Collaboration maturity and the offshoring cost barrier: the tradeoff between flexibility in team composition and cross-site communication effort in geographically distributed development projects

Towards a behavioral software engineering

“…Performance: Team composition was identified as a performance factor in five studies [27,34,32,43,11]. One study stated that personality diversity was among the strongest predictors of project success [43].…”

“…One study stated that personality diversity was among the strongest predictors of project success [43]. Another study concluded that the more degrees of freedom in the composition process the better the result will be, but that there is always a tradeoff between including the best available experts from different sites and the corresponding communication and coordination problems [27]. A systematic mapping survey showed that team composition criteria related to human factors, such as personality and behavior, presented the strongest correlations to project success [11].…”

Intelligent Risk Mapping and Assessment System

“…This risk management standard is generic in nature and applied to a variety of areas including health and safety, software engineering and project management. For the purposes of managing concurrent engineering projects, the generic processes in the standard, also illustrated in figure 1, have been defined below [7][8][9][10].…”

Process models in the practice of distributed software development: A systematic review of the literature

“…Based on focus group discussions with senior IS managers and case studies of IS offshoring, four capabilities were proposed: IS systemic thinking (the ability to clearly set goals, map expectations and choose appropriate sourcing strategy for the offshore sourcing arrangement), IS vendor management (the appropriate selection of vendor, structuring the contract and managing the vendor relationship), global IS resource development (the client's ability to manage both the client and vendor resources applied to the offshoring arrangement), and IS change management (managing the several changes caused by offshoring arrangements). [40]: in this proposal the authors argued that there is a relationship between the maturity of the collaboration and the cost associated with offshoring activities. Based on a real experience with software development centers within Siemens, they have identified fifteen stages of collaboration, relating the location of high-cost and low-cost sites, type of activities, and responsibilities.…”