Leader delegation and trust in global software teams

Virtual teams are an important work structure in global software development. The distributed team structure enables access to a diverse set of expertise which is often not available in one location, to a cheaper labor force, and to a potentially accelerated development process that uses a twenty-four hour work structure. Many software teams are partially distributed, that is, part of the team is colocated. Such partially distributed global software teams are an important work structure in software development projects. However, little is known about what affects or improves team members’ motivation and job satisfaction in the partially distributed environment. This study investigates the effects of leader delegation to sub-teams and trust between sub-teams on global software team members’ motivation and job satisfaction. It proposes a research framework based on specific hypotheses regarding these effects. A survey instrument was created and a pilot study conducted on student project teams in two U.S. universities. In addition, a study combining interviews and a survey distribution using industry software development teams was also conducted. The studies found that team competence predicts leader delegation to a sub-team in global software projects. Leader delegation related to teamwork process improves team members’ motivation and satisfaction with the leader. However, leader delegation may also generate negative consequences for the sub-teams, such as anxiety and pressure. Cultural distance and geographical distance impair trust development between members across sub-teams. Temporal distance causes conflicts related to excessive overtime and meeting scheduling. Trust in sub-teams is critical to improving motivation in a global software project. In addition, this study explores the impacts of language differences and software engineering profession culture on global software team members’ interactions. Suggestions are proposed for how to shape delegation strategies in partially distributed global software projects and how to improve team members’ trust in each other and their motivation. This work provides important findings for organizations interested in developing leadership skills for global software teams and retaining IT professionals at distributed sites

Customising software products in distributed software development a model for allocating customisation requirements across organisational boundaries

Requirements engineering plays a vital role in the software development process. While it is difficult to manage those requirements locally, it is even more difficult to communicate those requirements over organisational boundaries and to convey them to multiple distribution customers. This paper discusses the requirements of multiple distribution customers empirically in the context of customised software products. The main purpose is to understand the challenges of communicating and allocating customisation requirements across distributed organisational boundaries. We conducted an empirical survey with 19 practitioners, which confirmed that communicating customisation requirements in a DSD context is a significant challenge. We therefore propose a model for allocating customisation requirements between a local, customer-based agile team and a distributed development team that uses a traditional development approach. Our conjecture is that the model would reduce the challenge of communicating requirements across organisational boundaries, address customers’ requirements and provide a focus for future empirical studies

Applying model-driven paradigm: CALIPSOneo experience

Model-Driven Engineering paradigm is being used by the research community in the last years, obtaining suitable results. However, there are few practical experiences in the enterprise field. This paper presents the use of this paradigm in an aeronautical PLM project named CALIPSOneo currently under development in Airbus. In this context, NDT methodology was adapted as methodology in order to be used by the development team. The paper presents this process and the results that we are getting from the project. Besides, some relevant learned lessons from the trenches are concluded.Ministerio de Ciencia e Innovación TIN2010-20057-C03-02Junta de Andalucía TIC-578

A Model-Driven Approach for Business Process Management

The Business Process Management is a common mechanism recommended by a high number of standards for the management of companies and organizations. In software companies this practice is every day more accepted and companies have to assume it, if they want to be competitive. However, the effective definition of these processes and mainly their maintenance and execution are not always easy tasks. This paper presents an approach based on the Model-Driven paradigm for Business Process Management in software companies. This solution offers a suitable mechanism that was implemented successfully in different companies with a tool case named NDTQ-Framework.Ministerio de Educación y Ciencia TIN2010-20057-C03-02Junta de Andalucía TIC-578

SMEs: ERP or virtual collaboration teams

Small firms are indeed the engines of global economic growth. Small and Medium Enterprises (SMEs) play an important role to promote economic development. SMEs in the beginning of implementing new technologies always face capital shortage and need technological assistance. Available ERP systems do not fulfil the specific requirements of Small firms. SMEs has scarce resources and manpower therefore many SMEs don?t have the possessions to buy and operate an ERP System. On the other hand competition and competitiveness of SMEs have to be strengthened. This paper briefly reviews the existing perspectives on virtual teams and their effect on SMEs management. It also discusses the main characteristics of virtual teams and clarifies the differences aspects of virtual team application in SMEs. After outlining some of the main advantages and pitfall of such teams, it concentrates on comparing of ERP and virtual collaborative teams in SMEs. Finally, it provides evidence for the need of ?Software as a Service (SaaS)? where an application is hosted as a service provided to customers across the web for SMEs as an alternative of ERP. It has been widely argued that ERP disadvantage in SMEs such as administrative expenditure and cost, isolated structure, severe lack of software flexibility, insufficient support of SMEs business and high operating cost, lead SMEs to use virtual collaborative team which is net work base solution

Project Management Learning in a Collaborative Distant Learning Context - An Actual On-going Experience

The goal of this paper is to show the results of an on-going experience on teaching project management to grade students by following a development scheme of management related competencies on an individual basis. In order to achieve that goal, the students are organized in teams that must solve a problem and manage the development of a feasible solution to satisfy the needs of a client. The innovative component advocated in this paper is the formal introduction of negotiating and virtual team management aspects, as different teams from different universities at different locations and comprising students with different backgrounds must collaborate and compete amongst them. The different learning aspects are identified and the improvement levels are reflected in a rubric that has been designed ad hoc for this experience. Finally, the effort frameworks for the student and instructor have been established according to the requirements of the Bologna paradigms. This experience is developed through a software-based support system allowing blended learning for the theoretical and individual?s work aspects, blogs, wikis, etc., as well as project management tools based on WWW that allow the monitoring of not only the expected deliverables and the achievement of the goals but also the progress made on learning as established in the defined rubri

DIDET: Digital libraries for distributed, innovative design education and teamwork. Final project report

The central goal of the DIDET Project was to enhance student learning opportunities by enabling them to partake in global, team based design engineering projects, in which they directly experience different cultural contexts and access a variety of digital information sources via a range of appropriate technology. To achieve this overall project goal, the project delivered on the following objectives: 1. Teach engineering information retrieval, manipulation, and archiving skills to students studying on engineering degree programs. 2. Measure the use of those skills in design projects in all years of an undergraduate degree program. 3. Measure the learning performance in engineering design courses affected by the provision of access to information that would have been otherwise difficult to access. 4. Measure student learning performance in different cultural contexts that influence the use of alternative sources of information and varying forms of Information and Communications Technology. 5. Develop and provide workshops for staff development. 6. Use the measurement results to annually redesign course content and the digital libraries technology. The overall DIDET Project approach was to develop, implement, use and evaluate a testbed to improve the teaching and learning of students partaking in global team based design projects. The use of digital libraries and virtual design studios was used to fundamentally change the way design engineering is taught at the collaborating institutions. This was done by implementing a digital library at the partner institutions to improve learning in the field of Design Engineering and by developing a Global Team Design Project run as part of assessed classes at Strathclyde, Stanford and Olin. Evaluation was carried out on an ongoing basis and fed back into project development, both on the class teaching model and the LauLima system developed at Strathclyde to support teaching and learning. Major findings include the requirement to overcome technological, pedagogical and cultural issues for successful elearning implementations. A need for strong leadership has been identified, particularly to exploit the benefits of cross-discipline team working. One major project output still being developed is a DIDET Project Framework for Distributed Innovative Design, Education and Teamwork to encapsulate all project findings and outputs. The project achieved its goal of embedding major change to the teaching of Design Engineering and Strathclyde's new Global Design class has been both successful and popular with students