Global software development in software development industry is a new aspect for many software project managers. In this scenario, the allocation of work packages among project participants is not a simple task. This allocation was traditionally determined by availability and competence but this new trend introduces complexity in an already complex process. Given the need to define new models to guide managers in these operations, this paper presents a framework to allocate work packages among project participants. Apart from the introduction of the framework itself, the results of its implementation are presented. These results show a notable output of the implementation in terms of accuracy of task execution to planning, effect introduction and overall satisfaction.
Abstract. Global software development is an inexorable trend in the software industry. The impact of the trend in conventional software development can be found in many of its aspects. One of them is task or work package allocation. Task allocation was traditionally driven by resource competency and availability but GSD introduces new complexities to this process including time-zones differences, costs and cultural differences. In this work a report on the construction of a framework for work-package allocation within GSD projects is presented. This framework lies on three main pillars: individual and organizational competency, organizational customization and sound assessment methods.
a b s t r a c tIt is evident that companies and research centres can find a myriad of instruments to fund their R&D (Research & Development) activities. Due to the dynamics of the information management in these circumstances there is a need for intermediary businesses intervention. Consequently, intermediary companies are thus involved in a complex process that needs to be managed and controlled. Within this scenario an Information Technology (IT) platform, named RDi-Advise, was developed by EgeoIT using semantic technologies to support R&D process decisions. This case analysis describes the development and implementation of the platform including the lessons learned during the activity period.
We empirically explored the implication of hard decisions in the context of the management of global software development (GSD) teams. We hypothesized and empirically tested our belief that hard decision making in conventional development projects is very similar to GSD and differences arise from the nature of the relationship and the ranking of issues. Findings from a Delphi study illustrated our approach and shed some light into the management of GSD teams.
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