Global software development has been and continues to be a phenomenon fueled by factors such as
access to a large and specialized labor pool, reduction in development costs, global presence and proximity to the customers. While we are witnessing reports of successful global teams, research reveals that distance contributes to heightened complexity in organizational processes. Primarily, processes of communication, coordination and control are affected by distance, with direct consequences on how software is defined, constructed, tested and delivered to customers, as well as how its development is managed. Furthermore, inherent cultural issues are perhaps the most confusing, yet intriguing aspect of global teams. Stakeholders who are expected to work together as a team do so despite their diverse attitudes towards hierarchy, time management and adversity to risk.
Global software development has been and continues to be a phenomenon fueled by factors such asaccess to a large and specialized labor pool, reduction in development costs, global presence and proximity to the customers. While we are witnessing reports of successful global teams, research reveals that distance contributes to heightened complexity in organizational processes. Primarily, processes of communication, coordination and control are affected by distance, with direct consequences on how software is defined, constructed, tested and delivered to customers, as well as how its development is managed. Furthermore, inherent cultural issues are perhaps the most confusing, yet intriguing aspect of global teams. Stakeholders who are expected to work together as a team do so despite their diverse attitudes towards hierarchy, time management and adversity to risk.
การแปล กรุณารอสักครู่..
