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Economics and technology have dramatically re-shaped the landscape of software development. It is no longer uncommon to find a software development team dispersed across countries or continents. Geographically distributed development challenges the ability to clearly communicate, enforce standards, ensure quality levels, and coordinate tasks. Global Software Development Handbook explores techniques that can bridge distances, create cohesion, promote quality, and strengthen lines of communication. The book introduces techniques proven successful at international electronics and software giant Siemens AG. It shows how this multinational uses a high-level process framework that balances agility and discipline for globally distributed software development. The authors delineate an organizational structure that not only fosters team building, but also achieves effective collaboration among the central and satellite teams. The handbook explores the issues surrounding quality and the processes required to realize quality in a distributed environment. Communication is a tremendous challenge, especially for teams separated by several time zones, and the authors elucidate how to uncover patterns of communication among these teams to determine effective strategies for managing communication. The authors analyze successful and failed projects and apply this information to how a project can be successful with distributed teams. They also provide lightweight processes that can be dynamically adapted to the demands of any project.
Economics and technology have dramatically re-shaped the landscape of software development. It is no longer uncommon to find a software development team dispersed across countries or continents. Geographically distributed development challenges the ability to clearly communicate, enforce standards, ensure quality levels, and coordinate tasks. Globa
More software engineers are likely to work in a globally distributed environment, which brings benefits that include quick and better software development, less manpower retention, scalability, and less software development cost and sharing of knowledge from the global pool of employees. However, these work environments also introduce a physical separation between team members and project leaders, which can create problems in communication and ultimately lead to the failure of the project. Human Factors in Global Software Engineering is a collection of innovative research focusing on the challenges, issues, and importance of human factors in global software engineering organizations in order to help these organizations better manage their manpower and provide an appropriate culture and technology in order to make their software development projects successful. While highlighting topics including agile software, knowledge management, and human-computer interaction, this book is ideally designed for project managers, administrators, business professionals, researchers, practitioners, students, and academicians.
"This book provides integrated chapters on software engineering and enterprise systems focusing on parts integrating requirements engineering, software engineering, process and frameworks, productivity technologies, and enterprise systems"--Provided by publisher.
Based on the author’s first-hand experience and expertise, this book offers a proven framework for global software engineering. Readers will learn best practices for managing a variety of software projects, coordinating the activities of several locations across the globe while accounting for cultural differences. Most importantly, readers will learn how to engineer a first-rate software product as efficiently as possible by fully leveraging global personnel and resources. Global Software and IT takes a unique approach that works for projects of any size, examining such critical topics as: Executing a seamless project across multiple locations Mitigating the risks of off-shoring Developing and implementing processes for global development Establishing practical outsourcing guidelines Fostering effective collaboration and communication across continents and culture This book provides a balanced framework for planning global development, covering topics such as managing people in distributed sites and managing a project across locations. It delivers a comprehensive business model that is beneficial to anyone looking for the most cost-effective, efficient way to engineer good software products.
Discusses the growing need for global software development and the foundations of development strategy. Progresses through development, emphasizing the differences between traditional and virtual management.
Software development continues to be an ever-evolving field as organizations require new and innovative programs that can be implemented to make processes more efficient, productive, and cost-effective. Agile practices particularly have shown great benefits for improving the effectiveness of software development and its maintenance due to their ability to adapt to change. It is integral to remain up to date with the most emerging tactics and techniques involved in the development of new and innovative software. The Research Anthology on Agile Software, Software Development, and Testing is a comprehensive resource on the emerging trends of software development and testing. This text discusses the newest developments in agile software and its usage spanning multiple industries. Featuring a collection of insights from diverse authors, this research anthology offers international perspectives on agile software. Covering topics such as global software engineering, knowledge management, and product development, this comprehensive resource is valuable to software developers, software engineers, computer engineers, IT directors, students, managers, faculty, researchers, and academicians.
This book offers key insights into how to manage software development across international boundaries. It is based on a series of case studies looking at the relationships between firms from North America, the UK, Japan and Korea with Indian software houses. In these case studies, which have typically been compiled over a 3-4 year timespan, the authors analyse the multi-faceted challenges encountered in managing these Global Software Alliances (GSAs). These challenges range from the conflicts that managers face when dealing with distance, to the tensions of transferring knowledge across time and space, to issues in trying to establish universal standards in a context of constant change, and the problems of identity that developers and clients experience in having to deal with different organizations and countries. Throughout the book, the authors draw on their extensive research and experience to offer constructive advice on how to manage GSAs more effectively.
Based on the author’s first-hand experience and expertise, this book offers a proven framework for global software engineering. Readers will learn best practices for managing a variety of software projects, coordinating the activities of several locations across the globe while accounting for cultural differences. Most importantly, readers will learn how to engineer a first-rate software product as efficiently as possible by fully leveraging global personnel and resources. Global Software and IT takes a unique approach that works for projects of any size, examining such critical topics as: Executing a seamless project across multiple locations Mitigating the risks of off-shoring Developing and implementing processes for global development Establishing practical outsourcing guidelines Fostering effective collaboration and communication across continents and culture This book provides a balanced framework for planning global development, covering topics such as managing people in distributed sites and managing a project across locations. It delivers a comprehensive business model that is beneficial to anyone looking for the most cost-effective, efficient way to engineer good software products.
Rather than deciding whether or not to get involved in global sourcing, many companies are facing decisions about whether or not to apply agile methods in their distributed projects. These companies are often motivated by the opportunities to solve the coordination and communication difficulties associated with global software development. Yet while agile principles prescribe close interaction and co-location, the very nature of distributed software development does not support these prerequisites. Šmite, Moe, and Ågerfalk structured the book into five parts. In “Motivation” the editors introduce the fundamentals of agile distributed software development and explain the rationale behind the application of agile practices in globally distributed software projects. “ Transition” describes implementation strategies, adoption of particular agile practices for distributed projects, and general concepts of agility. “Management” details practical implications for project planning, time management, and customer and subcontractor interaction. “Teams” discusses agile distributed team configuration, effective communication and knowledge transfer, and allocation of roles and responsibilities. Finally, in the “Epilogue” the editors summarize all contributions and present future trends for research and practice in agile distributed development. This book is primarily targeted at researchers, lecturers, and students in empirical software engineering, and at practitioners involved in globally distributed software projects. The contributions are based on sound empirical research and identify gaps and commonalities in both the existing state of the art and state of the practice. In addition, they also offer practical advice through many hints, checklists, and experience reports. Questions answered in this book include: What should companies expect from merging agile and distributed strategies? What are the stumbling blocks that prevent companies from realizing the benefits of the agile approach in distributed environments, and how can we recognize infeasible strategies and unfavorable circumstances? What helps managers cope with the challenges of implementing agile approaches in distributed software development projects? How can distributed teams survive the decisions taken by management and become efficient through the application of agile approaches?