Abstract
Global software development (GSD) is a growing phenomenon in industry, including the ABB Group of companies, which has a long history of executing globally distributed development projects. Geographic and temporal separation, culturally-based misunderstandings, and language effects are well-described complications for GSD teams. These factors aggravate issues (on both a practical and a leadership level) in communication, trust, and coordination, impeding the effective sharing and management of team knowledge, and creating risks to project success. In the interest of continually improving our business performance, ABB has joined the research community in exploring these issues and ways to increase awareness and tactical support for GSD project managers. In this paper, we present aggregate findings from qualitative interviews with people across different sites in the organization, and describe how identifying, measuring, and actively managing GSD-related risks can help project managers and leaders in planning and executing projects more effectively.
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Björndal, P., Smiley, K., Mohapatra, P. (2010). Global Software Project Management: A Case Study. In: Nordio, M., Joseph, M., Meyer, B., Terekhov, A. (eds) Software Engineering Approaches for Offshore and Outsourced Development. SEAFOOD 2010. Lecture Notes in Business Information Processing, vol 54. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-13784-6_7
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DOI: https://doi.org/10.1007/978-3-642-13784-6_7
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