Managing knowledge on communication and information flow in global software projects

Abstract

Communication is a key success factor of distributed software projects. Poor communication has been identified as a main obstacle to successful collaboration. Global projects are especially endangered by information gaps between collaborating sites. Different communication styles, technical equipment, and missing awareness of each other can cause severe problems. Knowledge about actual and desired channels, paths, and modes of communication is required for improving communication in a globally distributed project. However, many project participants know little about communication and information flow in their projects. In this contribution, we focus on knowledge about communication and information flow. It is acquired by modelling on-going and desired flows of information, including documented and non-documented channels of information flow. We analyzed a distributed software project from the information flow perspective. Based on the findings, we developed specific techniques to improve information flow in distributed software development according to the FLOW Method. In a second distributed project, we evaluated one of the techniques. We found the FLOW mapping technique to be suitable for effectively spreading knowledge about communication and information flow in global software projects.

Improving Knowledge Sharing in Distributed Software Development

“…The use of approaches in Agile and importance on tacit communication may perhaps negatively affect creating and maintaining knowledge which is explicit [16], [17]. According to studies [5], [17] describes much of the project knowledge remained scattered in test cases and source code, documents are not synced with the required and updated information which is the reason for misunderstanding between distributed teams who are looking for accurate knowledge. These studies [5], [6], [16], [17], [18], [19], [20], [21] shed light on the effect of the absence of proper and consistent documentation on knowledge sharing in a distributed environment.…”

“…According to studies [5], [17] describes much of the project knowledge remained scattered in test cases and source code, documents are not synced with the required and updated information which is the reason for misunderstanding between distributed teams who are looking for accurate knowledge. These studies [5], [6], [16], [17], [18], [19], [20], [21] shed light on the effect of the absence of proper and consistent documentation on knowledge sharing in a distributed environment. Abstract requirement description was not sufficient for offshore teams it"s another reason for causing misunderstanding [21], [22].…”

A multi-case study of agile requirements engineering and the use of test cases as requirements

“…The results from both from both iterations were merged to providing a uniform story of TCR for the three case companies. In order to convey the rich data concerning the requirements information flows derived from the focus group sessions we decided to visualise these flows using the FLOW notation by Stapel and Schneider (2012). The reason for choosing this notation is that it is designed to convey communication situations and patterns, rather than a formal process.…”

“…The notation used to illustrate the requirements flows for the case companies (see Section 5), based on the FLOW notation (Stapel and Schneider 2012).…”

Gatekeepers of sustainability

“…First, the presence of a univocal regulatory framework, which refers to explicit, formalized policies and rules on different governmental levels that do not conflict with already existing regulations (Dieperink et al, 2004;Smit et al, 2011;Vermeulen & Hovens, 2006). Second, resources, knowledge and expertise, which denote the availability of assets, infrastructures, facilities, and competent personnel with knowledge and expertise on technical aspects (e.g., tools, diseases, pests, soils, seeds) and managerial/non-technical aspects (e.g., communication and organization (Devas, 1997;Guijarro, 2007;Stapel & Schneider, 2012). The rules should thus be clear for ISCoffee personnel and they should be able to communicate this information in a proper way to companies and smallholders.…”