Managing Knowledge in Global Software Development Projects

Dingsøyr, Torgeir; Šmite, Darja

doi:10.1109/mitp.2013.19

Cited by 30 publications

(15 citation statements)

References 15 publications

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“…Lee & Xia () also found that team autonomy has a positive effect on response efficiency and a negative effect on response extensiveness, while team diversity has a positive impact on response extensiveness. Some preliminary results provide evidence of some issues related to managing effective co‐ordination and control of information in global software projects applying Agile software development (Dingsøyr & Smite, ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Lee & Xia (2010) also found that team autonomy has a positive effect on response efficiency and a negative effect on response extensiveness, while team diversity has a positive impact on response extensiveness. Some preliminary results provide evidence of some issues related to managing effective co-ordination and control of information in global software projects applying Agile software development (Dingsøyr & Smite, 2014). Magazinius & Feldt (2011) compared Agile with non-Agile companies and found that the accomplishment of objectives such as meeting time and budget goals, and the causes of failures is not dramatically different between the two types of organizations.…”

Section: Agile Literature Reviewmentioning

confidence: 99%

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Social Conduct, Learning and Innovation: An Abductive Study of the Dark Side of Agile Software Development

et al. 2016

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Agile methodologies have been adopted by an increasing number of organizations to improve their responsiveness. However, few studies have empirically analysed the effect of Agile on long‐term organizational goals such as learning and innovation. Using an abductive approach, this study examines the relationships between self‐regulated teams' social conduct and their resulting learning and innovation. Results indicate that the time pressure induced by the implementation of Agile impedes team engagement in learning and innovation activities. Time pressure is affected by a set of different control strategies, more specifically concertive, belief, diagnostic and boundary controls, and these need to be adequately addressed in order to minimize the potential dark side of Agile.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Agile Literature Reviewmentioning

confidence: 99%

Social Conduct, Learning and Innovation: An Abductive Study of the Dark Side of Agile Software Development

et al. 2016

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“…Networking needs in large-scale distributed software development is affected by formidable challenges mainly in two fronts -scale and distribution. First, large-scale software projects are challenging because of the challenges of managing portfolios and customer requirements, while at the same time coordinating and distributing work to many teams [6]. Because of the scale, many tasks such as systems management, verification and validation, integration etc.…”

Section: Networking Needs In Large-scale Distributed Projectsmentioning

confidence: 99%

Exploring Cross-Site Networking in Large-Scale Distributed Projects

Sablis

Šmite

Moe

2018

Product-Focused Software Process Improvement

Self Cite

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Context: Networking in a distributed large-scale project is complex because of many reasons: time zone problems can make it challenging to reach remote contacts, teams rarely meet face-to-face which means that remote project members are often unfamiliar with each other, and applying activities for growing the network across sites is also challenging. At the same time, networking is one of the primary ways to share and receive knowledge and information important for developing software tasks and coordinating project activities. Objective: The purpose of this paper is to explore the actual networks of teams working in large-scale distributed software development projects and project characteristics that might impact their need for networking. Method: We conducted a multi-case study with three project cases in two companies, with software development teams as embedded units of analysis. We organized 20 individual interviews to characterize the development projects and surveyed 96 members from the total of 14 teams to draw the actual teams networks. Results: Our results show that teams in large-scale projects network in order to acquire knowledge from experts, and to coordinate tasks with other teams. We also learned that regardless of project characteristics, networking between sites in distributed projects is relatively low. Conclusions: Our study emphasizes the importance of networking. Therefore, we suggest that similar companies should pay extra attention for cultivating a networking culture in the large to strengthen their cross-site communication.

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“…Nowadays, more and more software development teams move towards distributed software development. Distributed software development is a tendency for that it extends the work day by different time zone and obtains highly specialized talent as well as more diverse labor with lower cost in a different place [1]. Software development is a kind of knowledge-oriented activity.…”

Section: Introductionmentioning

confidence: 99%

A New Framework Designed for Knowledge Management in Distributed Software Development

Shmatko¹,

Dong²,

Havrylova³

et al. 2019

A.I.S.

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The software development with distributed teams becomes a critical popular nowadays. Not only for the efficiency and effectiveness the distributed teams provide, but also the distributed teams can supply whole-day works with lower costs. Software development is a kind of knowledge-driven industry which depends on the expertise of employees. Although many scholars have long investigated knowledge management as well as distributed software development, the combination that knowledge management in distributed software development is not a enough explored topic in the past decade's years. In this paper, a review of relevant extant literature on knowledge management in distributed software development is provided. The relationship between two objects and the factors on knowledge sharing are summarized. By analysis of the characteristics and features of knowledge management, the social media-based framework of knowledge management for distributed software development is proposed. K e ywor d s : distributed software development; knowledge management; knowledge sharing; knowledge transfer; systematic literature review.

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Managing Knowledge in Global Software Development Projects

Cited by 30 publications

References 15 publications

Social Conduct, Learning and Innovation: An Abductive Study of the Dark Side of Agile Software Development

Social Conduct, Learning and Innovation: An Abductive Study of the Dark Side of Agile Software Development

Exploring Cross-Site Networking in Large-Scale Distributed Projects

A New Framework Designed for Knowledge Management in Distributed Software Development

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