Globalization trends have affected many software organizations in the past years. They are turning towards global software development (GSD) market in search for quality with a lower price and shorter development times. It turns out that certain management methods used for in-house development are not applicable in GSD, often resulting in a failed project. It is believed that trust is one of the key factors for success or failure of such projects. In the first part, this thesis studies the causes of lacking or losing trust in globally distributed teams though a literature review and systematic review of current research. The second part of this thesis studies the practices which have been applied in industry to prevent or minimize the impact of trust related issues. Finally these practices are mapped to the identified issues, resulting in a set of recommendations for managers involved in GSD.

Software development work undertaken by virtual teams dispersed across time, space, and organizational boundaries is referred as Global Software Development (GSD) with emphasis on “globalization”. In GSD, teams within same organization (off-shore) or different organizations (outsource) from multiple geographic locations are involved. GSD is becoming a norm and more software projects are undertaken in GSD setting due to the benefits associated with it. However, there remain many challenges that can adversely affect the ability to realize those benefits. One of the challenges is to overcome the problems faced during integration of the functional components developed by different teams at different geographic locations. Incompatibilities and hidden issues surface during functional components integration which is very costly to fix at this stage and can lead to delay, lower product quality or even failure of a GSD project. In this regard, this study investigates integration problems that occurred due to different reasons during different phases/stages of GSD, along with successful integration practices with their relative importance. The study produces lists of failure and success factors, and then further prioritized that failure and success factors lists through Delphi experts. Failure and success factors present an extensive knowledge of integration problems and practical solutions. In addition, their relative importance highlights the severity and importance of each failure and success factor. The results of this study not only help to understand integration issues and solution, but provide a platform to develop a solid strategy at early stage of GSD.

The trend for global software development is increasing day by day. Global software development takes into account, the development of software globally by bringing knowledge about the market. There are several challenges that have an impact in developing software globally. In this study we investigate several management challenges faced in globally distributed projects and scrum practices that are being implemented by the organization. We also study the benefits in implementing scrum. For our research, we have performed literature review to find out the various challenges in managing globally distributed software projects and various scrum practices that are discussed. We conducted industrial case studies to find out the challenges being faced by them in globally distributed projects and the various scrum practices that are followed by them to overcome those challenges and also to know the benefits of implementing scrum in GSD. In order to provide quantitative support of management challenges and scrum practices discussed in the literature review, surveys have been conducted. We used grounded theory for analyzing the data gathered during the study. There are several challenges that are being faced by the organizations while developing software globally. There are also several scrum practices that have been found from the interviews. There are few challenges that need to be addressed in future research. / The trend for global software development is increasing day by day. Global software development takes into account, the development of software globally by bringing knowledge about the market. There are several challenges that have an impact in developing software globally. In this study we investigate several management challenges faced in globally distributed projects and scrum practices that are being implemented by the organization. We also study the benefits in implementing scrum. For our research, we have performed literature review to find out the various challenges in managing globally distributed software projects and various scrum practices that are discussed. We conducted industrial case studies to find out the challenges being faced by them in globally distributed projects and the various scrum practices that are followed by them to overcome those challenges and also to know the benefits of implementing scrum in GSD. In order to provide quantitative support of management challenges and scrum practices discussed in the literature review, surveys have been conducted. We used grounded theory for analyzing the data gathered during the study. There are several challenges that are being faced by the organizations while developing software globally. There are also several scrum practices that have been found from the interviews. There are few challenges that need to be addressed in future research. / Phone number: +4552633534

