Lero© 2010 Software Quality & Process Improvement Dr. Ita Richardson Lero – the Irish Software Engineering Research Centre and Department of Computer Science & Information Systems University of Limerick 1 Lero© 2010

LECTURE 4: GLOBAL SOFTWARE DEVELOPMENT

Lero© 2010 LERO ©2009 | Ita Richardson 3 Implementing Global Software Development Casey, 2007

Lero© 2010 LERO ©2009 | Ita Richardson 4 What are the BARRIERS AND COMPLEXITIES? There is no one model for Global Software Development GSD - Problems

Lero© 2010 LERO ©2009 | Ita Richardson 5 COLLABORATION MODELS (Šmite, 2007) 19 MODELS OUT OF 38 SURVEYED PROJECTS

Lero© 2010 LERO ©2009 | Ita Richardson 6 COLLABORATION MODELS (Šmite, 2007)

Lero© 2010 LERO ©2009 | Ita Richardson 7 What are the BARRIERS AND COMPLEXITIES? There are many factors at play in Global Software Development – Many of which are not software development / engineering / process factors GSD - Problems

Lero© 2010 LERO ©2009 | Ita Richardson 8 Project Management CultureFear Communication BARRIERS AND COMPLEXITIES Factors in GSD

Lero© 2010 LERO ©2009 | Ita Richardson 9 CultureFear Project Management What are the BARRIERS AND COMPLEXITIES? Defined Roles and Responsibilities Skills Management Effective Partitioning Technical Support Reporting requirement Process Management Team Selection Visibility Coordination Tools True Cost Risk Communication Factors in GSD

Lero© 2010 LERO ©2009 | Ita Richardson 10 Project Planning Information flows (Siemens Global Studio Project – 2005/2006)

Lero© 2010 LERO ©2009 | Ita Richardson 11 Project Management CultureFear Communication What are the BARRIERS AND COMPLEXITIES? Fear Motivation Trust Factors in GSD

Lero© 2010 LERO ©2009 | Ita Richardson 12 Project Management CultureFear Communication BARRIERS AND COMPLEXITIES GSD Factors interact

Lero© 2010 LERO ©2009 | Ita Richardson 13 Project Management CultureFear Communication BARRIERS AND COMPLEXITIES Fear of losing jobs prevents good communication between teams GSD Factors interact

Lero© 2010 LERO ©2009 | Ita Richardson 14 Project Management CultureFear Communication BARRIERS AND COMPLEXITIES How does the project manager ensure that their requirements are met? GSD Factors interact

Lero© 2010 LERO ©2009 | Ita Richardson 15 Effective Global Software Development Project Management CultureFear Communication BARRIERS AND COMPLEXITIES GSD Factors interact

Lero© 2010 LERO ©2009 | Ita Richardson 16 Are there strategies we can use to support effective Global Software Development?

Lero© 2010 LERO ©2009 | Ita Richardson 17 GSD Implementation Model (Casey & Richardson, 2009)

Lero© 2010 LERO ©2009 | Ita Richardson 18 Global Teaming (Richardson et al., 2009) SG1: Define Global Project Management – SP1.1 Global Task Management – SP 1.2 Knowledge and Skills – SP 1.3 Global Project Management SG2: Define Management between Locations – SP 2.1 Operating procedures – SP 2.2 Collaboration between locations

Lero© 2010 LERO ©2009 | Ita Richardson 19 SP 1.3 Global Project Management Identify Global Software Project Management Tasks – Plan, facilitate, implement, monitor global communication & coordination related activities – Effective policies and procedures Assign Tasks to appropriate team members – Effective partitioning and allocation of work Ensure awareness of cultural profiles by project managers – Religion, gender, power distance – Corporate vs national cultural norms

Lero© 2010 LERO ©2009 | Ita Richardson 20 SP 1.3 Global Project Management Establish cooperation and coordination procedures between locations – Tools, processes, technology – Motivation to use tools Establish reporting procedures between locations – Implement formal reporting – Requests and instructions Establish a risk management strategy – Understand staff and their culture – Understand the locality in which you are operating

Lero© 2010 LERO ©2009 | Ita Richardson 21 Global Software Development – in summary There are problems which exist – No one model for GSD – Many influencing factors are not technical There are solutions But – Project Managers, Software Engineers and Developers need to become more knowledgeable about problems and potential solutions

Lero© 2010 LERO ©2009 | Ita Richardson 22 References Casey, Valentine, A Study of the Factors and Issues which Facilitate and Obstruct the Operation of Globally Distributed Virtual Software Testing Teams. PhD Thesis, University of Limerick, Casey, Valentine and Ita Richardson, Implementation of Global Software Development: A Structured Approach, Software Process Improvement and Practice, Volume 14, 2009, pp , DOI: /spip.422. Richardson, Ita, Valentine Casey, John Burton, Fergal McCaffery, Global Software Engineering: A Software Process Approach, Chapter 2, in Collaborative Software Engineering, edited by Mistrík, I.; Grundy, J.; Hoek, A. van der; Whitehead, J., 2010, ISBN: Šmite, Darja, PhD Thesis, Riga Information Technology Institute, University of Latvia, 2007.

Lero© 2010 The information presented in these slides has been collected from a variety of sources including research carried out by post-doctoral researchers and PhD students at Lero – the Irish Software Engineering Research Centre, Ireland under the supervision of Dr. Ita Richardson and involvement by the author in the Siemens Global Studio Project. The research presented in this lecture has been partially supported by Science Foundation Ireland funded through Global Software Development in SMEs Cluster Grant (no 03/IN3/1408C) and Lero – the Irish Software Engineering Research Centre (CSET grant no 03CE2/I303.1). Acknowledgements