Global Software Teams

Sources – Handout Readings

Carmel “Global Software Teams” Alexander “Virtual Teams Going

Global” Geber “Virtual Teams” Laroche “Technology, Protocol Keep

Virtual Teams Going ..” Solomon “Managing Virtual Teams”

Student Learning ObjectivesYou should be able to: Define a global software team Describe the team development process Describe obstacles to the effectiveness of

distributed project teams List and discuss management solutions for

distributed project team success List and describe collaboration tools Explain the roles of team-building, trust,

leadership, architecture, methodology, team memory, and communication for successful global IT teams

Virtual Team Drivers Globalization of organizations Faster product development cycles needed to

be more competitive Need for organizations to be flexible, respond

quickly Need for skills from across and outside the

organization Need for internal cultural diversity to respond

to increasing diversity of customers Advances in Information & Communication

Technologies (ICTs)

Global Software Team: Definition

Collaborating on a common systems project

At least 2 sites separated by national boundaries

Led by a project manager and local managers and/or team leaders

Emerging Global Software Sites India: 50,000 software professionals per

year Israel: 2000 high-tech firms Others:

Chile, Brazil Ireland, Finland, Russia China, Australia, Philippines

Shortages in N.A., Europe Enabled by ICTs Driven by outsourcing, time, money

Team Development Phases Form

Gather information about tasks and each other Storm

Surface and resolve conflict over styles, values, goals, power Norm

Achieve balance, coordination, protocols Perform

Complete tasks, handle conflict Motivation, satisfaction

Disband: Closure, document lessons learned

An Effective Team:

Gets the job done Takes care of its members Trust and support each other Has confidence in its decisions Has open, honest communication Members’ values and needs match

group’s Listen and respond constructively Value each others’ contributions

Tools for Team Development

Training and education management, technical

Team-building involvement of team members in planning ground rules (conflict, decision-making) professional facilitation

Reward and recognition systems promote specific behaviors link rewards to clear, achievable performance

goals

Managing a Team

Assume the best about people - be kind Fix the problem vs. finding blame Have regular, effective meetings

focused, results-oriented, action-oriented Limit team size to 3-7 Plan social activities Nurture team members and train and

encourage team to nurture itself Recognize individual and team

achievement

Challenges to Global Teams Loss of control

Dispersed decision-making, less mgt influence Loss of coordination

Difficulties in day-to-day adjustments Lack of communication

E-mail is lean, asynchronous Loose coupling of federated units

Hard to develop shared goals, cohesiveness, trust

Cultural differences

Solution: Collaborative IT

Communication tools E-mail Groupware Chat Discussion Audio-conferencing Video-conferencing

Software tools Project

management Software

configuration management

CASE

Require training, leadership, support, fit

Solution: Team Building

Creating a sense of affinity, “teamness”

Collective responsibility for product Interdependent tasks (vs.

independent) Shared rewards and recognition

Tied to teamwork Time zone awareness

Solution: Communication

Communication improvements Active listening Protocols Face-to-face when possible Building cultural awareness Team web site

Solution: Leadership Technical, managerial, global

dimensions: MERIT Multi-culturalist / comfortable with

multiple styles Electronic facilitator: communicate

visions and link actions electronically Recognition promoter Internationalist: follows world events Traveler: MBFA (management by flying

around)

Solution: Task Allocation linked to Product Architecture

Design the product architecture before the team Gradual distribution of responsibilities Module-based:

Work relatively independently Formally defined components

Phase-based: Sequential hand-offs Documentation especially important

Integrated: follow-the-sun Faster time-to-market

Solution: Software Development Methodology

Common methods needed Vocabulary / terminology Norms

Often a source of disagreements between units

Need agreements in writing Continuous updates, to team website

Solution: Telecomm Infrastructure

Reliable high-speed connections

POTS (plain old telephone service)

Does not replace travel

Management Guidelines Lateral communication and coordination

Face-to-face meetings, rotations, e-mail More formal protocols, more informal

communication Clearly define roles and tasks within larger

organizational context Establish and foster trust Store team memory

documents and development objects Foster awareness of culture and language