Towards a Global Software Development Community Web: Identifying Patterns and Scenarios

Monasor, Miguel J.; Vizcaíno, Aurora; Piattini, Mario; Noll, John; Beecham, Sarah

doi:10.1109/icgsew.2013.13

Cited by 8 publications

(7 citation statements)

References 13 publications

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“…2, which treats the relevant aspects to be considered by this study. (Adolph, Kruchten, & Hall, 2012;Dorairaj, Noble, & Allan, 2013;Monasor, Vizcaíno, Piattini, Noll, & Beecham, 2013).…”

Section: Methodsmentioning

confidence: 99%

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Software Ahp Smart Choice: Uma Ferramenta De Estudo Do Método Ahp

Rodrigues¹,

Oliveira²

2019

Information Systems and Technology Management 2

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Gerenciamento de recursos de informação. 2. Sistemas de informação gerencial. 3. Tecnologia da informação. I. Machado, William Kaspchak. II. Série. CDD 658.4 Elaborado por Maurício Amormino Júnior -CRB6/2422 O conteúdo dos artigos e seus dados em sua forma, correção e confiabilidade são de responsabilidade exclusiva dos autores. 2019 Permitido o download da obra e o compartilhamento desde que sejam atribuídos créditos aos autores, mas sem a possibilidade de alterá-la de nenhuma forma ou utilizá-la para fins comerciais. www.atenaeditora.com.br Information Systems and Technology Management 2 Capítulo 1

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“…2, which treats the relevant aspects to be considered by this study. (Adolph, Kruchten, & Hall, 2012;Dorairaj, Noble, & Allan, 2013;Monasor, Vizcaíno, Piattini, Noll, & Beecham, 2013).…”

Section: Methodsmentioning

confidence: 99%

“…Research framework. Source: Own elaboration, inspired from(Adolph, Kruchten, & Hall, 2012;Dorairaj, Noble, & Allan, 2013;Monasor, Vizcaíno, Piattini, Noll, & Beecham, 2013).…”

mentioning

confidence: 99%

Software Ahp Smart Choice: Uma Ferramenta De Estudo Do Método Ahp

Rodrigues¹,

Oliveira²

2019

Information Systems and Technology Management 2

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“…However, although the guidelines for global teaming reflect best practice, they are no substitute for highly experienced project managers (Hall et al 2008a, b;Beecham et al 2013;Monasor et al 2013). …”

Section: Motivational Factors and Gsd Guidelinesmentioning

confidence: 98%

“…Engineers may also have to cope with time zone differences between sites that constrain the ability to communicate in real time and can lead to delays and frustration, or to working antisocial hours. Other barriers emerge such as cultural and linguistic differences between team members who may need to discuss complex technical issues (Noll et al 2010;Shah et al 2012;Monasor et al 2013). Add to this mix a backdrop of tight deadlines, centralized budgetary controls, and requirements for high-quality software.…”

Section: Introductionmentioning

confidence: 98%

Motivating Software Engineers Working in Virtual Teams Across the Globe

Beecham

2014

Software Project Management in a Changing World

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The motivation of software engineers affects the quality of the software they produce. Motivation can be viewed in terms of needs. The key need for a software engineer is to 'identify with their task' which requires being given a task that is challenging and understanding the purpose and significance of the task in relation to the complete system being developed. Software engineers' needs are complex -they also require regular feedback, trust, appreciation, rewards, a career path, and sustainable working hours. Furthermore, amongst other fixed environmental factors, these motivators require sensitive tuning in line with a software engineer's personality and career stage. Creating this personality-job fit is not easy in a co-located environment, so how can project managers motivate teams of individuals distributed across the globe?This chapter reflects on some of the motivational issues that managers of virtual teams may encounter. Some background theory is presented for a deeper understanding of how to manage team motivation. Recommendations are drawn from a case study where issues raised by practitioners working in virtual teams serve to highlight and magnify known motivational issues. Project managers play an important part in software engineer motivation. If they can create a working environment that motivates individuals in the team, they will find that team members are more likely to turn up to work, are less likely to look elsewhere for employment, will work harder to meet deadlines, will take more pride in their work, and will share their knowledge, concerns, and ideas for innovation.

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“…Research framework. Source: Own elaboration, inspired from(Adolph, Kruchten, & Hall, 2012;Dorairaj, Noble, & Allan, 2013;Monasor, Vizcaíno, Piattini, Noll, & Beecham, 2013).…”

mentioning

confidence: 99%