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Article

Debasisha Mishra

This paper aims to explore the expertise level required in various kinds of business knowledge such as regulatory, domain, strategic, operation process and, business…

Abstract

Purpose

This paper aims to explore the expertise level required in various kinds of business knowledge such as regulatory, domain, strategic, operation process and, business process to execute globally distributed software projects for development, re-engineering and maintenance projects in the Indian outsourcing software industry.

Design/methodology/approach

This study adopted a questionnaire survey method to collect the expert responses for a knowledge management framework which is suggested in the literature for software development work. The questionnaire survey findings were verified by expert interviews.

Findings

The research shows that there is a lot of similarity between re-engineering and maintenance projects for different kinds of business knowledge expertise requirements for execution. The development projects require higher expertise in all the business knowledge for execution.

Research limitations/implications

The research work studies the business knowledge required for the execution of development, re-engineering and maintenance projects in Indian outsourcing software projects. However, the project’s characteristics can vary drastically for a single kind of project. So the study cannot be generalized and instead should be used as a tool for learning.

Practical implications

The research findings can be used by software project managers to get insight into project planning, which can help the division of work between the onsite, offshore team and individual work allocation.

Originality/value

The research is novel as there are very few previous attempts to find the business expertise needed to execute various kinds of software projects in the Indian outsourcing industry.

Details

Journal of Global Operations and Strategic Sourcing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2398-5364

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Article

Debasisha Mishra and Biswajit Mahanty

The purpose of the paper is to find out the knowledge requirements and its effect on both onsite and offshore project work division for development, re-engineering and…

Abstract

Purpose

The purpose of the paper is to find out the knowledge requirements and its effect on both onsite and offshore project work division for development, re-engineering and maintenance projects in Indian outsourcing software industry in different phases of software development.

Design/methodology/approach

This study employs an expert interview approach in Indian software industry to find out knowledge requirement for project execution and division of work between onsite and offshore locations. The requisite data were collected through expert interviews and direct observations.

Findings

The study found that the development projects require higher level of domain, strategic, business process and operation process knowledge in comparison to re-engineering and maintenance projects. So there is a need of higher onsite presence in development projects. The maintenance work is taken up at the offshore location in a phase-wise manner.

Research limitations/implications

The implication of the study is in the development of a broad framework of knowledge requirements and work division in on-shore and offshore locations for Indian software outsourcing projects. As the study is based on expert opinion in the context of India, it cannot be generalized for outsourcing scenarios elsewhere.

Practical implications

The software project manager can use the findings to get more insight into the project and divide the software team between onsite and offshore location.

Originality/value

The study is novel, as there is little attempt at finding the knowledge requirement to execute various kinds of business software development in outsourcing environment in the context of India.

Details

Strategic Outsourcing: An International Journal, vol. 8 no. 1
Type: Research Article
ISSN: 1753-8297

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Article

Debasisha Mishra and Biswajit Mahanty

The aim of this paper is to make an attempt to find good values of onsite–offshore team strength; number of hours of communication between business users and onsite team…

Abstract

Purpose

The aim of this paper is to make an attempt to find good values of onsite–offshore team strength; number of hours of communication between business users and onsite team and between onsite and offshore team to reduce cost and improve schedule for re-engineering projects in global software development environment.

Design/methodology/approach

The system dynamics technique is used for simulation model construction and policy run experimentation. The experts from Indian software outsourcing industry were consulted for model construction, validation and analysis of policy run results in both co-located and distributed software development environment.

Findings

The study results show that there is a drop in the overall team productivity in outsourcing environment by considering the offshore options. But the project cost can be reduced by employing the offshore team for coding and testing work only with minimal training for imparting business knowledge. The research results show that there is a potential to save project cost by being flexible in project schedule.

Research limitations/implications

The study found that there could be substantial cost saving for re-engineering projects with a loss of project schedule when an appropriate onsite–offshore combination is used. The quality and productivity drop, however, were rather small for such combinations. The cost savings are high when re-engineering work is sent to offshore location entirely after completion of requirement analysis work at onsite location and providing training to offshore team in business knowledge The research findings show that there is potential to make large cost savings by being flexible in project schedule for re-engineering projects.

Practical implications

The software project manager can use the model results to divide the software team between onsite and offshore location during various phases of software development in distributed environment.

Originality/value

The study is novel as there is little attempt at finding the team distribution between onsite and offshore location in global software development environment.

