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Global software development projects face up a variety of challenges respect to communication and control that need to be solved or, at least, minimized. For that reason, processes crucially based on communication, like software requirements elicitation; have to be rethought in such a new context. Since requirement elicitation is a human-centred process, we propose using techniques from the field...
Stakeholders in the technology market understand that active management of past project lessons learned is the basis for promoting improvements to organization processes assets. However implementing and deploying an effective and easy manner to collect and share tacit knowledge throughout organizations is not trivial, especially for remote distributed ones. In order to make this process easier, community...
High performing teams are composed of members who are committed to team success and to each other [1]. These high-performance teams develop over a period of time and are capable of delivering outstanding performance results. Theirmembers often have complementary problemsolving, technical, and interpersonal skills [1]. These teams have learned how to leverage the strengths of its members and usually...
Environments and processes in typical software development are not fully adapted to the needs of global software development (GSD). In particular, they do not have all of the capabilities necessary for cross-site collaboration. While research literature is rich with examples of individual practices and tools that can be used in this setting, there is a lack of examples illustrating how these tools...
As researchers and practitioners gain more experience with global software engineering (GSE), we are beginning to move from individual tools and practices that help with particular aspects of GSE toward integrated solutions that attempt to cover the full range of needs of distributed projects. The fundamental GSE problem is that collocated projects make very effective use of coordination mechanisms...
Industrial experience assessing the stability of a large mission-critical software project is reported. We observed that the project incurred significant additional delays in resolving the types of problems usually uncovered when assessing mission-critical software stability. We present plausible hypotheses about the possible causes of these additional delays
One of the problem areas in requirements engineering has been the integration of functional and nonfunctional requirements and use cases. Current practice is to partition functional and nonfunctional requirements such that they are often defined by different teams. Functional requirements are defined by writing text-based use cases or, less frequently, creating a business model, then walking through...
Developing a software system in collaboration with other partners, and on different geographical locations is a big challenge for organizations. In this article we first discuss a system that automates build and test processes: SoftFab. This system has been successfully applied in practice in the context of multisite projects. Then, we discuss a case where it was applied to a more challenging type...
Developing requirements for large software systems requires continuous and effective coordination of tasks, resources, and people. Research in team cognition suggests that the traditional input-process-output model is insufficient for the level of coordination needed in the development of such large systems. Coordination in these projects is greatly affected by human and behavioural factors, relying...
Management of shared artifacts is critical to ensure the correct integration and behavior of code created by multiple teams working in concert. Awareness of inter-team development activities and their effects on shared artifacts provides developers the opportunity to detect potential integration problems earlier and take proactive steps to avoid these conflicts. However, current awareness tools do...
Supporting agile teams from afar as they plan projects is a challenge. In this paper, we present a planning tool, MasePlanner, which supports agile teams as they collaborate in a distributed environment during their planning meetings. Combined with an audio link, our tool supports natural interaction similar to those found in collocated agile planning environments. MasePlanner supports planning in...
In order to take advantage of lower costs and wider availability of talent, managers often staff software development projects globally. While this practice may be economically appealing there are often hidden costs. This paper reports the results of a study that used social network analysis to study how people in three global software teams acquired and used available expertise through communication...
One of the factors that influence task productivity is communication pertaining to task, resources, and organizational issues. The objective of this research is to explore the availability of validated survey instruments in the area of organizational and team communication and assess their applicability in software development team research. Based on past studies, we have selected six comprehensive...
The information technology (IT) industry continues to lose close to GBP 45 billion each year as a result of under per forming applications. Our observations, while troubleshooting a number of projects on performance related issues, has been that the root cause for most of these problems lies in shortcomings at the requirements engineering, architecture and design or system integration testing phases...
The purpose of this paper is to present a reference model for global software development, based on the results found in a case study conducted in two software development units from multinational organizations located in Brazil. A preliminary description of this model was originally published in 2004. In this paper, we present the reference model in detail, improving the description and discussing...
Virtual teams are becoming an important work structure in software development projects. However, a number of issues arise due to the complexity and newness of the virtual team context. One such issue relates to when and how team leaders should delegate authority and responsibility to the team. Previous studies have yielded conflicting results. This work aims to answer this question about delegation...
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