distribution of sw project work presentation.pdf · 27.1.2016 10 • labor, its availability and...
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Distribution of
SW project work
H.Sten
2016
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Content
27.1.2016 2
• Introduction
• Dimensions of distribution
• Reasoning
• Centrifucal forces
• Implications (benefits & disadvantages)
• Processes & Methods
• Research results
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Introduction
27.1.2016 3
• Distributed software development is an issue of increasing daily
routine for software development organizations today.
• Globalization, outsourcing, and offshoring are current and remaining
features for software development projects.
• Distribution is not a simple and well-managed task today.
• International distribution gives us some benefits but some
disadvantages as well.
• Often, the company has several offices in different cities, different
countries, or even different parts of the world, and software
development projects are distributed among these units.
• Software companies can also distribute software development to
subcontractors, which are often located in different locations or even
different countries.
• Software companies have also often very different reasons for the
distributed development.
• Distributed software development is affected by a lot of forces that
influence the success or failure.
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Dimensions of distribution
27.1.2016 4
• Dimensions of distance
• Geographical
• Temporal
• Socio-Cultural
• Organizational
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Geographical distance
27.1.2016 5
• Geographically distributed software development, developers
can work with physically positions in several different
places.
• The physical distance between the developers may be small,
eg. working on different floors of the building, but the software
engineers often work in different locations, which may be
located in different cities, countries or even continents.
• In the geographical distribution a measure of the distance
between the developers do not necessarily give a true
picture of software development in distribution.
• Better picture and insights being it’s what you get when you look
at locations between the transport and ease the transition to
work by point to another.
• The distance between geographically distributed locations can
be economically and timely valuable.
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Temporal distance
27.1.2016 6
• Temporal distance will inevitably become part of the different
time zones distributed software projects.
• Temporal distribution are also found in the different locations
that are used for different work periods.
• Temporal distribution dimension refers to the time difference
between the interaction necessarily aspiring software
developers experienced.
• The temporal distribution is always combined with a lack of, or
limited real-time communication.
• If the different offices’ normal working hours are in partially or
even completely different times of the day, the temporal
distribution can be said to occur significantly.
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Socio-cultural distance
27.1.2016 7
• Socio-cultural distribution refers to a person's
ability to understand another person's
values and normative practices.
• Factors affecting the socio-cultural
distance includes e.g. national culture,
language, politics, local organization and
employee motivation
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Organizational
distance
27.1.2016 8
• One dimension is the outsourcing of resources.
• Outsourcing refers to the software development of any part of or
the conclusion of the phase of the adoption of a partner or a
subcontractor to carry.
• Distribution can also be organizational, wherein a part of the
product development organization can operate abroad and it
can thus be determined to intensify their operations with the help of
eg. time zones as shifts.
• Organizational distribution is about different organizations are
often the diversity of practices and organizational cultures.
• The organizational dimension is usually found in the larger and
medium-sized enterprises
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Reasoning
27.1.2016 9
• The reasons for the emergence of distribution are many and varied.
• The reasons can be divided into previous studies and literature, for
example active and passive causes.
• Active reasons are relating to active effort to a state where software
resources are distributed. Active reasons are various, they are e.g.
cost, greater efficiency and availability of resources.
• Passive, dependent on the circumstances or the environment,
reasons include e.g. acquisitions, large company and the market.
• Another way to share the reasons for distribution is a division of
known and unknown causes.
• Known causes include e.g. cost savings, broader resource for market,
operational efficiency, and proximity to the customer and the market.
• Unknown (or not so well-known) reasons include e.g. organizational
benefits (e.g. the best practices), the team benefits (e.g. improved
modularity of tasks) as well as the process and benefits at task-level
(e.g. improved documentation).
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Main reasons to distribute
27.1.2016 10
• Labor, its availability and its skills. • When software development companies are looking for the resources
available, they will have to distribute its activities extensively, either by
setting up a new office or by outsourcing operations in question operating
in the territory of partner or subcontracting firm.
• Economic reasons. • Looking from Finland, the cost of software professionals during the last
decades has always been cheaper the farther to the east or south the
location is. Today can be seen that price erosion have been fast in price of
software development labor. Asia is not anymore seen as cheap as it used
to be from Finnish lead company point of view.
