Dynamics of collaborative work in global software development environment.

This study aims to explore the dynamics of collaborative work in global software development projects. The study explored the nature of collaboration, the patterns of collaborative behaviors in different tasks in computer science, and the impact of the tasks to the collaboration among students. Four different collaborative software development tasks were assigned to the globally distributes teams. The study used data from 230 students from five universities, namely Atilim University (Turkey), Middle East Technical University (Turkey), Universidad Tecnológica de Panamá (Panama), University of North Texas (US), and Middlesex University (UK). The findings involve the recommendations for building effective collaborative working environments and guidelines for building collaborative virtual communities

Students' perceptions of a virtual team assessment item (VTAI): An Australian case study

In today's global business environment, business graduates are often required to work as members of virtual teams. This paper presents the findings of an electronic survey of distance education students' perceptions concerning a virtual team assessment item (VTAI) using asynchronous discussion. The VTAI was set for an undergraduate marketing course at an Australian university. The findings revealed that while the distance education students did not necessarily enjoy the VTAI and found the assessment task to be both frustrating and time-consuming, they agreed that the task was beneficial to their learning and should be included in future course offerings

Bringing Global Sourcing into the Classroom: Experiential Learning via Software Development Project

Global sourcing of software development has imposed new skill requirements on Information Technology (IT) personnel. In the U.S., this has resulted in a paradigm shift from technical to softer skills such as communications and virtual team management. Higher education institutions must, consequently, initiate innovative curriculum transformations to better prepare students for these emerging workforce needs. This paper describes one such venture between Marquette University (MU), U.S.A. and Management Development Institute (MDI), India, wherein IT students at MU collaborated with Management Information Systems (MIS) students at MDI on an offshore software development project. The class environment replicated an offshore client/vendor relationship in a fully virtual setting while integrating communications and virtual team management with traditional IT project management principles. Course measures indicated that students benefited from this project, gained first-hand experience in the process of software offshoring, and learned skills critical for conduct of global business. For faculty considering such initiatives, we describe the design and administration of this class over two semesters, lessons learned from our engagement, and factors critical to success of such initiatives and those detrimental to their sustenance

Virtual Capstone Design Teams: Preparing for Global Innovation (Journal article)

Global innovation requires collaboration between groups of people located in different parts of the world, and is a growing trend in industry. Virtual teams are often used to manage new product development projects. These teams are similar to traditional teams but are geographically separated and rely heavily on virtual methods of communication (email, Skype, teleconferencing, etc.) instead of regular face-to-face meetings. Experience working as a member of a virtual capstone design team can help prepare students for this growing trend. To begin preparing students for work on virtual teams in industry, we co-advised two virtual capstone design projects with students from Marquette University and Smith College. This paper describes our experience with managing two virtual capstone design project teams across institutions. Presented here are the challenges we encountered, the lessons we learned as a result of this experience, as well our recommendations for others who might want to include virtual project teams in their capstone design courses. We also include retrospective feedback from the students on these teams regarding their perceived value of their virtual team experience to their careers in engineering

Virtual Capstone Design Teams: Preparing for Global Innovation (Conference proceeding)

Global innovation requires collaboration between groups of people located in different parts of the world, and is a growing trend in industry. Virtual teams are often used to manage new product development projects. These teams are similar to traditional teams but are geographically separated and rely heavily on virtual methods of communication (email, Skype, teleconferencing, etc.) instead of regular face-to-face meetings. Experience working as a member of a virtual capstone design team can help prepare students for this growing trend. To begin preparing students for work on virtual teams in industry, we co-advised two virtual capstone design projects with students from Marquette University and Smith College. This paper describes our experience with managing two virtual capstone design project teams across institutions. Presented here are the challenges we encountered, the lessons we learned as a result of this experience, as well our recommendations for others who might want to include virtual project teams in their capstone design courses. We also include retrospective feedback from the students on these teams regarding their perceived value of their virtual team experience to their careers in engineering

Responding to the vision of the information society: first steps towards a national virtual university.

