Valentine Casey

A Process Framework for Global Software Engineering Teams

Context: Global Software Engineering (GSE) continues to experience substantial growth and is fundamentally different to collocated development. As a result, software managers have a pressing need for support in how to successfully manage teams in a global environment. Unfortunately, de facto process frameworks such as the Capability Maturity Model Integration (CMMI(R)) do not explicitly cater for the complex and changing needs of global software management. Objective: To develop a Global Teaming (GT) process area to address specific problems relating to temporal, cultural, geographic and linguistic distance which will meet the complex and changing needs of global software management. Method: We carried out three in-depth case studies of GSE within industry from 1999 to 2007. To supplement these studies we conducted three literature reviews. This allowed us to identify factors which are important to GSE. Based on a gap analysis between these GSE factors and the CMMI(R), we developed the GT process area. Finally, the literature and our empirical data were used to identify threats to software projects if these processes are not implemented. Results: Our new GT process area brings together practices drawn from the GSE literature and our previous empirical work, including many socio-technical factors important to global software development. The GT process area presented in this paper encompasses recommended practices that can be used independently or with existing models. We found that if managers are not proactive in implementing new GT practices they are putting their projects under threat of failure. We therefore include a list of threats that if ignored could have an adverse effect on an organizations competitive advantage, employee satisfaction, timescales, and software quality. Conclusion: The GT process area and associated threats presented in this paper provides both a guide and motivation for software managers to better understand how to manage technical talent across the globe.

Culture in Global Software Development - A Weakness or Strength?

Cultural diversity is assumed to be a fundamental issue in global software development. Research carried out to date has raised concerns over how to manage cultural differences in global software development. Our empirical research in India, a major outsourcing destination, has helped us investigate this complex issue of global software development. A triangulated study based on a questionnaire, telephonic interviews and structured face-to-face interviews with 15 Project Managers and Senior Executives has revealed how they cope with the demands of cultural differences imposed by a geographically distributed environment. This research study brings forward various techniques initiated by these project managers to deal with cultural differences that exist within geographically distributed software development teams. We also discuss different strategies and make a case to explain how to build on and take advantage of cultural differences that exist in global software development.

Project Management within Virtual Software Teams

When implementing software development in a global environment, a popular strategy is the establishment of virtual teams. The objective of this paper is to examine the effective project management of this type of team. In the virtual team environment problems arise due to the collaborative nature of software development and the impact distance introduces. Distance specifically impacts coordination, visibility, communication and cooperation within a virtual team. In these circumstances the project management of a virtual team must be carried out in a different manner to that of a team in a single-site location. Results from this research highlighted six specific project management related areas that need to be addressed to facilitate successful virtual team operation. Organizational structure, risk management, infrastructure, process, conflict management and team structure and organization. Additional related areas are the sustained support of senior management and the provision of effective infrastructure

Leveraging or Exploiting Cultural Difference

Due to the expanding trend to globalise software development organisations need to understand and address issues which previously did not arise. Cultural distance has been identified as one of these key issues. This paper presents the results from a three year study which identified the implications of misunderstanding and not addressing cultural differences. This work was undertaken within a multinational organisation which offshored part of their software development process from Ireland to Malaysia. Of particular relevance was where cultural difference was initially perceived as something which could be leveraged. The opposite proved to be the case and resulted in key Malaysian personnel being forced to leave the organisation. This was due to their cultural aversion to decline requests to undertake additional work. This resulted in serious implications for the success of the projects concerned. Ultimately the requirement for cultural training was recognized by the management and staff at both locations.

Global Software Engineering: A Software Process Approach

Our research has shown that many companies are struggling with the suc- cessful implementation of global software engineering, due to temporal, cultural and geographical distance, which causes a range of factors to come into play. For exam- ple, cultural, project management and communication difficulties continually cause problems for software engineers and project managers. While the implementation of efficient software processes can be used to improve the quality of the software prod- uct, published software process models do not cater explicitly for the recent growth in global software engineering. Our thesis is that global software engineering factors should be included in software process models to ensure their continued usefulness in global organisations. Based on extensive global software engineering research, we have developed a software process, Global Teaming, which includes specific practices and sub-practices. The purpose is to ensure that requirements for suc- cessful global software engineering are stipulated so that organisations can ensure successful implementation of global software engineering.

