Managing Software Risks in Maintenance Projects, from a Vendor Perspective

Author(s):  
Srikrishnan Sundararajan ◽  
M. Bhasi ◽  
K.V. Pramod

Global software development exposes projects to the challenges arising from geo-cultural spread of the team and delegation of project ownership. Therefore, risk management in global software development receives attention from many researchers today. The primary focus in this paper is an investigation of risks associated with the maintenance of information systems by teams distributed across geographical locations, cultures, and vendors. Here the authors present the case study of a large offshore outsourced program that maintained a portfolio of business applications for a fortune 500 US client. The program exhibited a wide variety of characteristics typical of maintenance projects. The study investigated the risks, risk resolution techniques, lessons learned and best practices adopted in the program, from a vendor perspective. The findings provide useful insights into understanding and responding to the challenges in initiating, transitioning and managing global software maintenance projects.

Author(s):  
Edward Chen

Two significant trends have been gaining momentum in software development: the utilization of Agile development methodologies, and the continuing trend of companies to outsource development work offshore. These two trends have changed the way companies develop software and business applications. This chapter seeks to evaluate how a company can successfully manage both trends in conjunction with each other on global business. The primary question addressed is whether the benefits derived from Agile development methodologies and the savings from outsourced software development efforts cancel each other out when applied together, or whether they create a synergy greater than the sum of the parts. In order to answer this question, this chapter intends to examine several relevant business practices and industry experiences. From lessons learned, we identify factors which seem to influence a successful combination of Agile methodology and offshoring in global software development projects.


2014 ◽  
pp. 1197-1209
Author(s):  
Edward T. Chen

Two significant trends have been gaining momentum in software development: the utilization of Agile development methodologies, and the continuing trend of companies to outsource development work offshore. These two trends have changed the way companies develop software and business applications. This chapter seeks to evaluate how a company can successfully manage both trends in conjunction with each other on global business. The primary question addressed is whether the benefits derived from Agile development methodologies and the savings from outsourced software development efforts cancel each other out when applied together, or whether they create a synergy greater than the sum of the parts. In order to answer this question, this chapter intends to examine several relevant business practices and industry experiences. From lessons learned, we identify factors which seem to influence a successful combination of Agile methodology and offshoring in global software development projects.


Author(s):  
Anali Perry ◽  
Karen Grondin

In this case study, we reflect on our journey through a major revision of our streaming video reserve guidelines, informed by an environmental scan of comparable library services and current copyright best practices. Once the guidelines were revised, we developed an implementation plan for communicating changes and developing training materials to both instructors and internal library staff. We share our navigation strategies, obstacles faced, lessons learned, and ongoing challenges. Finally, we map out some of our future directions for improving and streamlining our services.  


Author(s):  
Shiza Nawaz ◽  
Anam Zai ◽  
Salma Imtiaz ◽  
Humaira Ashraf

Global Software Development (GSD) involves multiple sites which comprise of different cultures and time zones apart from geographical locations. It is a common software development approach adopted to achieve competitiveness. However, due to multiple challenges it can result in misunderstandings and rework. Rework raises the chance of project failure by delaying the project and increasing the estimated budget. The aim of this study is to identify and categorize the rework causes to reduce its frequency in GSD. To identify the empirical literature related to causes of rework, we performed a Systematic Literature Review (SLR). A total of 23 studies are included as a result of final inclusion. The empirical literature from the year 2009 to 2020 is searched. The overall identified causes of rework in GSD are categorized into 6 major categories which are communication, Requirement Management (RM), roles of stakeholders, product development/integration issues, documentation issues, and differences among stakeholders. The most reported rework causes are related to the category of communication & coordination and RM. Moreover, an industrial survey is conducted to validate the identified rework causes and their mitigation practices from practitioners. This study will help practitioners and researchers in addressing the identified causes and therefore reduce the chances of rework.


