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Besides technical knowledge and experience, the socalled "soft skills" of team members are also an important factor in software engineering projects. The study of this subject is gaining the attention of researchers and practitioners in recent years. In this paper we report a field study in which we interviewed 35 software engineering practitioners from software companies in Uruguay to know their points of view about what are the soft skills they consider the most valued to have by the leader and the other members of software development teams. As a result, Leadership, Communication skills, Customer orientation, Interpersonal skills, and Teamwork are the most valued for team leaders, while Analytic, problem-solving, Commitment, responsibility, Eagerness to learn, Motivation, and Teamwork are the most valued ones for team members.

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In the last decade we have witnessed a growth in outsourcing and outshoring development. Following the promise of reducing costs and round-the-clock development, software organizations have grown from local to global enterprises. In the same decade, agile software development methodologies have emerged as a viable alternative to produce software. There is a myriad of agile processes and methodologies now available for any software development organization to choose from. These agile processes follow the values signed in the Agile Manifesto that preaches the exaltation of the individual programmer, high feedback, customer interaction and just enough planning and documentation. But how does global distribution affect these values? Can agile software development be implemented under the global software development context? This paper presents a systematic literature review aimed at identifying factors that affect the adoption of agile factors in global distributed teams. Our findings show that the literature is still in its initial case study publication stage. But most notably, we have found that only a few of the factors found are related to the agile values. Even though more research is clearly needed, this can be a signal that the factors affecting team distribution has more impact on software development than the values and practices preached by the agile processes.