"Mind the Gap": An Analysis of Communication in Agile Global Outsourced Software Development Projects

Schmidt, Nikolaus; Meures, Caroline

doi:10.1109/hicss.2016.69

Cited by 7 publications

(15 citation statements)

References 45 publications

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“…Consequently, software development is interpreting the combination of agile and lean in a different way than in manufacturing. Author in [28] summarized in a research that most of Lean principles have similar objective with agile principle. The focus of related theory in this paper is to explore Lean-Agile principles, methodologies and elicitation process.…”

Section: Involve and Equip The People In The Processmentioning

confidence: 99%

Comparative Study between Lean Six Sigma and Lean-Agile for Quality Software Requirement

Salleh¹,

Nohuddin²

2019

IJACSA

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Requirement Elicitation is one of the challenging phases in the entire software development life cycle. It is the process of extracting and analyzing the requirements from customers to understand thoroughly of what system needs to be built. Despite all the advances in methodologies and practice approaches, extracting and establishing the right requirements are still part of the research debate. The objective of this paper is to compare the characteristics of two hybrid development approaches; Lean Six Sigma vs. Lean Agile. Most of the comparative studies done by most of the research compared within its relative knowledge such as; Lean vs. Six Sigma, Define-Measure-Analyze-Improve-Control vs. Design-For-Six-Sigma or Lean vs. Six Sigma vs Lean Six Sigma. Whereas in software industries, the comparative studies were focused on Lean vs. Agile, Agile vs. Waterfall, Lean vs. Kanban vs.Agile, which compared the project size, process cycle time, sequential or iterative process. The following parts of the study is to explore the differences and similarities in principles and practices. The study contributes significantly to the business analysts to systematically address the solutions and actions to ensure continuous improvement in producing quality software requirement.

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Section: Involve and Equip The People In The Processmentioning

confidence: 99%

Comparative Study between Lean Six Sigma and Lean-Agile for Quality Software Requirement

Salleh¹,

Nohuddin²

2019

IJACSA

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“…• Contrast between a hierarchical and agile culture [9] • Less agile culture, more difficulty for adjustments to remote settings [17] • Trying harder to solve in distributed teams [45] • ASD projects are usually more complex due to inter-organizational relationships and differences [50] • Imposing more challenges [52] • Difference between organizational and people's background culture [53] Sub-classes:…”

Section: Problem (Main) Titlementioning

confidence: 99%

“…• Differences in cultural values/norms [8] • Differences in communication style [8] • Lack of informal communication [39] • Lack of coordination [39] • Needs for timely reports [39] • Communication overhead [39] • Categorized into national and organizational cultures [50] • Communication between client and vendor in different cultural contexts in terms of national culture, organizational culture, team culture and individual culture [50] Effect:…”

Section: Problem (Main) Titlementioning

confidence: 99%

“…• Some communication barriers [50], [51] • Difference in communication behaviors [9], [10] • Different meanings of communicated messages [10] • Cultural differences often created misunderstanding and lead to frustration and conflict between regions, [2], [39] • Less effective cooperation [35] • Difficulties with knowledge sharing [40] • Difficulties with adapting coaching strategies effectively across cultural differences [43] Collaboration and controlling challenges, [50] • In culturally homogeneous development teams outside of North America, the inability to conform to specific views may lead to the disregard, inefficiency or failure of specific agile practices [53] Positive effects (opportunities)…”

Section: Problem (Main) Titlementioning

confidence: 99%

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Cultural Issues in Offshore Teams: A Categorization based on Existing Studies

2019

KSII TIIS

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Cultural and personal issues resulting from dispersed teams are considered to be serious barriers to form trust and organize effective agile teams. However, apart from separate, reported evidence of such issues from work experience, there has been no theoretical classification in literature. This paper provides a list and analysis of common challenges mainly resulting from cultural differences and barriers in Agile Software Development (ASD) offshore teams. The data source comprise articles published in IEEE, mostly of conferences related to ASD. Among the articles, papers with concrete evidence of Agile Methods (AM) implementation were selected. The results show that despite the relative significance of such issues, ASD adopters typically still rely on their own experience, and creativity rather than using well-defined methods. Moreover, this study reveals that the notion of trust, as discussed in the literature, mainly refers to maintaining the pace of communication, which is the focal point in ASD.

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“…In the conclusions, some proposals for HR departments and developers are given regarding the transition from software developer to project management positions. In [21], a study is conducted to find appropriate communication practices to be used in global outsourced agile software development projects.…”

Section: Developmentmentioning

confidence: 99%

Distinguishing and defining the role of a technical leader in outsourced teams developing IT solutions using Scrum

Werewka

Wietecha

Wołczyk³

2017

Annals of Computer Science and Information Systems

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Abstract-Outsourcing software development is gaining popularity and importance. The value of an outsourced team is much higher when this team can be represented by a technical leader. Many outsourced teams use various agile methodologies, Scrum being the most popular among them. Distinguishing specialized roles in teams, such as e.g. a role of a technical leader, does not conform to some agile principles. When building an IT system, it is important for the team to have a technical leader who can communicate with internal and external stakeholders. In this paper the aspects of the communication abilities of a technical leader are considered in more detail based on conducted surveys. Developing successful technical leadership is not an easy task for a company, and that is why career paths of software engineers are an important issue regarding HR competencies and leveraging costs. The paper offers some remarks concerning useful competences of technical leaders based on an example related to databases.

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"Mind the Gap": An Analysis of Communication in Agile Global Outsourced Software Development Projects

Cited by 7 publications

References 45 publications

Comparative Study between Lean Six Sigma and Lean-Agile for Quality Software Requirement

Comparative Study between Lean Six Sigma and Lean-Agile for Quality Software Requirement

Cultural Issues in Offshore Teams: A Categorization based on Existing Studies

Distinguishing and defining the role of a technical leader in outsourced teams developing IT solutions using Scrum

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