Instant Messenger in Offshore Outsourced Software Development Projects: Experiences from a Case Study

Wende, Erik; Philip, Tom

doi:10.1109/hicss.2011.245

Cited by 11 publications

(6 citation statements)

References 43 publications

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“…Reviewing and analyzing different studies in the literature [10][11][12][13][14] as well as related case studies and reports for successful and failed software projects [17][18][19][20][21][22][23][24][25] enabled us to describe the identified success factors as a following:…”

Section: Discussionmentioning

confidence: 99%

Core Factors for Software Projects Success

Ibraigheeth

Fadzli

2019

JOIV : Int. J. Inform. Visualization

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The successful software project can be defined as the project that meets the planned quality, cost, schedule, and effort. It has been suggested that there are many reasons which might lead to software project success. Several success and failure factors for particular projects were discussed in the literature. This paper aims to identify the most common success factors through reviewing a set of software project reports and case studies. In order to fully understand reasons behind the project success, the reasons behind project failure and the definition of failure itself are discussed. Furthermore, case studies of successful and failed software projects are described. This paper also investigates techniques that have been developed to increase software project success rate and decrease probable failures.

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Section: Discussionmentioning

confidence: 99%

Core Factors for Software Projects Success

Ibraigheeth

Fadzli

2019

JOIV : Int. J. Inform. Visualization

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“…For example, several distances may be at play in co-located cross-functional teams with a product owner from a different organisational unit and with an RE background; short geographical, but long organisational and cognitive distances between the product owner and other team members. Awareness of distance and their impact could support management in optimising organisations [37], training efforts, and selected methods [36] and tools [9,13,18,32,35].…”

Section: Discussionmentioning

confidence: 99%

“…All of these factors pose a risk of complicating collaboration with team members used to shorter power distances and more open communication [34]. Wende and Philip found communication via instant messaging improved communication and, thus, enabled bridging power distances [32].…”

Section: Distance Between Peoplementioning

confidence: 99%

Distances between Requirements Engineering and Later Software Development Activities: A Systematic Map

Bjarnason

2013

Requirements Engineering: Foundation for Software Quality

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“…To define and analyze the problem situation, we employed two case studies from existing research projects [18,19] (previously published, though with a different research focus), for which we had full access to on-site and off-site data and had the opportunity to collect as much data as required. cross-cultural (German-Indian) offshore outsourcing environment.…”

Section: Case Description and Problem Situationmentioning

confidence: 99%

Why They Do Not Understand -- A Model of Knowledge Discourse in the Transition Phase of Globally Distributed Projects

Wende

Schwabe

Philip

et al. 2013

2013 46th Hawaii International Conference on System Sciences

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This paper contributes to the field by applying the Soft Systems Methodology (SSM) for building a model,which improves the understanding of the role of project set-up and communication in the transitionphase of projects involving global virtual teams.Although research has highlighted the importance of knowledge transfer in offshore outsourced projects, the literature says little about real-world knowledgetransfer problems experienced by project managers and provides little guidance for developing solutions. In this paper, we investigate knowledge transfer problems in the transition phase of offshore outsourcedsoftware projects and how set-up of the phaseinfluences unstructured knowledge transfer. Using the SSM, we identify relevant constructs and relationships and build a conceptual model. This highlights the importance of an appropriate communication inception as a basis for relationship building and defines a new construct, 'knowledge discourse', whichsignifies the importance of two-way interaction for the transfer of unstructured knowledge.Posted at the Zurich Open Repository and Archive, University of Zurich ZORA URL: https://doi.org/10.5167/uzh-72301 Accepted Version Originally published at: Wende, Erik; Schwabe, Gerhard; Philip, Tom; King, Gregory (2013). Why they do not understand -a model of knowledge discourse in the transition phase of globally distributed projects. In: Hawaii International Conference on System Sciences-46, Maui, Hawaii, 7 January 2013 -10 January 2013. Why They do not Understand -a Model of Knowledge Discourse in the Transition Phase of Globally Distributed Projects

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Instant Messenger in Offshore Outsourced Software Development Projects: Experiences from a Case Study

Abstract: Abstract

Cited by 11 publications

References 43 publications

Core Factors for Software Projects Success

Core Factors for Software Projects Success

Distances between Requirements Engineering and Later Software Development Activities: A Systematic Map

Why They Do Not Understand -- A Model of Knowledge Discourse in the Transition Phase of Globally Distributed Projects

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