Context. Distributed software development teams frequently faced several issues from communication, co-ordination and control aspects. Teams are facing these issues because between teams there is socio-cultural distance, geographical distance and temporal diatance. So, the purpose of the study is to find out the acts when distributed Scrum teams face the problems. Objectives. There are several numbers of common GSD challenges or issues exist; such as, face to face meetings difficult, increase co-ordination costs and difficult to convey vision & strategy so on. The purpose of this study was to search, additional frequently occurred Global Software Development (GSD) issues or challenges. As well as, to find out the mitigation strategies, those practices by the Scrum practitioners (distributed software environment) in the industry. Methods. In this study, systematic literature review and scientific interview with distributed Scrum practitioners were conducted for empirical validation. One of the purpose for interview was to get challenges & mitigations from distributed Scrum practitioners point of view; as well as, verifying the literature review’s outcomes. Basically, we have extended the Hossain, Babar et al.’s [1] literature review and followed the similar procedures. Research papers were selected from the following sources, such as, IEEEXplore, ACM Digital library, Google Scholar, Compendex EI, Wiley InterSciene, Elsevier Science Direct, AIS eLibrary, SpringerLink. In addition, interviews were conducted from the persons who have at least six months working experience in a distributed Scrum team. Moreover, to analyze the interviews thematic analysis method has been followed. Results. Three additional common GSD challenges and four new mitigation strategies are found. Among the additional issues, one of them is communication issues (i.e. lack of trust/teamness or interpersonal relationship) and rest of them are co-ordination issues (i.e. lack domain knowledge/ lack of visibility and skill difference and technical issues). However, additional mitigation strategies are synchronizing works, preparation meeting, training and work status monitoring. Finally, frequently faced GSD issues are mapped with mitigation strategies by basing on the results obtained from SLR and interviews. Conclusions. Finally, we have got three additional GSD issues (such as, lack of trust/ teamness/ interpersonal relationship, lack of visibility/ lack of knowledge and difference in skills & technical issues) with the existing twelve common communication, co-ordination and control issues. The mitigation techniques (such as, synchronized works hour, ICT mediated synchronous communication and visit so on) for the common GSD issues has been found out and validated by Scrum practitioners. Among the existing issues, several of them use new mitigation strategies, those were gotten from practitioners. Moreover, for the two existing control issues (i.e. management of project artifacts may be subject to delays; managers must adapt to local regulations) lessening or mitigation techniques have been addressed by interviewees. This study was carried out to get the common GSD issues & mitigations from literature and distributed Scrum practitioners.

Global software development is more challenging than the collocated software development. It requires extra effort to provide necessary information for coordinating the tasks activities which is natural in a collocated environment. Regardless of the task domain, team awareness (task awareness and presence awareness) is essential for coordinating the task activities both in collocated and distributed teams. As distance between the teams grows it requires disseminating the awareness information among team members to support coordination. In this study, we investigate how does the team awareness interact with other team cognition mechanisms like familiarity (i.e. task familiarity and team familiarity) and shared mental models (i.e. shared mental models of the task and shared mental models of the team). We also see how familiarity and shared mental models interact with each other. Then, we conjure its implications on coordination and team performance. Further, we investigate the level of team awareness on four segments of distance which are defined based on the distance between the pairs of teams (i.e. from collocated teams to the teams that are distributed across different time-zones). We used snowballing technique (i.e. forward snowballing and backward snowballing) for the literature review and conducted survey and semi-structures interviews for data collection. We found that team awareness has a positive effect on team cognition mechanisms (familiarity and shared mental models) and consequently has positive implications on coordination. Therefore, we postulate that team performance improves by providing the necessary awareness information to the software development teams. We found that, in addition to distance, there are other factors like task size, team size, team type and communication that also affect the team awareness in collocated and distributed collaborative software development teams. Finally, we presented a list of factors that can be incorporated in collaborative learning and development tools. / +46 455 38 50 00

