Managing Global Design Teams

Bhusari, Vijay; Monalisa, Mitali; Khamis, Rabah; Mirani, Fahim; Dash, Pranabesh

doi:10.1109/picmet.2007.4349458

Cited by 5 publications

(6 citation statements)

References 16 publications

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“…Popular examples include Microsoft, Google and IBM which have moved part of their activities offshore such as in India, China and Russia [17]. The use of global teams by firms has quickly become a preferred option in high-tech firms [18]. GSD has brought many advantages to the software industry such as cheap resource utilization, follow the sun approach, opportunities for merger and utilization of expert talent from various regions [19].…”

Section: B Importance Of Ks In Global Software Development Organizatmentioning

confidence: 99%

Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps

et al. 2019

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Knowledge is the most important resource in software development. The success of software development relies on knowledge sharing between software developers working across the globe. Global software development has brought many benefits to the software industry; however, at the same, time knowledge sharing across diverse team members is one of the main concerns of global software development organizations. This paper provides a systematic literature review of 42 studies on knowledge sharing barriers and facilitators from 2010 to 2017 and classifies them into five main categories: Individual, Organizational, Technological, Cultural, and Geographical. In order to synthesize and represent the complexity of the knowledge sharing factors in a more manageable and visual manner, this paper proposes concept maps for each category. The identified factors can be strategically used as the guidelines in the global software development organizations to boost the culture of knowledge sharing. INDEX TERMS Knowledge sharing barriers, knowledge sharing facilitators, global software development organizations, cultural barriers, geographical barriers.

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Section: B Importance Of Ks In Global Software Development Organizatmentioning

confidence: 99%

Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps

et al. 2019

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“…x 59% of companies with global design strategies in place x 44% currently pursuing global design networks x 28% currently outsourcing some design or engineering [8].…”

Section: Needs or Circumstances That Make Virtual Design Teams Nmentioning

confidence: 99%

“…More specifically, a 59% increase in the outsourced design to offshore companies was predicted, along with an increase in design outsourced to company-owned offshore design centers of 58% [8].…”

Section: Needs or Circumstances That Make Virtual Design Teams Nmentioning

confidence: 99%

Virtual engineering design teams: A cost analysis perspective

Cisse

Wyrick

2009

PICMET '09 - 2009 Portland International Conference on Management of Engineering &Amp; Technology

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Virtual worlds, such as Second Life®, are gradually evolving as common business practices. Some companies, e.g. IBM, use the medium to conduct meetings and others, e.g. 1issan, use its 3D design capabilities to build prototypes. Virtual engineering teams may be dominant in a future where globalization and competiveness will require faster and more international team settings. This rise will be facilitated by the gradual ascendance of "digital natives" into the workforce, along with advances in technology.Research on virtual teams has concentrated mainly on the technological, management, and cultural aspects. However, very little, if any, research has concentrated on the economic aspect. Cost is one of main drivers for the progressive switch to virtual teams; it accounts for a majority of the reasons for companies developing virtual teams. Despite that, research on virtual engineering teams has rarely focused on cost.This preliminary investigation will look at life cycle costing of virtual teams. A cost structure and categorization will be developed and a framework for life cycle costing of virtual teams will be elaborated.

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“…In their paper, Bushari et al provide the statistics of companies outsourcing their engineering designs; these statistics were collected by the Aberdeen group. The report, which dated from 2005, provided the following numbers: ≠ 59% of companies with global design strategies in place ≠ 44% currently pursuing global design networks ≠ 28% currently outsourcing some design or engineering [8] .…”

Section: Needs or Circumstances That Make Virtual Design Teams Necessarymentioning

confidence: 99%

“…This reported growth trend of engineering design outsourcing was projected to grow in the coming years. More specifically, a 59% increase in the outsourced design to offshore companies was predicted, along with an increase in design outsourced to company-owned offshore design centers of 58% [8] .…”

Section: Needs or Circumstances That Make Virtual Design Teams Necessarymentioning

confidence: 99%

Virtual Engineering Design Teams

Wyrick

Cisse

2009 Annual Conference &Amp; Exposition Proceedings

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Globalization has moved to the forefront in industry today; more and more companies have to face a global work environment. As a result, global teams with members scattered across the globe have progressively emerged. At the same time, a revolution, coined as the "v-revolution," is slowly creeping into business proceedings. The v-revolution describes the emerging growth in the use of virtual worlds. Virtual worlds, such as Second Life®, are gradually evolving as common business practices. Some companies, such as IBM, currently use the medium to conduct meetings and others, such as Nissan, are using its 3D design capabilities to build prototypes. These two emerging tendencies are being integrated to create what is known as the virtual engineering design team. These are global teams consisting of several engineers geographically distant, aiming at a common design.In light of these progressive changes in industry, notable in engineering as well, it becomes apparent that a new generation of engineers will be needed; a generation of virtually apt engineers. This paper will present a thorough literature review of the characteristics and specifics of such teams; particularly it will look at the problems and advantages portrayed in the available literature. As a result of our findings, improvements, adaptations, and possible new directions in the education of the future engineers will be suggested.

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Managing Global Design Teams

Cited by 5 publications

References 16 publications

Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps

Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps

Virtual engineering design teams: A cost analysis perspective

Virtual Engineering Design Teams

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