Differing Impact Levels from Risk Factors on Virtual and Co-Located Software Development Projects

Although software development projects increasingly incorporate virtual team members they still fall prey to risks which produce challenges as do co-located projects. Most research performed on project risk was conducted on projects using traditional co-located team members. This paper reports on the results of a survey of over 150 Information Technology (IT) practitioners. One goal of the survey was to identify differences in the degree of impact between risk factors on virtual software projects and those on co-located software projects. Out of fifty-five surveyed risk factors, seven risk factors showed significant differences in impact on the successful completion of projects in these two types of project environments. Additionally, the results showed a greater impact for each of the seven risk factors on virtual rather than co-located software projects. These results can be useful to practitioners who are managing in a virtual environment and need to correctly identify potential risks

Virtual Organizational Learnign in Open Source Software Development Projects

We studied the existence of virtual organizational learning in open source software (OSS) development projects. Specifically, our research focused on learning effects of OSS projects and factors that affect the learning process. The number and percentage of resolved bugs and bug resolution time of 118 SourceForge.net OSS projects were used to measure the learning effects> Projects were characterized by project type, number and experience of developers, number of bugs, and bug resolution time. Our results provide evidence of virtual organizational learning in OSS development projects.Virtual organizational leraning: Organizational learning curve: Virtual organization: Open source software development: Project performance

Motion Hub, the implementation of an integrated end-to-end journey planner

© AET 2018 and contributorsThe term “eMobility” and been brought into use partly to encourage use of electric vehicles but more especially to focus on the transformation from electric vehicles as products to electrified personal transport as a service. Under the wider umbrella of Mobility-as-a-Service (MaaS) this has accompanied the growth of car clubs in general. The Motion Hub project has taken this concept a step further to include not just the car journey but the end-to-end journey. The booking of multifaceted journeys is well established in the leisure and business travel industries, where flights, car hire and hotels are regularly booked with a single transaction on a website. To complete an end-to-end scenario Motion Hub provides integration of public transport with electric vehicle and electric bike use. Building on a previous InnovateUK funded project that reviewed the feasibility of an integrated journey management system, the Motion Hub project has brought together a Car Club, a University, and EV infrastructure company, a bicycle hire company with electric bicycle capabilities and a municipality to implement a scheme and test it on the ground. At the heart of the project has been the development of a website that integrates the public transport booking with the hire of electric vehicles or bicycles. Taking the implementation to a fully working system accessible to members of the public presents a number of significant challenges. This paper identifies those challenges, details the progress and success of the Motion Hub and sets out the lessons learnt about end-to-end travel. The project was fortunate to have as its municipal partner the Council of a sizeable South East England town, Southend-on-Sea. With a population of 174,800 residents with good road, rail and air links there is considerable traffic in and out of the town. The Council has already shown its commitment to sustainable transport. In the previous six years it had installed a number of electric vehicle charging points for use by the public and latterly had trialled car club activity. An early challenge in the project was the location of physical infrastructure in an already crowded municipal space in order to provide the local ‘spokes’ of the system. In addition to its existing charging points, Southend now has four locations where electric cars can be hired, five where electric bikes are available and the local resources to maintain these assets. Combining a number of web-based services and amalgamating their financial transactions is relatively straightforward. However, introducing the potential for public transport ticketing as well raises additional security, scale and financial constraints. The project has engaged with major players and regulators across the public transport industry.Peer reviewe

Final report of work-with-IT: the JISC study into evolution of working practices

Technology is increasingly being used to underpin business processes across teaching and learning, research, knowledge exchange and business support activities in both HE and FE. The introduction of technology has a significant impact on the working practices of staff, often requiring them to work in a radically different way. Change in any situation can be unsettling and problematic and, where not effectively managed, can lead to poor service or functionality and disenfranchised staff. These issues can have a direct impact on institutional effectiveness, reputation and the resulting student experience. The Work-with-IT project, based at the University of Strathclyde, sought to examine changes to working practices across HE and FE, the impact on staff roles and relationships and the new skills sets that are required to meet these changes

Cultural diversity and information and communication technology impacts on global virtual teams: An exploratory study.

Modern organizations face many significant challenges because of turbulent environments and a competitive global economy. Among these challenges are the use of information and communication technology (ICT), a multicultural workforce, and organizational designs that involve global virtual teams. Ad hoc teams create both opportunities and challenges for organizations and many organizations are trying to understand how the virtual environment affects team effectiveness. Our exploratory study focused on the effects of cultural diversity and ICT on team effectiveness. Interviews with 41 team members from nine countries employed by a Fortune 500 corporation were analyzed. Results suggested that cultural diversity had a positive influence on decision‐making and a negative influence on communication. ICT mitigated the negative impact on intercultural communication and supported the positive impact on decision making. Effective technologies for intercultural communication included e‐mail, teleconferencing combined with e‐Meetings, and team rooms. Cultural diversity influenced selection of the communication media

Harnessing Technology: new modes of technology-enhanced learning: a case study series

This report presents the outcomes and conclusions from a series of 18 case studies exploring the innovative use of technology for learning and teaching using new modes of technology

International Tax Planning in the Age of ICT

The increased use of information and communication technologies (ICT) leads to new ways of doing business internationally. Nowadays, firm-specific intangible assets as well as services often constitute the most important factors for the creation of value. Besides, geographic distances tend to be less relevant. The main objective of international tax planning consists of minimising the effective tax rate of the whole company or group. In this paper, it is examined for several instruments of international tax planning whether new chances of minimising the effective tax rate emerge with the use of ICT and to what extent new risks occur. The analysis comprises the (re)location of a company?s residence, the (re)allocation of functions and risks, the implementation of a transfer pricing system, the choice of the form and location of investments abroad as well as hybrid forms of co-operation. For each instrument, both current and non-current tax issues are considered. We conclude that, due to ICT, it is easier to make use of the international tax differential by choosing the optimal location and form of investment and by allocating functions and risks. Thus, companies can pay more attention to the tax-optimal choice between international locations and the importance of this instrument to reduce the effective tax rate is further strengthened by the use of ICT. --International Company Taxation,Tax Planning,Information and Communication Technologies,Electronic Commerce