Context: Software development in a setting in which the development sites are dispersed across geographical areas, either close proximity or globally, is fast becoming a widespread trend. This software development arrangement is also known as Global Software Development (GSD) or Distributed Software Development (DSD) or Global Software Engineering (GSE). Projects executed by a dispersed team have been noted as a more risky and challenging venture than projects run with teams under the same roof. Therefore the knowledge of the potential challenges and the probable mitigation strategies for GSD is vital for running a successful project. Objectives: The study entails the identification of GSD related challenges as well as their mitigation strategies. The collected challenges and mitigation strategies are later compiled into checklists. The developed checklists can be incorporated into risk management process particularly risk identification and risk mitigation planning. Methods: This research extends an existing systematic literature study conducted on empirical research on GSD, which was based on a review of publications from 2000 to 2007. The previous research is incorporated in this research and, in addition, papers between 2007 and 2009 are reviewed. In contrast to the previous research was aimed at gathering empirical evidence in GSD, however in this research the focus is specifically on challenges associated with GSD projects as well as the mitigation strategies that can be employed. An industrial survey was also conducted to validate the checklists and determine if the identified challenges and mitigation strategies were pervasive in industry. Furthermore interviews were also conducted to further validate the usefulness and usability of the developed checklists. Result: As a result, from the systematic literature review for publications between 2000 and 2009, a total of 48 challenges and 42 mitigation strategies were identified and placed in two separate categorized checklists. These challenges and mitigation strategies are elaborated in this paper. From the survey result, no additional challenges and 4 strategies were identified in the survey. Meanwhile from the interviews, all interviewees reported that the checklists are useful and easy to use. Conclusion: The absence of new challenges being identified from the study did not merit a conclusion that all possible challenges in GSD have been revealed. Therefore we conclude that more empirical research still needs to be done on identifying the challenges and mitigation strategies associated with GSD settings. Furthermore the checklists can be useful and valuable in identifying challenges and the potential mitigation strategies for communication, control and coordination mechanisms in distributed software development projects.

The term “Globalization” brought many challenges with itself in the field of software development. The challenge of accurate effort estimation in GSD is one among them. When talking about effort estimation, the discussion starts for effort estimation methods. There are a number of effort estimation methods available. Existing effort estimation methods used for co-located projects are might not enough capable to estimate effort for distributed projects. This is why; ratio of failure of GSD projects is high. It is important to calibrate existing methods or invent new with respect to GSD environment. This thesis is an attempt to explore the accuracy of effort estimation methods for distributed projects. For this purpose, the authors selected three estimation approaches: COCOMO II, SLIM and ISBSG. COCOMO II and SLIM are two well known effort estimation methods, whereas, ISBSG is used to check the trend of a project depending upon its (ISBSG’s) repository. The selection of the methods and approaches was based on their popularity and advantages over other methods/approaches. Two finished projects from two different organizations were selected and analyzed as case studies. The results indicated that effort estimation with COCOMO II deviated 15.97 % for project A and 9.71% for project B. Whereas, SLIM showed the deviation of 4.17% for project A and 10.86 % for project B. Thus, the authors concluded that both methods underestimated the effort in the studied cases. Furthermore, factors that might cause deviation are discussed and several solutions are recommended. Particularly, the authors state that existing effort estimation methods can be used for GSD projects but they need calibration by considering GSD factors to achieve accurate results. This calibration will help in process improvement of effort estimation.

Context: Over the past few years, Global Software Development (GSD) has emerged as an evolving trend in the software industry. The reasons behind this evolution are globalization, economic benefits, time to market, organizational and strategic location, access to skilled labor and reduction of costs. But despite its benefits, GSD also has challenges associated with communication, coordination and control. The challenges are mainly due to temporal, geographical and socio-cultural distances. Due to flexibility, and emphasis on frequent communication in agile methods, researchers have shown interest in incorporating agile methods in GSD. Extreme Programming (XP) is one of the most widely known agile methodologies that values simplicity, communication, courage and feedback. In this research study, we have investigated the suitability of XP in GSD by exploring its benefits and challenges in the state of art and state of practice. Objectives: This study aims at investigating the benefits and challenges associated with the combination of XP and GSD both in the research literature and in practice. The study also explores practices or solutions adopted in order to address the challenges of XP-GSD combination. Moreover, this study compares challenges of XP-GSD combination with the traditional GSD challenges. Methods: This research study has been accomplished with the help of a systematic literature review (SLR) and an industrial survey. For the systematic review, the snowballing approach was applied, and an initial set of papers was selected from IEEE Xplore and Google Scholar. After selecting the initial set of papers, backward snowballing was conducted by searching the reference list of the selected articles. Then, forward snowballing was conducted by looking for the citations of the selected articles. After completing the systematic review, the industrial survey was conducted to complement the findings of the literature review. The data collected from both SLR and survey was analyzed both separately and collectively. Results: Through SLR, we have identified 21 benefits, 17 challenges, and 18 solutions to the identified challenges. The benefits and challenges have been classified according to communication, coordination and control in correspondence with temporal, socio-cultural and geographical distance. From the survey, we have identified 19 benefits, 20 challenges, and 17 solutions to the identified challenges. However, 13 benefits, 9 challenges, and 8 solutions were in common. The majority of challenges found in both literature review and survey were however traditional GSD challenges. Conclusions: The scarcity of research literature in the area suggests that more work needs to be done to successfully implement XP in GSD projects. The benefits and challenges extracted from literature and industry suggest that the application of XP can be beneficial for GSD since the majority of the reported challenges are traditional GSD challenges. Nevertheless, application of XP practices can alleviate these challenges. Based on the results, we conclude that XP can be successfully adopted in GSD projects.