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Article

Debasisha Mishra and Biswajit Mahanty

The purpose of this paper is to find good values of onsite-offshore team strength; number of hours of communication between business users and onsite team and between…

Abstract

Purpose

The purpose of this paper is to find good values of onsite-offshore team strength; number of hours of communication between business users and onsite team and between onsite and offshore team so as to reduce project cost and improve schedule in a global software development (GSD) environment for software development project.

Design/methodology/approach

This study employs system dynamics simulation approach to study software project characteristics in both co-located and distributed development environments. The authors consulted 14 experts from Indian software outsourcing industry during our model construction and validation.

Findings

The study results show that there is a drop in overall team productivity in outsourcing environment by considering the offshore options. But the project cost can be reduced by employing the offshore team for coding and testing work only with minimal training for imparting business knowledge. The research results show that there is a potential to save project cost by being flexible in project schedule.

Research limitations/implications

The implication of the study is that the project management team should be careful not to keep high percentage of manpower at offshore location in distributed software environment. A large offshore team can increase project cost and schedule due to higher training overhead, lower productivity and higher error proneness. In GSD, the management effort should be to keep requirement analysis and design work at onsite location and involves the offshore team in coding and testing work.

Practical implications

The software project manager can use the model results to divide the software team between onsite and offshore location during various phases of software development in distributed environment.

Originality/value

The study is novel as there is little attempt at finding the team distribution between onsite and offshore location in GSD environment.

Details

Journal of Enterprise Information Management, vol. 29 no. 3
Type: Research Article
ISSN: 1741-0398

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Book part

Naveen Kumar Jain, Nitin Pangarkar and Yuan Lin

Research on international experience notes its positive influence on subsequent international expansion by firms. We test this relationship in the context of the Indian…

Abstract

Purpose

Research on international experience notes its positive influence on subsequent international expansion by firms. We test this relationship in the context of the Indian software industry whose offerings, unlike many other services, are storable implying that delivery can be separated from production.

Design/methodology/approach

We analyzed the domestic expansion of a sample of publicly listed Indian software firms over the period 2000–2009 with help of Poisson regression.

Findings

We find that even internationally experienced Indian software firms might prefer to expand domestically because of limited financial and managerial resources and concerns about diluting their cost advantage. The storable and separable nature of software services will support this strategy of serving clients remotely. The domestic expansion of assets will, however, be slower for firms with the highest level of industry accreditation. It will also be slower if there are institutional pressures in the form of rivals locating development centers near clients in developed countries.

Originality/value

Our results demonstrate that international experience alone is not sufficient for firms to expand overseas.

Details

Emerging Market Firms in the Global Economy
Type: Book
ISBN: 978-1-78441-066-7

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Article

Jo Hanisch, Theerasak Thanasankit and Brian Corbitt

Requirements engineering is a crucial phase in software development. Software development in a virtual domain adds another dimension to the process of requirements…

Abstract

Requirements engineering is a crucial phase in software development. Software development in a virtual domain adds another dimension to the process of requirements engineering. There has been growing interest in virtual teams, and more specifically in virtual software development. While structured software development methods are the obvious first choice for project managers to ensure a virtual software development team remains on track, the social and cultural aspects of requirements engineering cannot be ignored. These social aspects are especially important across different cultures, and have been shown to affect the success of an information system. The discussion in this paper is centred around the requirements engineering processes of a virtual team in a Thai Software House. This paper explains the issues and challenges of requirements engineering in a virtual domain from a social and cultural perspective. Project managers need to encourage a balance between structured methods and social aspects in requirements engineering for virtual team members. Cultural and social aspects influence the relationship between the virtual team and the client.

Details

Journal of Systems and Information Technology, vol. 5 no. 2
Type: Research Article
ISSN: 1328-7265

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Article

Joanna F. DeFranco and Phillip Laplante

The purpose of this mapping study has been performed to identify, critically analyze and synthesize research performed in the area of software engineering teams. Teams, in…

Abstract

Purpose

The purpose of this mapping study has been performed to identify, critically analyze and synthesize research performed in the area of software engineering teams. Teams, in a general sense, have been studied extensively. But the distinctive processes that need to be executed effectively and efficiently in software engineering require a better understanding of current software engineering team research.

Design/methodology/approach

In this work, software engineering team publications were analyzed and the key findings of each paper that met our search inclusion criteria were synthesized. In addition, a keyword content analysis was performed to create a taxonomy to categorize each paper and evaluate the state of software engineering team research.

Findings

In software engineering team research, the resulting areas that are the most active are teamwork/collaboration, process/design and coordination. Clear themes of analysis have been determined to help understand how team members collaborate, factors affecting their success and interactions among all project stakeholders. In addition, themes related to tools to support team collaboration, improve the effectiveness of software engineering processes and support team coordination have been found. However, the research gaps determined from the content analysis point toward a need for more research in the area of communication and tools.

