When Distribution of Tasks and Skills are Fundamentally Problematic

Abstract

Using ethnographic data, we provide a critical reflection on the discrepancies between the application of agile development principles and the conditions which render these principles effective for global software development work. This reflection is based on the analysis of a failed collaboration within a global software project, which relied heavily on feedback from mundane project tools utilized for everyday coordination and monitoring. Our study reveals that these tools hid serious issues relating to both the distribution of socio-technical skills and a discharge of accountability in task execution. As a result, markers of complex collaborative problems were concealed. Furthermore, the imbalance evident in outsourcing setups, which is enacted through high and low status task distribution among partners, further compounds collaboration problems by emphasizing assumptions about remote workers in the absence of direct forms of knowledge interchange.