Context. Global software development (GSD) has become a significant practice in software industry due to rapid globalization processes and technological advances. In GSD, software development activities are carried at geographically distributed locations by collaboration of people with different background and culture. In this study, we studied an area of global software maintenance from both of state of the art and state of practice in order to understand which challenges are hampering the effectiveness of distributed maintenance team as well as which mitigation strategies can appease their impact. Objectives. The study unravels challenges of global software maintenance and alleviation strategies to address to those challenges by methodically reviewing relevant studies and industrial practitioners’ experiences. It also explores the convergence and divergence between the outcome from scientific studies and industrial settings Methods. Data collection processes are done through systematic literature review and industrial interviews. In the systematic review a variety of article sources are queried, including Compendex, Inspec, IEEE Xplore, ACM Digital Library, Wiley Inter Science, Scopus, Science Direct, ISI WOS and Springer Link. Interviews are conducted with five practitioners from 4 different multinational organizations. As data analysis methods, grounded theory and qualitative comparative analysis are applied. Results. Totally, 90 different challenges and 73 strategies were revealed. Unlike most of similar studies in GSD which used 3C categorization (Communication, Control and Coordination), we come up with a different view as we called 3PT which conceptualizes challenges and strategies into People, Process, Product and Technology factors. Conclusions. We conclude that collaborative processes and their clear definitions among all maintenance stakeholders are one of the critical success factors of effective maintenance in global collaboration. Most importantly, a maintenance management should focus on the holistic improvement of each factor in 3PT and their synergy can contribute much to the successful software maintenance in globally distributed environment. / We found that collaborative processes and their clear definitions among all maintenance stakeholders are one of the critical success factors of effective maintenance in global collaboration. Most importantly, a maintenance management should focus on the holistic improvement of each factor in 3PT and their synergy can contribute much to the successful software maintenance in globally distributed environment.

Uncertainty in software development and business environment and the need to increase thespeed of development have driven organizations to search for methods that are responsive toboth change and speed. Providing iterative development, agile development involvescustomers and users through different phases of development, and delivers frequent releasesof software to customer while receives the corresponding feedback. Using this approach, agiledevelopment thus aims at addressing mentioned issues of speed and uncertainty whiledeveloping only what customer needs from the beginning of the project. On the other hand,distributed software development is used in many organizations to reach global talent andglobal market. The problems associated with distributed software development such as lack ofenough communication and team coherency, have forced project managers to combine it withagile to mitigate these social problems. This study focuses on distributed agile development,its suitability for a typical project and its challenges and deficiencies. Text analysis andinterviews using qualitative methods are used in this scientific research work. From thetheoretical view point, different text covering agile methodology, distributed development andcombination of them were considered. This study covered two parts: first, an evaluation ofagile and distributed development opportunities and problems to help determine whether ornot distributed development is suitable for a project and second, considering the challengesonce starting to use this method and practices required to regard them. For the empirical part,the focus was put on Volvo IT employees by having seven interviews with members who arecurrently active in distributed agile development. These interviews were used to compare andverify the finding of the theoretical part. The results of the study were categorized into twosections. In the first part, important elements required to verify the suitability of using thismethod are provided. The recommended factors for this evaluation are cost, productivity,customer, team structure, etc. In the second part, the challenges of using distributed agiledevelopment were categorized into four parts: (a) challenges of selected agile method, whichthe focus in this study is Scrum, (b) challenges with time-zone differences, (c) communicationchallenges and (d) finally team building challenges. The required practices to address thesechallenges were also provided. / Program: Masterutbildning i Informatik