Abstract
Objectives: Presenting the results of an Egyptian branch of an international company as a case study. The existing gap in the knowledge types and the impact of the lack interaction was investigated within the structure of the company team. Methods: This study is an exploratory case study. To enhance the data collection process and to answer the study’ questions, the following three phases were performed: interviews, online survey, and interviews. A descriptive statistical analysis and root – cause analysis were used to analyze the online survey in quantitative and qualitative attributes and a general framework coding for a thematic analysis to analyze the interviews. Finding: The results explore that: (1) the current structure of the Egyptian branch of an international company case study distributed teams faces an existing gap in the knowledge types (domain, technical, and application). (2) The existing gap in both of domain and technical knowledge leads to a gap in the application knowledge. (3) The lack of using qualified document, recording audio and video meetings between the distributed teams, Co-located practice, wikis (asynchronous tool) besides email, and the yearly planned formal training and training course create root causes for the existing knowledge gap. (4) Qualified document is standardized and contains the both test cases and user stories. (5) Recording audio and video meetings between the distributed teams especially in complex project is an excellent feedback. (6) The strategy of the Co-located practice, where the designers (offshore members) travel to collocate with Client engagement team (onshore team) during the requirements document preparing, is preferred by the most participants than the opposite. Application/Improvement: Capturing the existing gap in knowledge types for the agile partial offshoring model will lead to improving this model. Which increase the software quality and decrease delivery time and cost for international software development companies and software development’ clients. Keywords: AGSD, Communication, Coordination, Distributed Teams, Knowledge Sharing, Knowledge Types
Highlights
The appearance of the Agile Manifesto in 2001 has brought significant changes to the field of software development and project management
The purpose of this paper is to identify the existed gap in literature in the field of Agile Global Software Development (AGSD) in the area of knowledge type, and to discuss in detail, the results of the Egyptian branch of an international company case study which based on two sub questions: RQ1.1: Is there an existing gap in the knowledge types between distributed parties, at the structure of the current team?
This paper has investigated knowledge types gaps in AGSD by studying the team’ structure of an Egyptian branch of an international company from the perspective of defining the existing gap in the knowledge types and the impact of the lack interaction between distributed teams on the existing knowledge gap
Summary
The appearance of the Agile Manifesto in 2001 has brought significant changes to the field of software development and project management. An agile Software Development (ASD) methodology has improved the process of software development by increasing the quality of software and decreasing delivery time The combination of both Global Software Development (GSD) and Agile brings more benefits as “continuous integration, configuration management, improved communication, sprint reviews, increased trust”[1], and it brings new challenges[1]. We can realize the importance of two factors besides the importance of communication These two factors are knowledge sharing and human resources. Knowledge sharing depends on technology and coordination between human resources In this context, this study attempts to provide a practical framework model for Agile Global Software Development (AGSD), which takes into consideration knowledge sharing and communication and coordination between human resources in relation to agile GSD challenges. In order to make the process of knowledge exchange more and enhance the interaction between distributed teams
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