1. 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?

2. 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

3. 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

4. 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

5. 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.

6. 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, , 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

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

8. 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

9. 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

10. 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

11. Conclusion

12. 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

13. 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.

14. 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

15. 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

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

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

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