A New Perspective on GDSD Risk Management: Agile Risk Management

Risk management in globally distributed software development (GDSD) projects is becoming a critical area of concern for practitioners. The risks in GDSD projects can be dynamic due to the multiplicity in various aspects of GDSD projects (e.g., multi-locations, multi-cultures, multi-groups, multi-standards, and multi-technologies). This multiplicity nature leads to dynamic interactions among the internal (i.e., people, process, and technology) and external elements of a GDSD project. This study aims to develop a new framework to identify the dynamic risks in GDSD projects and mitigate them using agile risk management practices. We reflect the proposed framework on a case of GDSD project in the literature, which experienced high multiplicity and thus high dynamics in its project management.

[1]  Saonee Sarker,et al.  Exploring Agility in Distributed Information Systems Development Teams: An Interpretive Study in an Offshoring Context , 2009, Inf. Syst. Res..

[2]  Lars Mathiassen,et al.  Managing Risks in Distributed Software Projects: An Integrative Framework , 2009, IEEE Transactions on Engineering Management.

[3]  J. Herbsleb,et al.  Global software development , 2001 .

[4]  James D. Herbsleb,et al.  Team Knowledge and Coordination in Geographically Distributed Software Development , 2007, J. Manag. Inf. Syst..

[5]  Eric Overby,et al.  Enterprise agility and the enabling role of information technology , 2006, Eur. J. Inf. Syst..

[6]  Dean Leffingwell,et al.  Scaling Software Agility: Best Practices for Large Enterprises (The Agile Software Development Series) , 2007 .

[7]  Sachidanandam Sakthivel,et al.  Virtual workgroups in offshore systems development , 2005, Inf. Softw. Technol..

[8]  Adedeji Badiru Step Project Management: Guide for Science, Technology, and Engineering Projects , 2009 .

[9]  Steinar Hole,et al.  A Case Study of Coordination in Distributed Agile Software Development , 2008, EuroSPI.

[10]  James D. Herbsleb,et al.  Communication patterns in geographically distributed software development and engineers' contributions to the development effort , 2008, CHASE.

[11]  Y. Connie Yuan,et al.  Access to Information in Connective and Communal Transactive Memory Systems , 2007, Commun. Res..

[12]  Kosuke Ishii,et al.  Design for variety: developing standardized and modularized product platform architectures , 2002 .

[13]  George T. Heineman,et al.  Component-Based Software Engineering: Putting the Pieces Together , 2001 .

[14]  Robert K. Wysocki Effective Software Project Management , 2006 .

[15]  Blake Ives,et al.  Virtual teams: a review of current literature and directions for future research , 2004, DATB.

[16]  W. R. Howard Agile Project Management: Creating Innovative Products , 2010 .

[17]  Erran Carmel,et al.  Thirteen assertions for globally dispersed software development research , 1997, Proceedings of the Thirtieth Hawaii International Conference on System Sciences.

[18]  Julia Kotlarsky,et al.  Management of Globally Distributed Component-Based Software Development Projects , 2005 .

[19]  Joseph Natovich,et al.  Vendor Related Risks in IT Development: A Chronology of an Outsourced Project Failure , 2003, Technol. Anal. Strateg. Manag..

[20]  Alan MacCormack,et al.  Exploring the Structure of Complex Software Designs: An Empirical Study of Open Source and Proprietary Code , 2006, Manag. Sci..

[21]  Varun Grover,et al.  Shaping Agility through Digital Options: Reconceptualizing the Role of Information Technology in Contemporary Firms , 2003, MIS Q..

[22]  Danny Berry,et al.  Leagility: Integrating the lean and agile manufacturing paradigms in the total supply chain , 1999 .

[23]  Vijayan Sugumaran,et al.  A framework for creating hybrid‐open source software communities , 2002, Inf. Syst. J..

[24]  Bruce T. Barkley Project Risk Management , 2004 .

[25]  Jos van Hillegersberg,et al.  Aligning IT components to achieve agility in globally distributed system development , 2006, CACM.