• Proximity to the customer and / or end-user. • Software projects’ customers operate often nowadays globally or are
located abroad. Software development project has been the more
successful the closer customers are during development. Also, the end-
user proximity and understanding is important for software product
development
• Expansionist designs • The only opportunity for the software company to expand functionally and
to internationalize, may be the creation of a new office in another location,
a new country, or even acquisition abroad.
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Centrifucal
forces
27.1.2016 11
Carmel, E. & Tjia, P. 2005. Offshoring Information Technology:
Sourcing and Outsourcing to a Global Workforce. Cambridge:
Cambridge University Press
• All the disadvantages associated with international distribution
cannot be eliminated, but their effects can be reduced.
• Striking a balance between the various types of benefits,
disadvantages and successes in the conditions of distribution is one of
the most important things for a successful international and distributed
software development project.
• Carmel and Tjia disclose the problems relating to spreading of the five
"centrifugal forces" means.
• Each of these five power alienates project staff from each other,
making it even more difficult to work.
• These forces are culture, communication, coordination, control and
cohesion.
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Culture 1/2
27.1.2016 12
• Cultural impact cannot be ignored in internationally distributed
development projects.
• Cultural effects are most visible in long and multi-national projects.
• Cultural diversity is useful for the project, if it is understood and used
properly.
• Every culture has different principles, values, beliefs, communication,
norms and behavior. Even small cultural mistakes lead to culture
clashes, mistrust and later to conflict.
• Culture should be seen as (Hofstede & Hofstede, 2004) compatible
with human nature, culture and the individual's personality as a
whole, which is programmed in the human mind.
• Human personality is partly inherited and learned. Human nature is
the deepest level and inherited from the genes.
• Personality is the superficial and highest level. It is based on genetic
factors and individual experiences that make us all unique people.
• Culture is the middle level. It builds on the experience we share
between a certain group of people with whom we live in the same
community.
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Culture 2/2
27.1.2016 13
• Hofstede et al. (2010) the cultural dimensions can be used to simulate a
variety of multi-cultural party behavior. The cultural differences appear in
comparing them with each other and the differences between countries
described various indices [13]. See: http://geert-hofstede.com/national-
culture.html.
• Lewis (2006) developed the LMR-model (linear, multi and reactive) to test
the cultural profiles and the assessment and determination method of the
cultural background of individuals. According to Lewis the world’s
hundreds of national and regional cultures can be divided into three
groups; function key and well-organized designers (Linear), people-
oriented, speechful and linked to each other (Multi), as well as introverted
and respectful focusing on listeners (Re). In cultural triangle adjacent to
each other countries are close to each other, so there are often less
conflicts. Similarly, if the countries are far from each other, in the
determination of the cultural triangle, culture definition and understanding
becomes important.
• At the regional culture has a much greater impact than organizational
culture.
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Communication
27.1.2016 14
• In software development project, one of the key success factors is the
successful communication.
• Communication requires more attention in distributed software
development, where there is less or no informal communication.
• In distributed projects, communication results in delays and
consequences of such delays due to the time difference and
misunderstanding, reliance on asynchronous communication, a lack of
random and spontaneous discussions, as well as the possible lack of a
common language.
• Communication is in this context communication between the software
project partners and stakeholders (information, information management,
and communication management).
• Communication is an important advocacy and management tool because it
involves interpretation and the adoption of a mere addition to the transfer of
knowledge of information.
• A very important issue for distributed project communication is also a
common language.
• In a distributed software development the trust plays an important role in the
communication between software developers. The lack of thrust decreases
the willingness to share information and to communicate adequately.
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Coordination
27.1.2016 15
• In distributed software projects the
coordination has an important role in the
success of the project.
• Software development is a set of
complex tasks, which have all the time a
lot of small adjustments, changes and bug
fixes.
• Coordination ensures that these changes
are made in such a way that all tasks
contribute to the achievement of the main
objective of the project.
• When coordination slows, several
problems occur.
• Things are going to the wrong direction for
so long that it becomes very difficult to get
thing back on track.
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Control
27.1.2016 16
• Control is another important aspect of managing a distributed
software project.
• Control tries to ensure that the work is consistent with the
objectives and selected standards and practices.
• Control is best achieved when the software project managers
can be and work among his subordinates (ie. management by
walking).
