Abstract-In this paper we present the results of a case study at two offshore projects that recently adopted the agile way of working. We analyze their multi-site governance activities adopted and adjusted based on the Scrum methodology. Furthermore, we identify those changes that the Scrum adoption brought, in comparison with the previous governance structure of the Rational Unified Process (RUP). We find that a transition from RUP to Scrum brings a positive effect in requirements engineering, communication, cost management and cross-functionality of the distributed teams. We also observe a negative change with regard to the development pace and delivery time. Overall, we add to the body of knowledge in the field of distributed agile, with an additional field study where we describe and compare the migration from RUP to Scrum, and the implications of this transition.

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Abstract-With the expansion of national markets beyond geographical limits, success of any business often depends on using software for competitive advantage. Furthermore, as technological boundaries are expanding, projects distributed across different geographical locations have become a norm for the software solution providers. Nevertheless, when implementing Global Software Development (GSD), organizations continue to face challenges in adhering to the development life cycle. The advent of the internet has supported GSD by bringing new concepts and opportunities resulting in benefits such as scalability, flexibility, independence, reduced cost, resource pools, and usage tracking. It has also caused the emergence of new challenges in the way software is being delivered to stakeholders. Application software and data on the cloud is accessed through services which follow SOA (Service Oriented Architecture) principles. In this paper, we present the challenges encountered in globally dispersed software projects. Based on goals mutually shared between GSD and the cloud computing paradigm, we propose to exploit cloud computing characteristics and privileges both as a product and as a process to improve GSD.

Abstract-Software Development Governance (SDG) is an emerging field of research, under the umbrella of information technology governance. SDG challenges increase when software development activities are distributed across multiple locations. Coordination of knowledge management processes requires specific attention in multi site development. This paper outlines a multi-site software governance structure, based on three aspects: the business strategy that binds the relationship of the remote offices, the structure and composition of the remote teams and the way tasks are allocated across sites. Knowledge management processes (including knowledge creation, knowledge transfer and communication) are identified and the influence of different governance structures on these processes is discussed. We do so through a case study at Océ, a multinational company in printing systems.

This paper presents an empirical research to the relations and dependencies between the fields of software product management and software project management in product software companies. By carrying out interviews and an online survey, we answer several current business issues on the leadership roles of product and project managers within the organizational structure, and provide a definition of software products and software projects based on their dependencies. KeywordsSoftware product management, software project management, software development, product software