The effect of governance on global software development: An empirical research in transactive memory systems

Manteli, Christina; Hooff, Bart van den; Vliet, Hans van

doi:10.1016/j.infsof.2014.04.012

Cited by 26 publications

(22 citation statements)

References 33 publications

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“…The main solutions proposed in this domain are frameworks related to risks and compliance, 44 coordination of agile teams, 51 test governance, 41 outsourced partnership, 42 global teaming processes, 17 and tool integration 54 Information Focusing on information, in Manteli et al 45 an analytical method is proposed for the analysis of the effect of governance decisions on transactional memory systems. It also provides useful information on the role of boundary spanners or expertise location.…”

Section: Solutions and Challengesmentioning

confidence: 99%

“…The adoption of governance models must be in line with how knowledge is wished to be distributed. In turn, roles exclusively dedicated to managing knowledge and mediating between stakeholders (a similar approach to the boundary spanners described in Manteli et al 45 ) could be useful in guaranteeing a proper knowledge flow from operational levels to decision‐making structures.…”

Section: Solutions and Challengesmentioning

confidence: 99%

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Global software development governance: Challenges and solutions

Manjavacas

Vizcaíno

Ruíz

et al. 2020

J Software Evolu Process

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Global software development (GSD) has become a rising software development model in the last few years. Although much research has been performed in terms of GSD management, GSD governance research is scarce at the present time and presents multiple challenges that need to be addressed. In this paper, a systematic mapping study has been conducted, the aim of which was to discover the main issues dealt with in GSD governance literature, as well as to point out the particular research gaps that are still present in this domain. This allowed us to find out new challenges to be addressed, along with possible solutions to these. The results reveal a lack of research in key aspects such as tools, culture, people, and information, all of which provides a great opportunity for future approaches while also highlighting new opportunities in GSD governance research.

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Section: Solutions and Challengesmentioning

confidence: 99%

Section: Solutions and Challengesmentioning

confidence: 99%

Global software development governance: Challenges and solutions

Manjavacas

Vizcaíno

Ruíz

et al. 2020

J Software Evolu Process

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show abstract

“…In fact, this observation is corroborated by looking more deeply at the mitigations reported in Section 4.3. All the mitigations reported have the goal of increasing the diversity, connectedness and awareness [43] of a community of people. More research is needed to establish the ways and practices in this theoretical formula.…”

Section: Lessons Learnedmentioning

confidence: 99%

Social debt in software engineering: insights from industry

Tamburri¹,

Kruchten

Lago³

et al. 2015

J Internet Serv Appl

170

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Social debt is analogous to technical debt in many ways: it represents the state of software development organisations as the result of "accumulated" decisions. In the case of social debt, decisions are about people and their interactions. Our objective was to study the causality around social debt in practice. In so doing, we conducted exploratory qualitative research in a large software company. We found many forces together causing social debt; we represented them in a framework, and captured anti-patterns that led to the debt in the first place. Finally, we elicited best practices that technicians adopted to pay back some of the accumulated debt. We learned that social debt is strongly correlated with technical debt and both forces should be reckoned with together during the software process.

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“…Respondents where also asked to describe the knowledge received and transferred, as well as evaluate the frequency of knowledge-sharing and accessibility of their contacts (using a 5-point Likert scale). Our survey is a partial replication of a survey conducted by Manteli et al [2]. However, we extend it by obtaining a directed knowledge network and acquiring detailed information about each knowledge-sharing relation.…”

Section: Data Collectionmentioning

confidence: 99%

Networking in a large-scale distributed agile project

Moe

Šmite

Sablis

et al. 2014

Proceedings of the 8th ACM/IEEE International Symposium on Empirical Software Engineering and Measurement

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Context: In large-scale distributed software projects the expertise may be scattered across multiple locations. Goal:We describe and discuss a large-scale distributed agile project at Ericsson, a multinational telecommunications company headquartered in Sweden. The project is distributed across four development locations (one in Sweden, one in Korea and two in China) and employs 17 teams. In such a large scale environment the challenge is to have as few dependences between teams as possible, which is one reason why Ericsson introduced crossfunctional feature teams -teams that are capable of taking the full responsibility for implementing one entire feature. To support such teams when solving problems, ensure knowledge sharing within the project and safeguard the quality Ericsson introduced a new role -Technical Area Responsible (TAR). Method:We conducted extensive fieldwork for 9 months at two Ericsson sites in Sweden and China. We interviewed representatives from different roles in the organization, in addition to focus groups and a survey with seven teams. Results:We describe the TAR role, and how the TARs communicate, coordinate and support the teams. Also architects support the teams, however not as closely as the TARs. We found that the TAR is usually a senior developer working halftime or fulltime in the role. We also present measures of the actual knowledge network of three Chinese and three Swedish teams and the TARs position in it.Conclusions: TARs are central in the knowledge network and act as the boundary spanners between the teams and between the sites. We learned that availability of the TARs across sites is lower than that with local TARs. We also found that the size of a team's knowledge network depends on how long the team members have been working in the company. Finally we discuss the advantages and the challenges of introducing experts in key roles in large scale distributed agile development. Categories and Subject Descriptors

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The effect of governance on global software development: An empirical research in transactive memory systems

Cited by 26 publications

References 33 publications

Global software development governance: Challenges and solutions

Global software development governance: Challenges and solutions

Social debt in software engineering: insights from industry

Networking in a large-scale distributed agile project

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