Abstract
that disperses processes to different locations. This paper presents a global software project case study, in which development work was divided between the UK and India. It focuses on two issues: the uncertainties that arise because of differences between project locations, and the coordination activities undertaken in an effort to reduce those uncertainties. The case makes use of the COCPIT framework to identify sources of uncertainty, and a four-way categorisation of coordinative actions. It shows how uncertainty and difference lead to delays, additional costs, and additional management overheads in global projects. It also indicates the limitations of 'remote management' via ICTs. Conclusions are drawn about management of global software projects, including techniques for risk analysis.
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