Executive Summary 1. There is confusion, both in academic circles and the public more generally, about the definition of a virtual university. Hence in considering such an option, it is worth looking more fundamentally at the contexts for higher education, and the functions of a National Virtual University equipped to meet the needs of the 21st Century. 2. The increase in the use of ICT has caused a radical increase in demand for higher education globally, and increased access to higher education via the use of ICT. New suppliers in the form of private and corporate universities, now compete with universities in their home countries, and increasingly, overseas. 3. Although demands for higher education are growing rapidly, analysis of the new and changing demands on universities at local, national and international levels, within an increasingly global knowledge market, indicates that the role of a National Virtual University will be much broader than that of an existing university. Moreover, a NVU will need to successfully compete in an environment which is growing in competitiveness and complexity as corporate universities start to operate, but will have to do so with greater efficiency and lower funding. 4. The socio-economic environment in Finland is characterised by an internationally high (and growing) involvement with information and communication technologies in all spheres of life. Within this fast developing Information Society, there is a high need for increasing skills levels and retraining, especially with respect to ICT. However, like elsewhere in Europe, the use of technology for collaborative teaching in Universities and for promoting joint research with industry, is comparatively underexploited, although the existing higher education platform, provides a useful structure which could adapt to, and benefit from, the establishment of a National Virtual University. 5. The rationale for incorporating the use of new technologies in higher education by building a National Virtual University is well-established. Such a development would require a quantum leap in the design and development of a new learning method. However, in addition to educational benefits, the NVU would aid the creation of a knowledge based economy, the promotion of social cohesion, the protection of the existing Finnish university system, and the preservation of national language and culture. 6. The experience of previous virtual university ventures in the USA demonstrates that collaborative ventures, based on existing providers and reliant on reengineering of existing teaching and learning practices, are unlikely to be successful, even where they are well financed. A National Virtual University can be constructed with varying degrees of functionality, but where it covers all ranges of university activities (teaching, research and technology transfer), and is well-linked to the local community, the cost of development will be high but the returns on expenditure will be greatest. 7. A project of this size, complexity, cost and importance will only succeed in maximising its potential as a collaborative venture, if it involves all stakeholder groups in discussing its form, as consensus on the form of the NVU will be critical in ensuring the success of its implementation

The impact of management on creativity and knowledge transfer in an academic virtual enterprise

In a competitive knowledge-based environment the role of creativity in new product development (NPD) has increased. The university as the provider of scientific and technological knowledge has become a key player in NPD, as a supplier of knowledge and human capital and as the physical space for new enterprises. The boundaries between science and technology, university and industry are in flux. This article therefore examines the environmental, strategic and organizational factors influencing innovation in NPD process on an example of an Academic Virtual Enterprise (AVE) that was applied in a design course called European Global Product Realization. AVE represents a creative working environment for students, where they act as real professionals in solving a real-life design problem

Bringing Global Sourcing into The Classroom: Experiential Learning Via a Global Software Development Project

The growing trend in offshore software development has imposed new skills requirements on collaborating global partners. In the U.S. this has translated into skill sets that include communications, project management, business analysis, and team management. In a virtual setting, these skills take on a complex proportion. This paper describes an educational initiative in offshore software development between undergraduate students enrolled in a project management course at Marquette University, USA and graduate business students enrolled in an Information Systems Analysis and Design course at Management Development Institute, India. The course replicated an offshore client/vendor relationship in a virtual setting. For faculty considering such initiatives, this paper describes the setting and factors critical to success of this initiative and cautions against others that can be detrimental to such an effort

Virtual mentor: An innovation in student support

Peer mentoring is well established means of support for first year students (Farrell et al. 2004, Green, 2007) which increases student retention and engagement at a relatively low cost (Boud et al, 2001; Hodges and White, 2001). Many of the existing peer mentoring models are based on face-to-face contact between more experienced students acting as mentors and first year students as the mentees. However, research conducted by Northumbria University indicated that although the principles of peer mentoring were welcomed by students they felt access to a mentee was only required sporadically. However, accessing the University's Virtual Learning Environment is a daily activity (Gannon-Leary and McDowell, 2003). Social Networking Sites such as Facebook are now a global phenomenon (Bausch and Han, 2006) and their role within the students'learning experiences is becoming of increasing interest (Licaardi et al., 2007). Therefore, this paper firstly explores the potential for virtual learning environments or social networking sites to complement or replace the existing face-to face models of peer mentoring and secondly, discusses the factors which may inhibit the introduction of virtual peer mentoring

The Global Campus - ICT and the Future of Universities

This paper analyses the changes which the ICT causes on a global scale. The globalization of higher education triggered by e-Learning, the emergence of e-infrastructure for e-science, the Open Educational Resources movement, e-libraries and the tendency of building global educational alliances are analysed as well. Special emphasis is put on several wellknown university models, e.g. Research University, Open University and Entrepreneurial University, as well as on some emerging university models for the Knowledge Society, such as: Global University and Innovation University. The paper puts in focus the influence of the ICTs and the new organizational and business models they bring, such as Virtual University, eCampus, Enterprise 2.0, University 2.0. A new university model is defined—the Global Campus Model. Some arguments that the ultimate result of the ICTs driven transformations could turn the whole world into a Global Campus in the next few decades