Building the Dispersed Team Building the Dispersed Team Through Trust, Communication, and Personal Bridges Building relationship means face to face, shaking hands, working shoulder by shoulder, sharing a drink, building trust. Personal face to face relationship are formed in kick-off, milestones, and celebratory meetings Can collaborative technologies alone built a true team?

Building the Dispersed Team Building Trust Trust means placing confidence in another’s character, ability, strength, and reliability. Trust is essential if people are to depend upon each other to meet commitments Trust is a complex thing to develop It take time to develop While co-located team members can built trust through formal and informal face to face interactions distance is an impediment to building trusting relationships. Importantly, different culture develop trust at different rates Low context vs. high context cultures Tuckman Model of forming-storming-norming-performing

Building the Dispersed Team Forming The team gets together and gets to know each other. It clarifies roles, figures out the tasks and the objectives Storming Conflicts breaks out over roles, objectives, and task allocations. Different leaders, official or otherwise, are pursuing different goals Norming The team begins to form norms, roles, and protocols for working together. Some team cohesion may begin. Performing The team begins to perform well, working together towards a common goal. Conflicts are handled constructively. Tuckman Model

Building the Dispersed Team Theory of Swift Trust Swift trust occur when team members assume that, like themselves, the other team members have been filtered for reliability and competence. E.g. Temporary teams such as in film crews, etc. Members set aside their suspicions and swiftly get into trusting role and addressing the task at hand. Global IT managers engage in team members role legitimization by highlighting the reputation and professional qualifications at the other sites – as units and as individuals. What university he attended, what company she worked for, and what product he developed Cultural issues with swift trust

Building the Dispersed Team Kick-off and other milestone meetings The idea is to get as many members of the team together for several intensive days of working and socializing at the beginning of the development cycle. The kick-off meeting build trust, team spirit, addresses some of the cultural differences, also accelerates communication at the outset. In a multinational team, there is little in common to begin a relationship, and thus personal relationships will take long time to build or not develop at all.

Building the Dispersed Team Vision Elaborate on the overall project vision and how each site fits into that vision The methodological framework Introduce and motivate the software development framework (process model/ methodology). Explain the quality standard Communication ground rules Explain how team members should communicate and include tips and rules about phone, e-mail, video-conferencing, and etc. Cultural training Hire a professional training to address specific cultural differences and how these differences can be overcome. Social functions Arrange for social activities. Key component of kick-off meeting

Building the Dispersed Team Change in level of trust between sites Milestone meeting Kick-off meeting Trust Sufficient level to work together effectively Time

Building the Dispersed Team Lateral Communication Distance causes coordination and control mechanisms to break down Informal Formal PM Team Lead country A Team Lead country B

Building the Dispersed Team 360 view Team communication protocol English Language training Building personal bridge between site Cultural liaison Constant travel Expatriates Create a common team culture Training

Building the Dispersed Team The Five Stages of the People Capability Maturity Model Level 1: Initial These are ad hoc, inconsistently performed practices Level 2: Repeatable Instill basic disciplines into the team activities, including training, communication, and complementation. Level 3: Defined Identify the primary competencies and align the activities around them, including creating a participatory culture Level 4: Managed Begin to manage quantitatively and engage in team building Level 5: Optimizing Continuously improve methods for personal and team competence

Conclusion

Globalization and Information Systems Why are companies globalizing there is functions The forces driving globalization includes Demand for new global consumer New global business consumer Global sourcing Global product R&D

Globalization and Information Systems Implication IS organization itself is taking on a new form IS organization is an Integrated Network in which global systems and global development efforts are increasingly shared across borders Units – CGA – are assigned short and long time responsibilities for systems deemed global.

Globalization and Information Systems Centralized, Decentralized, Coordinated and Integrated Corporate Systems IS Structure Development Centralized Centralized databases and processes driven by headquarters Headquarters centralized development and decision making Decentralized (Multidomestic) Standalone, largely independent Independent at each subsidiary Coordinated Linked databases with some application sharing Some joint development formalization and standards established. Integrated Network (Transnational) Integrated architecture; shared databases and shared global processes Centers for global applications

Globalization and Information Systems Characteristics of Integrated Network IS Organization Common global Architecture Powerful telecommunication backbone Uniform global system with flexible modules tailored to address local requirements Centers for global application development with responsibilities for systems worldwide A culture of shared management A culture of shared application development A culture of shared innovation

Globalization of Software Development 50+ nations now exporting software products or services Source: Erran Carmel

Microsoft R&D centers Cambridge Redmond Beijing Haifa, Israel Silicon Valley Bangalore, India Source: Erran Carmel

Xerox -- Global Service Organization England Ireland HQ USA China India Singapore Brazil