8,813 research outputs found

    Flexible Global Software Development (GSD): Antecedents of Success in Requirements Analysis

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    Globalization of software development has resulted in a rapid shift away from the traditional collocated, on-site development model, to the offshoring model. Emerging trends indicate an increasing interest in offshoring even in early phases like requirements analysis. Additionally, the flexibility offered by the agile development approach makes it attractive for adaptation in globally distributed software work. A question of significance then is what impacts the success of offshoring earlier phases, like requirements analysis, in a flexible and globally distributed environment? This article incorporates the stance of control theory to posit a research model that examines antecedent factors such as requirements change, facilitation by vendor and client site-coordinators, control, and computer-mediated communication. The impact of these factors on success of requirements analysis projects in a “flexible” global setting is tested using two quasi-experiments involving students from Management Development Institute, India and Marquette University, USA. Results indicate that formal modes of control significantly influence project success during requirements analysis. Further, facilitation by both client and vendor site coordinators positively impacts requirements analysis success

    Role clarity deficiencies can wreck agile teams

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    Background One of the twelve agile principles is to build projects around motivated individuals and trust them to get the job done. Such agile teams must self-organize, but this involves conflict, making self-organization difficult. One area of difficulty is agreeing on everybody’s role. Background What dynamics arise in a self-organizing team from the negotiation of everybody’s role? Method We conceptualize observations from five agile teams (work observations, interviews) by Charmazian Grounded Theory Methodology. Results We define role as something transient and implicit, not fixed and named. The roles are characterized by the responsibilities and expectations of each team member. Every team member must understand and accept their own roles (Local role clarity) and everbody else’s roles (Team-wide role clarity). Role clarity allows a team to work smoothly and effectively and to develop its members’ skills fast. Lack of role clarity creates friction that not only hampers the day-to-day work, but also appears to lead to high employee turnover. Agile coaches are critical to create and maintain role clarity. Conclusions Agile teams should pay close attention to the levels of Local role clarity of each member and Team-wide role clarity overall, because role clarity deficits are highly detrimental

    Role selection and team performance

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    Team success relies on assigning team members to the right tasks. We use controlled experiments to study how roles are assigned within teams and how this affects team performance. Subjects play the takeover game in pairs consisting of a buyer and a seller. Understanding optimal play is very demanding for buyers and trivial for sellers. Teams perform better when roles are assigned endogenously or teammates are allowed to chat about their decisions, but the interaction effect between endogenous role assignment and chat unexpectedly worsens team performance. We argue that ego depletion provides a likely explanation for this surprising result.Role selection in teams, team performance, takeover game, winner’s curse, communication, experiment

    Information Systems Development Methodologies Transitions: An Analysis of Waterfall to Agile Methodology

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    Role Selection and Team Performance

    Get PDF
    Team success relies on assigning team members to the right tasks. We use controlled experiments to study how roles are assigned within teams and how this affects team performance. Subjects play the takeover game in pairs consisting of a buyer and a seller. Understanding optimal play is very demanding for buyers and trivial for sellers. Teams perform better when roles are assigned endogenously or teammates are allowed to chat about their decisions, but the interaction effect between endogenous role assignment and chat unexpectedly worsens team performance. We argue that ego depletion provides a likely explanation for this surprising result.role selection in teams, team performance, takeover game, winner's curse, communication, experiment

    Evaluation of team dynamic in Norwegian projects for IT students

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    The need for teaching realistic software development in project courses has increased in a global scale. It has always been challenges in cooperating fast-changing software technologies, development methodologies and teamwork. Moreover, such project courses need to be designed in the connection to existing theoretical courses. We performed a large-scale research on student performance in Software Engineering projects in Norwegian universities. This paper investigates four aspects of team dynamics, which are team reflection, leadership, decision making and task assignment in order to improve student learning. Data was collected from student projects in 4 years at two universities. We found that some leader's characteristics are perceived differently for female and male leaders, including the perception of leaders as skilful workers or visionaries. Leadership is still a challenging aspect to teach, and assigned leadership is probably not the best way to learn. Students is are performing well in task review, however, needs support while performing task assignment. The result also suggests that task management to be done in more fine-grained levels. It is also important to maintain an open and active discussion to facilitate effective group decision makings

    Best Practices for Implementing Agile Methods: A Guide for Department of Defense Software Developers

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    Traditional plan-driven software development has been widely used in the government because it\u27s considered to be less risky, more consistent, and structured. But there has been a shift from this approach to Agile methods which are more flexible, resulting in fast releases by working in an incremental fashion to adapt to the reality of the changing or unclear requirements. This report describes the Agile software development philosophy, methods, and best practices in launching software design projects using the Agile approach. It is targeted to Defense Department software developers because they face broad challenges in creating enterprise-wide information systems, where Agile methods could be used most effectively. Though not a panacea, agile methods offer a solution to an important class of problems faced by organizations today. Technology and E-Government

    Control, Process Facilitation, and Requirements Change in Offshore Requirements Analysis: The Provider Perspective

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    Process, technology, and project factors have been increasingly driving organizations to offshore early software development phases, such as requirements analysis. This emerging trend necessitates greater control and process facilitation between client and vendor sites. The effectiveness of control and facilitation has, however, not been examined within the context of requirements analysis and change. In this study, we examine the role of control and facilitation in managing changing requirements and on success of requirements gathering in the Indian offshore software development environment. Firms found that control by client-site coordinators had a positive impact on requirements analysis success while vender site-coordinators did not have similar influence. Process facilitation by client site-coordinators affected requirements phase success indirectly through control. The study concludes with recommendations for research and practice

    Process of designing robust, dependable, safe and secure software for medical devices: Point of care testing device as a case study

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    This article has been made available through the Brunel Open Access Publishing Fund.Copyright © 2013 Sivanesan Tulasidas et al. This paper presents a holistic methodology for the design of medical device software, which encompasses of a new way of eliciting requirements, system design process, security design guideline, cloud architecture design, combinatorial testing process and agile project management. The paper uses point of care diagnostics as a case study where the software and hardware must be robust, reliable to provide accurate diagnosis of diseases. As software and software intensive systems are becoming increasingly complex, the impact of failures can lead to significant property damage, or damage to the environment. Within the medical diagnostic device software domain such failures can result in misdiagnosis leading to clinical complications and in some cases death. Software faults can arise due to the interaction among the software, the hardware, third party software and the operating environment. Unanticipated environmental changes and latent coding errors lead to operation faults despite of the fact that usually a significant effort has been expended in the design, verification and validation of the software system. It is becoming increasingly more apparent that one needs to adopt different approaches, which will guarantee that a complex software system meets all safety, security, and reliability requirements, in addition to complying with standards such as IEC 62304. There are many initiatives taken to develop safety and security critical systems, at different development phases and in different contexts, ranging from infrastructure design to device design. Different approaches are implemented to design error free software for safety critical systems. By adopting the strategies and processes presented in this paper one can overcome the challenges in developing error free software for medical devices (or safety critical systems).Brunel Open Access Publishing Fund
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