Choosing your weapons: On sentiment analysis tools for software engineering research

Recent years have seen an increasing attention to social aspects of software engineering, including studies of emotions and sentiments experienced and expressed by the software developers. Most of these studies reuse existing sentiment analysis tools such as SentiStrength and NLTK. However, these tools have been trained on product reviews and movie reviews and, therefore, their results might not be applicable in the software engineering domain. In this paper we study whether the sentiment analysis tools agree with the sentiment recognized by human evaluators (as reported in an earlier study) as well as with each other. Furthermore, we evaluate the impact of the choice of a sentiment analysis tool on software engineering studies by conducting a simple study of differences in issue resolution times for positive, negative and neutral texts. We repeat the study for seven datasets (issue trackers and STACK OVERFLOW questions) and different sentiment analysis tools and observe that the disagreement between the tools can lead to contradictory conclusions

Coping with distance: An empirical study of communication on the Jazz platform

Global software development - which is characterized by teams separated by physical distance and/or time-zone differences - has traditionally posed significant communication challenges. Often these have caused delays in completing tasks, or created misalignment across sites leading to re-work. In recent years, however, a new breed of development environments with rich collaboration features have emerged to facilitate cross-site work in distributed projects. In this paper we revisit the question "does distance matter?" in the context of IBM Jazz Platform - a state-of-the-art collaborative development environment. We study the ecosystem of a large distributed team of around 300 members across 35 physical locations, which uses the Jazz platform for agile development. Our results indicate that while there is a delay in communication due to geographic separation, teams try to reduce the impact of delays by having a large percentage of work distributed within same/few time zones and working beyond regular office hours to interact with distributed teams. We observe different communication patterns depending on the roles of the team members, with component leads and project managers having a significantly higher overhead than development team members. We discuss the practical implications of our findings in terms of some best practices that can help lessen the impact of distance.</p