Alexey Krasnoriadtsev has been managing globally distributed projects for more than ten years, applying agile methods to improve process efficiency, increase team productivity, and deliver quality products to market faster. With teams split across the globe, he shares with us his approach he's adopted to overcome the communication, process, and quality assurance obstacles facing team members who are a date line and time zone away.
Geographically Distributed Development (GDD) is a common strategy in the software world today. Organizations are gaining experience in developing software globally and are discovering that the competitive demand for best-in-class, high quality applications requires greater agility in quality management. Unfortunately, IT budgets are not keeping up with the staff required for quality management and the response is to accelerate quality management by leveraging global teams. This article compares and contrasts agile GDD testing strategies for affecting quality management.
In this paper, we describe our experience designing and developing a system-for acquiring and processing data from electric, gas, and water meters-among four development sites located in Switzerland, Germany, and the U.S. Some of the techniques we used for project planning and management are described. We observed that a number of multicultural variables affect the overall performance of the development team. Based on our experience, a set of recommendations is given for managing global software development teams. Although we collectively felt that a single-site project team is likely to be more efficient than a multi-site team, the diversity of ideas and skills offered by a multi-site team resulted in a product line architecture that is flexible, modifiable, and adaptable to different market requirements.