A practical application of the IDEAL† model

The focus of this research is to outline the experience of a small-to-medium-sized European-based software development organization, utilizing the IDEALSM model while implementing a tailored Capability Maturity Model® (CMM®) software process improvement (SPI) program.[CMM is registered in the US Patent and Trademark Office by Carnegie Mellon University.] The goal of the approach undertaken was to achieve process improvement rather than a specific CMM® maturity level. In doing this, the IDEALSM model was extensively researched and employed. The benefits and limitations of the use of the IDEALSM model are presented as experienced. Research was carried out on a number of software process improvement paradigms prior to the final selection of the CMM®. The approach employed as far as possible remained true to the spirit of the CMM®. A key element of this strategy was to see the requirements of the organization as paramount and immediate. It was deemed important for the organization to achieve specific Key Process Areas regardless of their position in the CMM®. The approach provided the organization with the flexibility to invest in the achievement of specific maturity levels at some future date and thereby capitalize on their current process improvement work. Copyright

Barriers to Adopting Agile Practices When Developing Medical Device Software

Agile methodologies such as XP and Scrum are founded upon the four values and twelve principles of agile software development. A software development project is only considered to be truly agile if these values and principles are followed. However, software developed for use in medical devices must be regulatory compliant and this can make the process of following a single agile methodology such as XP difficult to achieve. This paper outlines how we identified the barriers to agile adoption in the medical device software domain through performing a survey. These barriers include: lack of documentation; maintaining traceability; regulatory compliance; lack of up front planning and the process of managing multiple releases. Based on this research recommendations are also made as to how these barriers can be overcome.

Developing trust in virtual software development teams

Today globally distributed software development has become the norm for many organizations and the popularity of implementing such an approach continues to increase. In these circumstances a strategy often employed is the use of virtual software development teams. Due to the collaborative nature of software development this has proved a difficult and complex endeavor. Research has identified distance in its various forms as an important factor which negatively impacts on global software development and on virtual software team operation in particular. In this context, the aspects of distance have been defined as temporal, geographical, cultural and linguistic. A key element for the success of any team based project is the development of trust and cooperation. Each aspect of distance can negatively impact on the development of trust and hamper cooperation particularly in the virtual team environment. An additional factor which this research identified is the importance and negative impact fear plays. The serious implications of these factors are due to the need for dependence on asynchronous and online communication which is inherent to global software development and the operation of virtual software teams in particular. The findings presented here are the results from four independent studies undertaken over a twelve year period which consider each of these issues. Having identified the problems associated with trust and communication, how these issues were successfully addressed and managed on a multimillion dollar project which was heading for failure is outlined.

Medical Device Software Traceability

Software traceability is central to medical device software development and essential for regulatory approval. In order to comply with the regulatory requirements of the medical device industry it is essential to have clear linkages and traceability from requirements – including risks – through the different stages of the software development and maintenance life cycles. The regulatory bodies request that medical device software development organizations clearly demonstrate how they follow a software development life cycle without mandating a particular life cycle. However, due to the traceability requirements of the industry most medical device companies adopt the V-model. Within this chapter we will discuss the importance of traceability to medical device software development, the current state of practice within the industry in relation to traceability and how we feel that traceability could be improved within the industry. The chapter also describes the development and implementation of a medical device traceability software process assessment method (Med-Trace) in two medical device software development organizations. We include these two case studies as one involved a medical device SME based in Ireland and the other a medical device SME based in the UK as we want to illustrate that Med-Trace can be applied within different countries.

Imparting the importance of culture to global software development

Professional software development is normally team based and is recognised as a socio-technical activity. In recent years, this has been coupled with the increasing popularity of outsourcing and offshoring software development. These are two significant issues, which need to be considered and recognized. As educators, it is important that we prepare our students, at both the undergraduate and postgraduate level to make informed and meaningful contributions to the industry they plan to enter. To facilitate this we need to consider providing modules that outline the benefits and problems associated with globally distributed software development. As research has identified, a key element of any such module is the importance and impact that cultural diversity plays. To facilitate understanding in this area, students can benefit from knowledge of the literature on culture. This can provide essential information which allows them to understand the broader aspects of this important topic. In this paper, global software development and culture are placed in context. A summary of relevant literature with respect to culture is presented and discussed. Details of modules on the topic of global software development for both undergraduates and postgraduates, which utilised this literature, are outlined. The results from an inductive study carried out with some of the students who undertook these modules are also presented and discussed.