2stACT_Experiences in Distributed Development_A Case Study

7/30/2019 2stACT_Experiences in Distributed Development_A Case Study

1/22

EXPERIENCES IN DISTRIBUTED

DEVELOPMENT: A CASE STUDY

LORI KIEL

ANGELUS VINCENT P. GUILALAS

MCPE DSD IIMCPE 226


2/22

Introduction:

The article is all about the adoption

of globalized approaches to softwarecreation which is the distributed software

there will be continuing pressures

towards this approach, it could be

technical or human factors.


3/22

Cont. Intro.

The study described here was

undertaken in order to contribute to the

small but growing body of empirical

now e ge o g o a so waredevelopment. In addition, was to

answer the question, how did the

distribution of software development forthis product fail?


4/22

Positive Impact of the Article:

When I read this article a lot of ideas,

opinions, and questions came in my mind.

Why? And how this distributed project

failed? Directly examining the effects of the

which are themes, practices, and general

observations it is an important direction for

any distributed team for continued researchfor globally distributed software

development.


5/22

Cont. Positive Impact

The positive impact here is that this

negative result was considered as a

adoption and research of globally

distributed development.


6/22

Negative Impact of the Article:

Reading this article there were no

much big impact on the negative side inmy own view. Although I was a little bit

i in u h h n h n

this project fails to achieve its goals.Nevertheless, it was not a situation for

me to worry for as a one of the people who

is taking the path and understanding how

software evolved.


7/22

Cont. Negative Impact

However, over the years I know thatdistributed software development team is

constantly striving to find new ways in

which we can offer high quality softwaredevelopment services at low prices to the

customers around the world. It is always

a continuing challenge for us that thisfailure may eliminated.


8/22

Comments/Reactions/Conclusions:

This study shows that organizational

differences which emerged in the study are

much stronger indicators that will affect ina good quality distributed software product

the development.


9/22

Cont.

Comments/Reactions/Conclusions:These are themes which represent the

abstract or broad conceptual challenges to

distribution that participants described.Practices or specific ways of doing things on

-

company as described by the participants. Itis at the level of practices where the themes

are realized and reinforced. Finally, a third

contains general observations made by the

participants about the process of distributed

development.


10/22

Cont.


This category contains the participants

own reflections on the overall practice ofdistribution, not necessarily their own

project or projects. The data in this studyindicate that when linguistic and cultural

differences are present, along with inter-

office power struggles, these problems are

dramatically amplified.


11/22

Cont.


In my own view, this study simply

describes the problem which is how to useglobally distributed technical personnel to

create software in an effective and

economical manner. According to Lori Kiel Itis always compelling to try and isolate the

one factor - the silver bullet that will solve

a problem. But we cannot isolate one factor

as the cause of dismiss or failure of the

project.


12/22

Cont.

Lori Kiel describes situations that

happen during the development an eight-hour time zone difference, a subsequent

,

and a poor inter-office relationship.


13/22

Cont.

Even though teleconference meeting is

always a challenge they nonethelessfunction as a powerful and effective

communication tool for many international

organizations because this effectiveness isseverely diminished when language or

cultural barriers hinder the degree to

which all people involved in the meetingcan participate fully which is very true.


14/22

Cont.

However, when software projects get

behind the scheduled time, the typicalsolution is to add more MAN-MONTH or

manpower to the software project. But

theres a fallacy on it. The second problemwith estimating completion time of

software projects is with the unit of time

used to estimate the completion of theproject which is MAN-MONTH.


15/22

Cont.

There is a fallacy involved with this

unit: It is true that the cost of the project

will increase proportional to the MAN-MONTH used for that project. However,

proportional to the number of MAN-MONTHS used for a project. Hence the

man-month as a unit for measuring the size

of a job is a dangerous and deceptive myth.

It implies that men and months are

interchangeable.


16/22

Cont.

Men and months are interchangeable

commodities only when a task can be

partitioned among many workers with nocommunication among them. According to

software project makes it later. Thereforethere is no single factor can be isolated as

the cause of the failure.


17/22

Recommendations:

Software Development as a global

enterprise is current a reality for many

large corporations and it is one of therapidly growing trends in the software

increasingly common. Main expectedbenefits are improvements in time-to-

market efficiency and access to greater

and less costly resources.


18/22

Cont. Recommendations:

However a number of problems are

still to be solved before the full potential of

global development can be obtained.


19/22


Recommendations must be observed

and implemented such as explicitagreements and ways of working should be

defined for the following areas needing the

most attention; team coordination andcommunication, requirements and

architectures, integration, and

configuration management.


20/22


In addition, I believe that the success

of any distributed software development

team relies heavily also on the qualities onthe people involved or people around it.

hinder the degree to which all people

involved must be mitigated. There must be

a several measures in place to ensure aconstantly high level of communication and

programming skill amongst the team.


21/22


22/22


In order to further improve

communication, all new hires participate in a

yearlong English language training course.Aside from intercultural trainings and

lan ua e courses, there must be a stron , fast

and secure communication IT infrastructurein order to interconnect various development

locations. By these recommendations, I think

there will be a distributed softwaredevelopment team who is able to development

distributed software successfully.

2stACT_Experiences in Distributed Development_A Case Study

Documents

Transcript of 2stACT_Experiences in Distributed Development_A Case Study