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A Process Framework for Global Software Engineering Teams

机译:全球软件工程团队的流程框架

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Context: Global Software Engineering (GSE) continues to experience substantial growth and is fundamentally different to collocated development. As a result, software managers have a pressing need for support in how to successfully manage teams in a global environment. Unfortunately, de facto process frameworks such as the Capability Maturity Model Integration (CMMI*) do not explicitly cater for the complex and changing needs of global software management. Objective: To develop a Global Teaming (GT) process area to address specific problems relating to temporal, cultural, geographic and linguistic distance which will meet the complex and changing needs of global software management. Method: We carried out three in-depth case studies of GSE within industry from 1999 to 2007. To supplement these studies we conducted three literature reviews. This allowed us to identify factors which are important to GSE. Based on a gap analysis between these GSE factors and the CMMI®, we developed the GT process area. Finally, the literature and our empirical data were used to identify threats to software projects if these processes are not implemented. Results: Our new GT process area brings together practices drawn from the GSE literature and our previous empirical work, including many socio-technical factors important to global software development. The GT process area presented in this paper encompasses recommended practices that can be used independently or with existing models. We found that if managers are not proactive in implementing new GT practices they are putting their projects under threat of failure. We therefore include a list of threats that if ignored could have an adverse effect on an organization's competitive advantage, employee satisfaction, timescales, and software quality. Conclusion: The GT process area and associated threats presented in this paper provides both a guide and motivation for software managers to better understand how to manage technical talent across the globe.
机译:背景信息:全球软件工程(GSE)继续经历可观的增长,并且与并置开发根本不同。因此,软件经理迫切需要在全球环境中成功管理团队的支持。不幸的是,诸如能力成熟度模型集成(CMMI *)之类的事实上的流程框架并未明确地满足全球软件管理的复杂和不断变化的需求。目标:开发一个全球团队(GT)流程域,以解决与时间,文化,地理和语言距离有关的特定问题,这些问题将满足全球软件管理复杂且不断变化的需求。方法:从1999年到2007年,我们对GSE在行业内进行了三个深入的案例研究。为补充这些研究,我们进行了三篇文献综述。这使我们能够确定对GSE重要的因素。基于这些GSE要素与CMMI®之间的差距分析,我们开发了GT工艺领域。最后,如果没有执行这些过程,则文献和我们的经验数据将用于识别对软件项目的威胁。结果:我们新的GT流程领域汇集了从GSE文献和我们以前的经验工作中汲取的实践,包括许多对全球软件开发非常重要的社会技术因素。本文介绍的GT流程领域包含可独立使用或与现有模型一起使用的推荐做法。我们发现,如果经理们不积极实施新的GT实践,他们就会使他们的项目面临失败的威胁。因此,我们列出了一系列威胁,如果忽略这些威胁,可能会对组织的竞争优势,员工满意度,时间表和软件质量产生不利影响。结论:本文介绍的GT流程领域和相关威胁为软件经理提供了指南和动力,以更好地了解如何在全球范围内管理技术人才。

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