FORMULATING EFFECTIVE COORDINATION STRATEGIES IN AGILE GLOBAL SOFTWARE DEVELOPMENT TEAMS

Background: The word "Global Software Development" can be described as the development of software, with development teams spread across different geographical locations. Problem statement: The issues arise when there are gaps in information, workflows or processes, policies and others in the world. Objective: This paper aims to build an understanding of the risk in Global Software Development. Then, to identify category risk in Global Software Development and how Agile can reduce or mitigate their challenges. Method: This review paper using the standard systematic literature review method by Kitchehamm by reviewing and analyzing the relevant state-of -art techniques and approaches in the journal libraries based on the research questions. Results: The findings show that communication in Agile Global Software development is the main risk challenge. Contribution: The contributions of this paper may support the academician to propose and validate an enhanced approach to solve the issues if risk management in Agile GSD environment and assist the practitioners in choosing the most suitable and relevant method based on the requirement of Agile GSD project. This review paper is also focusing on the contribution to the Software Engineering Management and Software Engineering Models and Methods Knowledge Area.

Aim/Purpose: This paper aims to describe how various Kanban elements can help alleviate two prominent types of challenges, communication and collaboration in Global Software Development (GSD). Background: Iterative and Lean development methodologies like Kanban have gained significance in the software development industry, both in the co-located and globally distributed contexts. However, little is known on how such methodologies can help mitigate various challenges in that occur in a globally distributed software development context. Methodology: The study was conducted using a single-case study based on a general inductive approach to analysis and theory development. Through the literature review, collaboration and communication challenges that GSD teams face were identified. Data collected through semi-structured interviews was then inductively analyzed to describe how the case-study teams employed various Kanban elements to mitigate communication and collaboration challenges they face during GSD. Findings: The study found that some Kanban elements, when properly employed, can help alleviate collaboration and communication challenges that occur within GSD teams. These relate to Inclusion Criteria, Reverse Items, Kanban Board, Policies, Avatars, and Backlog. Contribution: The paper contributes to knowledge by proposing two simple concept maps that detail the specific types of communication and collaboration challenges which can be alleviated by the aforementioned Kanban elements in GSD. Recommendations for Practitioners: This paper is relevant to GSD teams who are seeking ways to enhance their team collaboration and communication as these are the most important elements that contribute to GSD project success. It is recommended that relevant Kanban elements be used to that effect, depending on the challenges that they aim to alleviate. Future Research: Future research can investigate the same research questions (or similar ones) using a quantitative approach.

Cloud computing is being increasingly adopted in various domains for providing on-demand infrastructure and Software as a service (SaaS) by leveraging the utility computing model and virtualization technologies. One of the domains, where cloud computing is expected to gain huge traction is Global Software Development (GSD) that has emerged as a popular software development model. Despite several promised benefits, GSD is characterized by not only technical issues but also the complexities associated with its processes. One of the key challenges of GSD is to provide appropriate tools more efficiently and cost-effectively. Moreover, variations in tools available/used by different GSD team members can also pose challenges. We assert that providing Tools as a Service (TaaS) to GSD teams through a cloud-based infrastructure can be a promising solution to address the tools related challenges in GSD projects. Through an extensive review of the relevant literature on GSD and Cloud Computing, we have identified a set of quality attributes and potential architectural solutions for a cloud-based infrastructure that can provide TaaS to GSD teams. This paper outlines the promised benefits of TaaS to GSD teams, describes the expected quality attributes of a cloud-based infrastructure and how these quality attributes can be achieved. We also present a reference architecture for a cloud-based infrastructure to provide TaaS in GSD projects and describe its use with a detailed scenario of GSD projects.

Nowadays, Agile and Global Software Development (AGSD) has brought benefits and new challenges to the software industry. Among the main challenges is Architecture Knowledge Management (AKM), due to the following reasons: (i) in Agile Software Development team members prefer to convey knowledge in a face‐to‐face manner, over transmitting it through formal documents; and (ii) an efficient AKM in Global Software Development involves managing explicit knowledge. These opposite paradigms turn AKM into an unsolved issue in AGSD. In this study, the authors present a systematic mapping review about AKM in AGSD. From this review, they identified nine approaches that AGSD companies use to overcome the AKM challenge, which are grouped in three areas: (i) documentation artefact‐based, (ii) communication‐based, and (iii) methodological‐based. Also, they found that the selected papers evenly support the three phases of the integrated knowledge management cycle (creation/capture, sharing/dissemination and acquisition/application), although only 7% of them support the capture of architectural knowledge in a formalised way. Finally, they conclude proposing critical points to consider in the implementation of AKM solutions in AGSD, and presenting their directions of future work.

