Enhancing design learning using groupware

Project work is increasingly used to help engineering students integrate, apply and expand on knowledge gained from theoretical classes in their curriculum and expose students to 'real world' tasks [1]. To help facilitate this process, the department of Design, Manufacture and Engineering Management at the University of Strathclyde has developed a web±based groupware product called LauLima to help students store, share, structure and apply information when they are working in design teams. This paper describes a distributed design project class in which LauLima has been deployed in accordance with a Design Knowledge Framework that describes how design knowledge is generated and acquired in industry, suggesting modes of design teaching and learning. Alterations to the presentation, delivery and format of the class are discussed, and primarily relate to embedding a more rigorous form of project-based learning. The key educational changes introduced to the project were: the linking of information concepts to support the design process; a multidisciplinary team approach to coaching; and a distinction between formal and informal resource collections. The result was a marked improvement in student learning and ideation

Virtual teams: A literature review

In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employees and non-employees by eliminating time and space barriers. Nowadays, companies are heavily investing in virtual team to enhance their performance and competitiveness. Despite virtual teams growing prevalence, relatively little is known about this new form of team. Hence the study offers an extensive literature review with definitions of virtual teams and a structured analysis of the present body of knowledge of virtual teams. First, we distinguish virtual teams from conventional teams, different types of virtual teams to identify where current knowledge applies. Second, we distinguish what is needed for effective virtual team considering the people, process and technology point of view and underlying characteristics of virtual teams and challenges they entail. Finally, we have identified and extended 12 key factors that need to be considered, and describes a methodology focused on supporting virtual team working, with a new approach that has not been specifically addressed in the existing literature and some guide line for future research extracted.Virtual team, Literature review, Effective virtual team,

Cultural Bias in Information Systems Research and Practice: Are You Coming From the Same Place I Am?

This article summarises an ICIS panel discussion held on December 2005 in Las Vegas on the influence of national (or ethnic) culture on IS research and practice. Based on the views of the panel members and the question and answer time with the wider audience, it was generally agreed that culture has a tremendously significant influence on IS research and practice. This influence is expressed in a bias in how research is conducted and published and how practice is conducted. The bias is usually in favour of the dominant cultural perspective. The effects of these biases, both positive and negative, are discussed and possible solutions discussed

A case study of effective practices for the management of global software development projects

Global software development has proliferated in recent years because of rapid globalization, development of telecommunication and information technologies, and maturing of the software development processes. This thesis synthesizes available research on the global software development paradigm into an integrated model. The theoretical study analyzes different aspects of dispersion, their effect on traditional group processes of communication, coordination and control, and the recommendations in the literature for addressing some of these issues. The model developed in the theoretical study was then used to perform a detailed case study of a CMM Level 5 software company that specializes in global software development. A comparison of findings from the literature survey with these insights from a practitioner organization was used to draw inferences about how closely the theoretical model follows the real issues faced by industry, the practices and methodologies actually being used, and some areas of concern that available research does not address adequately. This case study revealed overlaps as well as differences between academic research and practice. Recommendations are made to managers of global software projects and areas of future research are identified