Uncertainty Management for Global Software Development Teams

Marinho, Marcelo; Noll, John; Beecham, Sarah

doi:10.1109/quatic.2018.00042

Cited by 11 publications

(23 citation statements)

References 25 publications

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“…The majority of companies, over 90% according to a recent estimate [5] are adopting an agile approach for software development. Becoming agile often goes along with fundamental changes that are facing a lot of uncertainties [6]. Regardless the industry or the company's motivation -the dilemma is always the same: while the decision of doing agile is made easily, actually becoming agile is not [7].…”

Section: Agilementioning

confidence: 99%

“…Following product development researchers [9,8,6], we rely on the uncertainty conceptualization that encompasses the impact of "anything that matters", defining it as the lack of certainty that leads to a situation in which "potential outcomes and causal forces are not fully understood" [9]. Explicitly, in line with Marinho [6] we define uncertainty as incomplete information that bears the potential for positive or negative consequences of high impact on project objectives. In other words, uncertainty is the discrepancy between the information that is available and the information that is required (but not yet available) toward reaching a goal [6].…”

Section: Uncertaintymentioning

confidence: 99%

“…Explicitly, in line with Marinho [6] we define uncertainty as incomplete information that bears the potential for positive or negative consequences of high impact on project objectives. In other words, uncertainty is the discrepancy between the information that is available and the information that is required (but not yet available) toward reaching a goal [6].…”

Section: Uncertaintymentioning

confidence: 99%

“…To Marinho et. al [10,6], the key elements of any software development project are the identification of potential uncertainty sources and the ability to respond to changes during the software lifecycle. In this perspective, [6] classifies the uncertainty sources in a project as: technological, market, environmental and socio-human.…”

Section: Uncertaintymentioning

confidence: 99%

“…The main research question underlying our study is: How do software development startups utilizing agile approach uncertainties caused by Rather than working in a remote office or well-appointed home office, some people are working in extempore in bedrooms, at kitchen tables, and on sofas while partners, children, siblings, parents, roommates, and pets distract them [3]. This paper does not focus on Distributed Software Development (DSD) [4]. But "working from home", unexpectedly, during an unprecedented crisis (remote way of working).…”

Section: Introductionmentioning

confidence: 99%

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How do Agile Software Startups deal with uncertainties by Covid-19 pandemic?

Camara¹,

Marinho²,

Sampaio³

et al. 2020

IJSEA

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The dissipation of severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) has already taken on pandemic proportions, affecting over 100 countries in a couple of weeks. The evolution of the disease and its economic impact is highly uncertain, which brings challenges for newly created software companies. Software startups are companies that create innovative software products and services in a dynamic and fast-growing market. Agile Software Methods aims to enable startups in responding to uncertainty caused by Covid-19. This paper investigates the impact of Covid-19 in a real software startup context to understand how they have reacted against uncertainties caused by Covid-19. As a research methodology, action research within Di2Win, a Brazilian software startup, has been applied. The study was carried out throughout six sprints, during the quarantine. Practices employed to mitigate threats while simultaneously allowing teams to remain open to opportunities and challenges are detailed. This paper shares lessons learned that could help agile software startups improve their way of work in an uncertain environment caused by the Covid-19 pandemic.

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Section: Agilementioning

confidence: 99%

Section: Uncertaintymentioning

confidence: 99%

Section: Uncertaintymentioning

confidence: 99%

Section: Uncertaintymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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How do Agile Software Startups deal with uncertainties by Covid-19 pandemic?

Camara¹,

Marinho²,

Sampaio³

et al. 2020

IJSEA

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GLOB: A global project management readiness framework

Niazi

Mahmood

Alshayeb

2020

J Software Evolu Process

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In global software development (GSD), software is developed by a team of geographically dispersed people. Many organizations that develop projects globally do not evaluate their project management readiness to undertake such projects. The objective of this paper is to propose a global project management readiness framework (GLOB) to help organizations in evaluating and assessing their GSD project management readiness to improve their capabilities in managing GSD projects. To develop GLOB, three systematic literature reviews (SLRs) were conducted. For each SLR, an empirical study was conducted with GSD practitioners to validate the SLR results in a real-world environment. We identified 45 factors that can play a positive or negative role in global project management readiness. In total, 305 best practices were identified for global project management. Based on the findings of the SLRs and empirical studies, GLOB was developed. Two case studies were conducted to evaluate GLOB in a real-world context. The case study results show that GLOB has the potential to measure an organization's project management readiness for global projects. It is hoped that GLOB will provide GSD practitioners with the ability to understand the strengths and weaknesses of current project management processes and to address weak areas. 1 | INTRODUCTION Global software development (GSD) occurs when a team of skilled developers located in different parts of the world collaborate to develop a software. 1,2 GSD enables organizations to take advantage of the benefits of developing the software in different locations in terms of cost, time, and quality. Many clients prefer GSD because outsourcing software from developing countries costs less. 3,4 With GSD, projects can take advantage of a 24-h work schedule due to time differences in the different locations. Furthermore, GSD projects can utilize experienced and skilled resources across the world thus improving the overall project quality. 5 Despite the advantages of GSD, there are also many risks and problems. 6-10 The available literature shows that GSD is still in its infancy, and only a few studies propose solutions to the reported problems. 11 It has been reported that 80% of organizations that used GSD to outsource their software faced major issues 12 and delays. 13-15 Some of these major problems are related to communication, requirements engineering, cultural differences, and different time zones. 6,9,16,17 Communication is a major problem in GSD projects due to language, terminology, and cultural differences. 11 The lack of face-to-face and informal communication may hinder the establishment of relationships and trust between team members. Informal communication in agile processes is considered more useful than formal communication. 18 Informal communication is difficult to achieve if the project is being developed on different sites 19 due to cultural differences, organizational boundaries, and language barriers. 20 Distributed software development is a challenging task as there are no sp...

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Toward Unveiling How SAFe Framework Supports Agile in Global Software Development

2021

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Current research has shown that global software development (GSD) organizations rely on agile methods to guarantee better communication, coordination, and improved productivity. Moreover, as organizations continue to grow, they are facing large-scale global project challenges and complexity, leading to an urge to scale agile practices for better coordination. However, it has been surprising to find that approaches in the literature on scaling agile for large and global projects remain unclear. In addition, to identify and highlight which agile scales practices reported in studies on Agile GSD (AGSD) are related to SAFe practices, we conducted a systematic literature review. In addition, we mapped AGSD practices to the SAFe 5.0 framework to provide bases for those starting on such a journey. In our study, we found 24 articles related to the scaling of agile practices in a global environment, and 44 scaling agile practices that embrace 95 SAFe 5.0 components, including "agile coaching," "agile architecture," and "system demo". This study provides an in-depth scientific investigation on how SAFe can be associated with global teams applying GSD. The results and findings will benefit researchers and practitioners in conducting further research and provide more dedicated solutions for challenges to scaling agile in the context of GSD.

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Uncertainty Management for Global Software Development Teams

Cited by 11 publications

References 25 publications

How do Agile Software Startups deal with uncertainties by Covid-19 pandemic?

How do Agile Software Startups deal with uncertainties by Covid-19 pandemic?

GLOB: A global project management readiness framework

Toward Unveiling How SAFe Framework Supports Agile in Global Software Development

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