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A process framework for global software engineering teams

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Show simple item record Richardson, Ita Casey, Valentine Mc Caffery, Fergal Burton, John Beecham, Sarah 2012-07-05T10:57:09Z 2012-07-05T10:57:09Z 2012
dc.identifier.citation Richardson, I et al (2012) "A process framework for global software engineering teams," in Information Software Technology 2012 May en_US
dc.description peer-reviewed en_US
dc.description.abstract .Context: Global Software Engineering (GSE) continues to experience substantial growth and is fundamentally different to collocated development. As a result, software managers have a pressing need for support in how to successfully manage teams in a global environment. Unfortunately, de facto process frameworks such as the Capability Maturity Model Integration (CMMI ) do not explicitly cater for the complex and changing needs of global software management. Objective: To develop a Global Teaming (GT) process area to address specific problems relating to temporal, cultural, geographic and linguistic distance which will meet the complex and changing needs of global software management. Method: We carried out three in-depth case studies of GSE within industry from 1999 to 2007. To supplement these studies we conducted three literature reviews. This allowed us to identify factors which are important to GSE. Based on a gap analysis between these GSE factors and the CMMI , we developed the GT process area. Finally, the literature and our empirical data were used to identify threats to software projects if these processes are not implemented. Results: Our new GT process area brings together practices drawn from the GSE literature and our previous empirical work, including many socio-technical factors important to global software development. The GT process area presented in this paper encompasses recommended practices that can be used independently or with existing models.We found that if managers are not proactive in implementing new GT practices they are putting their projects under threat of failure. We therefore include a list of threats that if ignored could have an adverse effect on an organization’s competitive advantage, employee satisfaction, timescales, and software quality. Conclusion: The GT process area and associated threats presented in this paper provides both a guide and motivation for software managers to better understand how to manage technical talent across the globe. en_US
dc.language.iso eng en_US
dc.publisher Elsevier en_US
dc.relation.ispartofseries Information Software Technology;May
dc.rights This is the author’s version of a work that was accepted for publication in Information Software Technology. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Information Software Technology 2012 May., en_US
dc.subject global software engineering en_US
dc.subject global teams en_US
dc.subject global teaming process area en_US
dc.subject project management en_US
dc.subject software process en_US
dc.title A process framework for global software engineering teams en_US
dc.type info:eu-repo/semantics/article en_US
dc.type.supercollection all_ul_research en_US
dc.type.supercollection ul_published_reviewed en_US
dc.contributor.sponsor SFI en_US
dc.relation.projectid 03/IN3/1408C en_US
dc.relation.projectid 03/CE2/I303_1 en_US
dc.relation.projectid 10/CE/I1855 en_US
dc.relation.projectid 07/SK/I1299 en_US
dc.relation.projectid 08/IN.1/I2030 en_US
dc.rights.accessrights info:eu-repo/semantics/openAccess en_US
dc.internal.rssid 1411082

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