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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 Objectives. You should be able to:
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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 Objectives You 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
Communication tools E-mail Groupware Chat Discussion Audio-conferencing Video-conferencing Software tools Project management Software configuration management CASE Solution: Collaborative IT 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