Originality/value

The goal of this work is to define the span of previous research in this area, create a taxonomy to categorize such research and identify open research areas to provide a clear road map for future research in the area of software engineering teams. These results, along with the key finding themes presented, will help guide future research in an area that touches all parts of the software engineering and development processes.

Details

Team Performance Management: An International Journal, vol. 24 no. 3/4
Type: Research Article
ISSN: 1352-7592

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Article

Kerstin Siakas and Dimitrios Siakas

This paper aims to present the Cultural and Organisational Diversity Evaluation (CODE) model and its subsequent electronic tool, aiming to assess the cultural fit of global

Abstract

Purpose

This paper aims to present the Cultural and Organisational Diversity Evaluation (CODE) model and its subsequent electronic tool, aiming to assess the cultural fit of global partners.

Design/methodology/approach

The study is a longitudinal study for gaining profound insights into cultural differences and for increasing understanding of human dynamics influencing the success of global relationships. A multi-method including overlapping qualitative and quantitative research methodology was used comprising interviews, observations and questionnaires.

Findings

Incorporating cultural knowledge and understanding of the specific context of the partners in global transactions was found to bring added value to global partners. The results of the pilot studies suggest that increased appreciation and awareness of cultural diversity in global transactions are important factors for achieving harmonised distributed collaboration. Such awareness, also called cultural intelligence, can be reached by using a customised assessment tool that evaluates the particularities of the partners.

Research limitations/implications

The conceptual CODE model has so far only been piloted in a few cases in a longitudinal study and is not a commercial tool.

Practical implications

Raising awareness of cultural concerns is important for organisations that are involved in global transactions to improve communication, mutual understanding and effectivity. The CODE assesses the cultural fit of partners in a global context.

Social implications

Organisations involved in global transactions would benefit from understanding the culture of partners for improved effectiveness.

Originality/value

The CODE model, an instrument for assessing the fit between organisational and national culture, is a novel model developed by the authors.

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Article

Vigneswara Ilavarasan

The purpose of this paper is to test the existing theoretical argument that the Indian software industry is a case of uneven and combined development by examining the workforce.

Abstract

Purpose

The purpose of this paper is to test the existing theoretical argument that the Indian software industry is a case of uneven and combined development by examining the workforce.

Design/methodology/approach

The paper is based on a survey conducted in two software organizations located in Bangalore. Data were collected through a combination of quantitative (114 questionnaires) and qualitative methods (62 semi‐structured interviews). Respondents were selected randomly from the work floor.

Findings

The paper observes that the workforce is uneven in nature and directly integrated with the global market. The workforce appears homogeneous. A typical software worker in India is a young male; hails from an urban and a semi‐urban locality; follows Hinduism, and belongs to the upper socio‐economic stratum of Indian society. He holds an undergraduate engineering degree, not necessarily in computer science, from a second‐grade educational institution. He is trained by the employers as per the needs of the Western market, and works for longer hours than required. He earns more than his counterparts in the other industries, and is promoted periodically based on work experience.

Research limitations/implications

The paper suggests that Indian future policy initiatives should recognize the need for inclusion of the disadvantaged in this growing sector. Also, conclusions drawn from the study are useful for the developing countries that imitate Indian software industry to develop inclusive development policies.

Originality/value

From the existing literature, it is not known whether the employment‐related benefits are reaching all the social groups, or uneven and combined development is reflected at the workforce as well. The paper fills the gap using triangulation of methods.

Details

Equal Opportunities International, vol. 26 no. 8
Type: Research Article
ISSN: 0261-0159

Keywords

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Article

Y. Helio Yang

The software industry has matured into a global business with software products and applications growing in number, complexity, and market importance. Global sourcing and…

Abstract

The software industry has matured into a global business with software products and applications growing in number, complexity, and market importance. Global sourcing and software production and operations sharing are becoming the industry standard. At the same time, the marketplace has become less tolerant of poor‐quality products and hidden maintenance costs. Reviews various existing standards and frameworks and discusses the massive consolidation and coordination efforts currently ongoing for the purpose of developing international quality standards. Also proposes an eight‐step framework that puts all 29 clauses required by ISO 9001 for certification implementation in the software industry into clusters for more efficient management. Warns, however, that becoming ISO 9000 registered is only the first step to achieving consistent software quality.

Details

Industrial Management & Data Systems, vol. 101 no. 7
Type: Research Article
ISSN: 0263-5577

Keywords

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