The economic and strategic gains motivated the majority of software firms to adopt global software development (GSD). The adoption of GSD is not straightforward. The geographical distance between the GSD teams causes the various problems for the implementation of agile software development activities, particularly, that related to requirements change management in agile (ARCM). The objective of this study is to explore the success factors of ARCM in GSD context and prioritized them based on their significance. The study comprised of two steps: (1) identify the success factors of ARCM using systematic mapping study (SMS) and validate them with industry practitioners using questionnaire survey approach; (2) prioritize the identified success factors by applying the analytical hierarchy process (AHP) approach. A total of 21 success factors that are significant for ARCM process were identified using SMS and questionnaire survey study. The results of AHP shows that allocation of resources at overseas sites, 3C's (communication, coordination and control), geographically distributed change control board (CCB), RCM process improvement expertise and continuous top management support are the highest priority success factors of ARCM process in the context of GSD. The findings assist the practitioners to address the most priority success factors in order to successfully implement the ARCM activities in the domain of GSD.

In global software development (GSD), teams from different geographies are involved in software development activities from requirement till management phase. There are many potential benefits associated with GSD environment such as development cost, round the clock development, accessibility to better skilled people and many others. Although, organizations are achieving the benefits of GSD but its challenging nature such as cultural and language differences, trust relationship, coordination and communication is introducing numerous challenges that cannot be ignored. These challenges are significantly influencing requirement engineering (RE) process in GSD. One of the reasons behind challenging nature of RE in GSD is varying situational contexts such as social, communication and cultural contexts, language, human, technical and management related contexts. This necessitate for a comprehensive framework that demonstrates the perspective of situational contexts. This study aims to review the existing situational RE frameworks, highlights the reported situational contexts and provide future research directions. The literature revealed that the situational contexts are commonly related to twelve categories that include stakeholders, organization, requirements, project, management, risk, culture, standard, task, communication, technique and methods, and innovation. The situational contexts related to these categories show the main standpoint of situational software development in GSD. These situational contexts are significant for improving competencies of the team members while performing RE process in GSD environment. This study also draws attention towards some imperative research directions for further studies in line of situational software engineering.

Chapter 6 Global Software Development: Origins, Practices, and Directions

Global Software Development (GSD) environment is based on a contractual relationship between client and vendor organizations in which a client outsources all or some part of its software development activities to a vendor. The vendor in return provides the agreed services in lieu of certain amount of remuneration. The main reasons to select the GSD technique include reduced cost, faster development and access to skilled manpower available across the world. Though GSD is emerging as an effective technique, but it suffers from many challenges like poor communication, lack of trust and coordination. These challenges pose serious risk to the smooth execution of the GSD projects. In the past decade, GSD has become an area of active research and a number of the researchers have worked on different aspects of it. In this paper, we present a critical review of the research studies conducted on GSD to highlight the challenges, best practices and benefits of GSD. Our findings reveal that much of the research in this area has been focused on addressing issues faced by client organizations, however, vendor side in the GSD relationship is much ignored due to which this field of study is still immature; hence, further research work is required to be undertaken to address the issues faced by the vendor organizations.

Globalization is having a deep impact on today's world economy. One of the most affected industries is the software industry. Recently, global software development (GSD) has gained a lot of attention. This new trend of producing software is influencing all software processes, including human resource management. The aim of this study is to provide an overview of the implications of GSD for software project managers by analyzing project performance from different perspectives such as the 360-degree feedback evaluation. Results show that performance of GSD projects is lower than in-house projects, but apart from that, this study reveals that there are also negative consequences for software project managers, which need to be taken into account. For instance, the experiment revealed a lack of attention to tasks by software project managers and, as a consequence of this, performance losses. The main conclusions of this research may be valuable for software development organizations.

Developing requirements for software projects require shared understanding of requirements among all the team members. But in Global Software Development (GSD) this shared understanding becomes harder to achieve because of the challenges inherited in GSD; these challenges include cultural diversity, inadequate communication, Time Zone difference and improper knowledge management. By its very nature, software development consists of many knowledge management practices. One of the important needs is to study the impact of these practices on shared understanding of requirements in GSD. During three months controlled experiment in an academic setting with two groups of geographically distributed students; we studied the impact of “clear organizational structure with communicating responsibilities” a practice of Knowledge Management on shared understanding of requirements. We observed the understanding patterns of both teams by conducting multiple concept mapping exercises. This paper presents comparison of results obtained from concept mapping exercises of both development teams. These results demonstrate that how selected knowledge management practice helps to improve shared understanding of requirements among GSD team members.