2021 ◽  
Author(s):  
Raphaëlle Ortiz ◽  
Anamaría Núñez ◽  
Corinne Cathala ◽  
Ana R. Rios ◽  
Mauro Nalesso

This technical note is an update to the previous "Water in the Time of Drought: Lessons from Five Droughts Around the World", published in 2018. It explores drought situations and policies in Spain (including the Canary Islands), Chile, Mexico, the dry corridor between Honduras, Guatemala, and El Salvador, Brazil, and South Africa. Each of these countries has recently dealt with droughts and/or developed long-term solutions to manage them. HydroBID, a tool developed by the IDB, will be presented through relevant case studies. After defining drought experiences and institutional frameworks in each country, the brief will explore the successes and challenges of national drought and water management policies. Best practices and lessons learned will be extracted from each case study to help policymakers better prepare for droughts.


2019 ◽  
Author(s):  
Alexandra Terrill ◽  
Justin J. MacKenzie ◽  
Maija Reblin ◽  
Jackie Tyne Einers ◽  
Jesse Ferraro ◽  
...  

BACKGROUND Individuals with disability and their partners, who often provide care, are both at risk for depression and lower quality of life. Mobile health (mHealth) interventions are promising to address barriers for mental health care. Rehabilitation researchers and software development researchers must collaborate effectively with each other, and with clinical and patient stakeholders to ensure successful mHealth development. OBJECTIVE To aid researchers interested in mHealth software development by describing the collaborative process between a team of rehabilitation researchers, software development researchers, and stakeholders. Thus, we provide a framework (conceptual model) for other teams to replicate in order to build a web-based mHealth app for individuals with physical disability. METHODS Rehabilitation researchers, software development researchers, and stakeholders (people with physical disabilities and clinicians) are involved in an iterative software development process. The overall process to develop an mHealth intervention includes initial development meetings and a co-design method called “designbox”, in which the needs and key elements of the app are discussed. Based on the objectives outlined, a prototype is developed and goes through scoping iterations with feedback from stakeholders and end-users. The prototype is then tested by users to identify technical errors and gather feedback on usability and accessibility. RESULTS Illustrating the overall development process, we present a case study based on our experience developing an app (SupportGroove) for couples coping with spinal cord injury. Examples of how we addressed specific challenges are also included. For example, feedback from stakeholders resulted in development of app features for individuals with limited functional ability. Initial designs lacked accessibility design principles made visible by end-users. Solutions included large text, single-click, and minimal scrolling to facilitate menu navigation for individuals using eye-gaze technology. Prototype testing allowed further refinement and demonstrated high usability and engagement with activities in the app. Qualitative feedback indicated high levels of satisfaction, accessibility, and confidence in potential utility. We also present key lessons learned about working in a collaborative interdisciplinary team. CONCLUSIONS mHealth promises to help overcome barriers to mental health intervention access. However, the development of these interventions can be challenging because of the disparate and often siloed expertise required. By describing the mHealth software development process and illustrating it with a successful case study of rehabilitation researchers, software development researchers, and stakeholders collaborating effectively, our goal is to help other teams avoid challenges we faced and benefit from our lessons learned. Ultimately, good interdisciplinary collaboration will benefit individuals with disabilities and their families. CLINICALTRIAL n/a


Author(s):  
Michael D. Dorsey ◽  
Mahesh S. Raisinghani

IT governance or IT outsourcing both have their own unique benefits but the decision to choose one over other is not always so clear. This chapter examines the impact of globalization of software development and localization of service delivery in the offshore software development and outsourcing services sector. A case study is used to illustrate the key ideas that helped contribute to a successful IT project that was outsourced by a US organization to a transnational IT outsourcing services provider based in India. The two key points illustrated by the case study discussed in this chapter are what are the issues facing a North American company that deals with an IT service supplier thousands of miles and many time zones away and what are the lessons learned from a successful outsourcing relationship.


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