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Global Software Teams
 
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Global Software Teams (Paperback)

by Erran Carmel (Author)
4.0 out of 5 stars  See all reviews (1 customer review)

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Product details

  • Paperback: 208 pages
  • Publisher: Prentice Hall (8 Jan 1999)
  • Language English
  • ISBN-10: 013924218X
  • ISBN-13: 978-0139242182
  • Product Dimensions: 22.6 x 15 x 1.8 cm
  • Average Customer Review: 4.0 out of 5 stars  See all reviews (1 customer review)
  • Amazon.co.uk Sales Rank: 319,568 in Books (See Bestsellers in Books)

    Popular in this category:

    #29 in  Books > Business, Finance & Law > Management > Business Process Reengineering

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From the Author

Overview and Table of Contents
Is part of your software development team 10,000 kilometers away?

Global software teams collaborate on a software project across international borders. Distance, dispersion, time zone differences, and cultural differences present a whole new set of issues for software developers. Based on best practices from many software organizations, this book will help you address many of the unique problems of global software development. Highlights include best practices roundup for each topic as well as case studies.

I have attached a slightly annotated table of contents to give you more of the feel for the book. Enjoy!

Table of contents

PREFACE + What is unique about global software teams?

PART I: WHY GLOBAL SOFTWARE TEAMS?

Chapter 1: Why we're seeing more global software teams. [Fifteen factors explain the recent explosion of these kinds of teams].

Chapter 2: Three tales of global software teams. [Includes the case study of IBM's five-site project to develop JavaBeans].

Chapter 3: The bottom line: are global software teams successful?

PART II: THE FIVE CENTRIFUGAL FORCES OF GLOBAL SOFTWARE TEAMS

Chapter 4: Dispersion, coordination breakdown, loss of "communication richness," and loss of "teamness"

Chapter 5: Cultural differences

PART III: THE SIX CENTRIPETAL FORCES FOR SUCCESSFUL GLOBAL SOFTWARE TEAMS

Chapter 6: Telecommunications infrastructure

Chapter 7: Collaborative technology: generic technology [such as e-mail] and technology to support software engineering [such as Software Configuration Management systems].

Chapter 8: Development methodology. [Why it is now even more important].

Chapter 9: Architecture & task allocation

Chapter 10: Building the dispersed team through trust, communication, and personal bridges. [Includes communication and e-mail guidelines, managing time zone differences].

Chapter 11: Specialized management techniques. [Includes design of the global team and selection of the global software manager].

PART IV: GLOBAL INFORMATION SYSTEMS TEAMS

Chapter 12: Globalization and information systems

Chapter 13: A methodology for defining global IS systems & designing global IS teams. [The "Process/ System/ Responsibility" method for core global business applications].

Chapter 14: Holiday Inn's 'A Passage To India.' [A case study of a US-based corporation and its experiences insourcing and outsourcing].

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2 of 2 people found the following review helpful:
4.0 out of 5 stars A must read for all software development managers, 26 April 2001
By A Customer
Though it may be a minority of software development managers and practitioners are engaged in global development teams this book is required reading for anyone engaged in development that is distributed - be it across the world, across the country or across the street!

As anyone who has been involved in such development will tell you, managing cultural differences, time zone differences and possibly language differences, is not easy, let alone managing project and technology issues!

There are few writers tackling this topic. Not only does Erran Carmel offer an easy read but his conclusions are based on solid evidence collected from managers in numerous organisations who are engaged in distributed development.

There's a wealth of practical advice, practices that work as evidenced by distributed development organisation and project managers. The chapters on 'Architecture and Task Allocation' and 'Development Methodologies' in particular should provoke some thinking on the impact of the distributed organisation in areas where normally technology considerations are all.

If distributed (to whatever extent) development is something on which you are about to embark or something in which you are already involved this book will undoubtedly make your task easier and the likelihood of success significantly greater.

David Bell - Director MFESD The Management Forum for Excellence in Software Development

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