Towards a reduction in architectural knowledge vaporization during agile global software development

Towards Taxonomical-Based Situational Model to Improve the Quality of Agile Distributed Teams

“…Similarly, Razavian et al [27] conducted empirical research in software architecture decision-making and classified software architecture decision-making that involves humans, their behavioral issues, and practical situations. However, interactions of these situations in agile software architecture decision-making is still under progress [28], [29]. Overcoming the aforementioned challenges of coordination between situational factors and software architecture, Giray and Tekinerdogan [30] proposed a situational method engineering (SME) approach, which can be reprocessed to develop customized methods.…”

Improving Knowledge Sharing in Distributed Software Development

“…Study [21] Identified that requirements are written informally on personal notebooks and whiteboards; this method found considered improper and forbid knowledge transfer properly because it was difficult for teams in offshore to make social relations with the users in business [21]. Also most of the companies in today"s era are using agile methodology for software development, agile focuses more on short iteration and source code and less attention is paid to documents [7], [8], whereas in DSD where teams are geographically distributed they need to share the knowledge on a daily basis for that they use synchronous and asynchronous means for communication. Most of the communication is done via chats, emails, video conferencing there is major issue of knowledge vaporization because in many informal chats some important conversations happen which becomes difficult to remember at the time of need or when we want to retrieve it.…”

“…Most of the communication is done via chats, emails, video conferencing there is major issue of knowledge vaporization because in many informal chats some important conversations happen which becomes difficult to remember at the time of need or when we want to retrieve it. Knowledge vaporization is a major challenge because much of the knowledge is available in unstructured electronic media retrieving this knowledge is not easy because it"s not easily accessible and a time consuming process [7], [8], [20], [23], [24], [25]. There are some knowledge sharing challenges and their mitigation strategies are identified from the literature amd its answers RQ1 and RQ2 [6], [9] and presented in Table I.…”

“…When the teams are geographically distributed they need to share knowledge in explicit form for that documentation plays an important role but in distributed development, there is a lack of proper documentation [5], [6]. Most of the organization in these days are using agile approaches which does not support many docsumentation [7], [8] and they also focus on sharing tacit knowledge there is a lack of creating and maintaining explicit knowledge much of the product knowledge remains in source code, test files, documentation remains outdated as regard to the project the dispersed team members need proper documentation for understanding the product knowledge incomplete and abstract documents are not enough for effective knowledge sharing from the literature documentation problems (such as poor, missing and outdated documentation) is identified [5], [6], [9]. Also agile and distributed development often clashes due to their distant nature.…”

“…Also agile and distributed development often clashes due to their distant nature. www.ijacsa.thesai.org Alongside documentation problem another issue is knowledge vaporization local team members and remote team members need to communicate to work together on the same project much of the knowledge is existing in electronic media such as during chat retrieving this knowledge is not easy because it"s not easily accessible at one place [7], [8], [10]. So our main focus is to reduce these issues to facilitate knowledge sharing in distributed development.…”