standardized open system interconnection model for network communication consisting of seven interconnected layers. As it has been suggested in prior studies, a successful collaboration in a GDT relies on several critical factors that build on each other. Organizing and supporting these factors in an interconnected layered scheme could better clarify the interaction between social and technological aspects. A case study of a student medical device project is analyzed using the proposed framework. The project involved students from University of Minnesota, MN and KTH Royal Institute of Technology, Stockholm, Sweden.

Sustaining Organizational Culture in the Globally Distributed Environment

2011 ◽  
pp. 51-63 ◽  
Author(s):  
Kathy L. Milhauser
Keyword(s):  
Organizational Culture ◽  
Product Development ◽  
Single Case ◽  
Distributed Teams ◽  
Distributed Environment ◽  
Structured Interviews ◽  
Business Opportunity ◽  
Geographic Boundaries ◽  
Globally Distributed

Organizations of all sizes are finding it necessary to expand their operations across geographic boundaries in a phenomenon that has been referred to as the globally distributed team. While this trend is typically a response to business opportunity, it is not without challenges. One of those challenges is how to maintain organizational culture as teams become globally distributed. The goal of the research detailed in this chapter was to examine a single organization that has been utilizing distributed teams to facilitate product development. A single case study method was used. Data was gathered through a series of semi-structured interviews with employees who participated in a distributed product development team. The chapter includes a review of the organization’s approach to orienting employees to the organizational culture, maintaining focus on the culture over a period of years, and extending the culture to support globalization while maintaining the integration of distributed teams into the overall organization.

The Role of Information Resource Management in Enabling the 24-Hour Knowledge Factory

2008 ◽  
pp. 226-249
Author(s):  
Satwik Seshasai ◽  
Amar Gupta
Keyword(s):  
Industrial Revolution ◽  
Distributed Teams ◽  
Knowledge Based ◽  
Distributed Team ◽  
Distributed Work Environment ◽  
Globally Distributed ◽  
Role Of Information ◽  
Globally Distributed Work

The term 24-Hour Knowledge Factory connotes a globally distributed work environment in which teammates work on a project around the clock. The 24-Hour Knowledge Factory is a special case of a globally distributed team in which the different teams work on a sequential basis that has been clearly defined in advance. Whereas a manufactured item was the end product in the case of the factory which emerged as a consequence of the industrial revolution, knowledge-based services and knowledge-based products are the end deliverables in the case of the current information revolution; hence, the term 24-Hour Knowledge Factory. Work can be decomposed by task style or by organizational style, and allows for greater specialization of workers. A case study from IBM details surprising differences between colocated and distributed teams, and leads to a future state analysis for organizations seeking to study or implement the 24-Hour Knowledge Factory.

Fostering relations with a host country: A case study of the OSCE and Tadjikistan

2009 ◽  
Vol 20 (4) ◽  
pp. 339-345 ◽  
Author(s):  
Kathleen Samuel
Keyword(s):  
Conflict Management ◽  
Host Country ◽  
Early Warning ◽  
Daily Basis ◽  
Conflict Prevention ◽  
Post Conflict

AbstractThe OSCE's mandate for early warning, conflict prevention, conflict management and post-conflict rehabilitation based on its approach to comprehensive security through its network of field offices is implemented on a daily basis. Constructive relations with a host country are an important factor in their success, yet not always easy to achieve. This article provides a case study of one endeavour to strengthen these relations.

scholarly journals How NOT to Manage a Project: Conflict Management Lessons Learned from a DOD Case Study

2007 ◽  
Author(s):  
J. Scott Sutterfield ◽  
Shawnta S. Friday-Stroud ◽  
Sheryl L. Shivers-Blackwell
Keyword(s):  
Conflict Management ◽  
Lessons Learned

scholarly journals SOME ASPECTS OF AGILE APPROACH IN PRAXIS

2015 ◽  
Vol 3 ◽  
pp. 348-355
Author(s):  
Jaroslava Kniežová
Keyword(s):  
Software Development ◽  
Development Process ◽  
Traditional Approach ◽  
High Quality ◽  
Modern Times ◽  
Effective System ◽  
Agile Approach ◽  
Traditional Process ◽  
Short Time

In modern times, competitiveness in the market depends on having a good information system. The companies developing and supplying information systems are in competition too, and having an effective system of delivery is critical for obtaining lucrative offers. Therefore, the software development companies continuously try to improve their development process to supply the product in a short time and with high quality. The agile approach potentially shortens this time and is very often used. This approach has almost replaced the traditional process. More and more companies implement agile approach in these times to be competitive in the software development market and hasten product delivering.The traditional and agile approaches differ in certain perspectives. Hence, the question arises as to whether the agile approach is the best for the software development company in every case. This article contains a comparison of these two approaches, as well as a case study relating to the agile approach in a real software development company, which had previously used the traditional approach. The article also describes situation where replacing the traditional approach with agile would improve results.

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