Over the last two decades of globalisation, the software industry has witnessed the emergence of Global Software Development (GSD). Various business motives have driven software companies to outsource software development projects to software companies based in low cost economies. Given the highly competitive environment in which software companies operate, the client and the vendor have to equip themselves to operate successfully across national and international boundaries. Software development carried out at various geographical locations across boundaries is mainly impeded by distance which can be categorized as exterior and interior. The exterior distance is formed due to geographical, cultural and temporal differences while the interior distance is created due to organisational, technological and knowledge differences. The outcome of these distances is that they draw out primarily communication, coordination, culture and control issues which can spiral out of control if not resolved. The literature on GSD gives evidence as to how various tactics are applied to alleviate these issues created by global distance. While each of these is of interest to the GSD researchers, this research study has particular focus on coordination. Coordination is the act of making things work together for attaining common goals. In GSD projects, the mechanisms essential to coordinate the work and manage interdependencies may get disrupted. Hence appropriate coordination strategies are essential to achieve project goals when several actors are involved and multiple activities are performed. The explicit aim of the research presented in this thesis was to develop a GSDCOORD Model. The GSD-COORD Model comprises of specific processes with a defined set of strategies for coordination of tasks that can be followed by Project Managers when managing GSD projects. These strategies have emerged from literature, multiple case studies conducted in the vendor companies operating in India and mapped with the relevant sections of the PMBOK® Guide. This GSDCOORD Model is then validated by GSD researchers and experts from software companies in various countries. The validation process helped to evaluate the significance of each strategy in the model and its applicability. The GSD-COORD Model is an adaptable approach to project management where the processes and strategies can be tailored to suit different global and organizational settings.

This research work explores the trends in formal and agile software development methods. Software development has evolved, from the era of “code and fix” to methods categorized as “heavyweight” and “lightweight”. The heavyweight methods are championed by the waterfall method, while agile methods are considered the lead in lightweight methods of software development. Both methods have proven records of successes and failures. Bridging the divide between them and harmonizing their symbiotic properties has the synergy of creating beneficial and more robust methodology with complementary advantage which is termed ambidexterity. Ambidexterity allows for a high level approach of selecting a methodology on the basis of the problem requirements, and coordinates their independent processes complementarily without conflict. Keywords: Global Software Development, Agile Software Development, off Shoring, Near-shoring, Distribution

Global software development (GSD) is considered as the coordinated activities of software development that are geographically and temporally distributed. The management of architectural knowledge, specifically, architectural design decisions (ADDs), becomes important in GSD due to the geographical, temporal, and cultural challenges in global environments. Based on our previous work on ADD management in localized software development, we present five ADD paradigms for GSD projects with different organizational structures. We also investigate the benefits and the challenges of these ADD paradigms by conducting an evaluation of the paradigms using extensive archived semi-structured interview data from industrial GSD projects. We aim to provide a fundamental framework for managing ADD documentation and evolution in GSD, as well as offer useful insights into managing architectural knowledge in a global setting.

Software engineering is largely concerned with the methodical, systematic production of quality software to support organizational goals. Despite significant advances in technology over the last decade, software engineering still heavily relies on human efforts and human interaction to generate economic contributions for an organization. In more recent years, the question of software service complexity has become central to Global Software Development (GSD) with a view of developing software across a global landscape. However, few efforts have surfaced to challenge the complexity of the relational infrastructure of software teams that support the development of software architecture. This is important in order to sustain and support lean software development and organisational structures particularly in an open service innovation environment. However, from a socio-economic perspective, there are few theoretical efforts that attempt to introduce new insights on how the human factors contribute towards a GSD value co-creation. The objective of this chapter is to examine the application of Social Network Analysis (SNA) and i* (i star) modelling techniques to examine how we could model the economic impact of software relational structures. The chapter explores how i* models leverage SNA concepts to model GSD development. This chapter also offers a discussion on the theoretical development of the socio-economics of GSD in an “open innovation” context.

Global software development efforts have increased in recent years, and such development seems to have become a business necessity for various reasons, including cost, availability of resources, and the need to locate development closer to customers. However, there's still much to learn about global software development before the discipline becomes mature. This special issue aims to assess the gap between the state of the art and the state of the practice. It presents five articles that cover various aspects of global software development, including knowledge management strategies, distributed software development, requirements engineering, distributed requirements, and managing offshore collaboration. A Point/Counterpoint department discusses whether global software development is indeed a business necessity.This article is part of a special issue on Global Software Development.