• In a distributed software development project managers
cannot physically meet with subordinates on a daily basis
and that leads to not getting a proper knowledge what’s
happening on the other sites.
• To improve this, managers needs to travel as often as possible to
all sites. That requires budgeting and time planning.
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Cohesion
27.1.2016 17
• Co-operation is also very important in all distributed operations -
especially in software development.
• If a software development group have good cohesion, members can rely
on each other, like each other and to help one another.
• Trust is a difficult concept to distributed work, as it partners must trust
each other, so that efficient co-operation is at all possible. On the other
hand it is often difficult to build trust over long distances. Some individuals
and cultures trust quickly, other cultures more slowly.
• Understanding diversity, a common spoken language (preferably mother
tongue) and trust are at the root of effective co-operation.
• A prerequisite for any form of co-operation is, however, a functional and
good communication.
• In the distributed development environment, cohesion is critical co-
operation. Often it is not economically possible to work often enough
face to face, but to create the most favorable conditions and tools for the
success of other forms of communication. In there the importance of
informal communication is often emphasized.
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Implications (benefits & disadvantages)
27.1.2016 18
• Causes of distribution and its consequences, both positive and
negative, between the limits are not always entirely clear. Some of the
distribution caused by the effects are, depending on point of view, the
positive ie. potential, or negative ie. threats or problems.
• Based on previous research, it can be generally stated that the
disadvantages of the distribution are smaller than the benefits.
• Effects:
• The lack of mutual meetings is one of the effects of distribution.
• The diversity communication (linguistic and cultural differences ).
• The delays in communication (asynchronous).
• The weaknesses in confidence and team spirit.
• Also has effects on the distribution of tasks.
• Effect with time differences between sites.
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Implications (benefits)
27.1.2016 19
• Benefits can be divided for example into partially identified and to not
identified benefits.
• Partially identified benefits are the reduction of development costs,
availability of skilled resources, improvement of operational
efficiency, the market area / end-user proximity, the software
architecture modularity, the global market for labor resources.
• Not identified benefits could be that the software developer's work
is not disrupted as much in distributed work, better organized task
allocation, cost reduction in task coordination, clearer processes and
improvement of documentation.
• What's more is the diversity of the cultures and other diversity, the
more distributed and will highlight best practices and innovation.
• When the distributed work is done from productivity point of view, e.g.
using the time differences between different locations as a
development process, can be a market advantage for faster timetable.
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Processes & Methods
27.1.2016 20
• In a distributed software development it is important to choose the appropriate
methods and processes.
• Often the choice of method is tailor-made model from another or several models.
• Traditional software development process models do not always fit in distributed
software development. Herbsleb (2007) according to resolve a distributed software
development the main problem, distance management, is to focus on improving
and edit e.g. processes and practices.
• Dependence on agile methods in the physical location of the project varies method
wise. The selected method is very case-specific.
• Scrum is mitigating a number of problems arising from distribution. • It also helps with the communication, coordination and control of the project. Scrum
has also been found to improve the spirit between sites and some problems due to cultural
differences, but it does not eliminate them completely.
• In a distributed software development can be a number of local Scrum teams, whose
work will be divided in such a way that there is no need to hardly communicate with each
other.
• Scrum Alliance recommends local scrums with Scrum of Scrums for distributed environment.
It Scrum teams are wholly local teams, who are not particularly dependent on each other.
Scrum masters to form their own distributed Scrum team. It's called Scrum of the Scrums
(SoS).
• XP's suitability for distributed software development environment is good, but not as
good as e.g. Scrum, respectively. • XP methods are based on good communication and customer's strong presence. Both
of those have difficulties of implementation in a distributed environment and all of its sites.
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Research results 1/2
27.1.2016 21
• The examle study is primarily multi-case study. As the study focused on
six (6) into a separate organization.
• Their evaluations of current status, which are the context for the
experience of organizations in the 2000s the topic, as well as the future
prospects of forecasting.
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Research results 2/2
27.1.2016 22
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27.1.2016 23
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27.1.2016 24
Universal
Personality
Culture
Human nature
Asema
Sukupuoli Kansalaisuus
Arvot Kunnioitus
Tarve kuulua
ryhmään
Ahkeruus
Kohteliaisuus
Halu tulla
ymmärretyksi
Inherited and learned
Learned
Learned
Specific to individual
Specific to Group or category
Appendix (triangles)