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ISO 90003 provides guidelines for applying ISO 9001 to software development processes. The purpose of this paper is to present how the software development process in large, virtual teams (LVTs) can be managed, so that they are in compliance with ISO 9001.

The firm's actions are described in a case example format that illustrates how fit between theory and practice is achieved; and forms a precursor to the derivation of appropriate research arguments.

The steps presented show the application of ISO 90003 guidelines to software development planning activities in LVTs, to meet the requirements of ISO 9000 certification.

The scope of this paper is limited to the application of Section 7.3 (Design and development) of ISO 90003:2004 to the software development process. The paper presents the discussion in a “generalized” fashion so that the steps described can be implemented by any software development company.

The implications for managers in this study lie in the presentation of a set of steps to manage software development processes in LVTs, so that they are in compliance with ISO 9001.

There is a dearth of studies on the application of process‐based approaches in virtual organizations. This paper addresses this gap in the literature by examining how software development processes in virtual organizations (specifically, LVTs) may be formally managed, so that they are in compliance with ISO 9001.

Applying total quality management (TQM) to the software development process can control software quality and productivity. Selecting suitable tools for the TQM process can strengthen the capability of software quality assurance. This article provides a manager’s guide to implementing a total quality process during a systems development life cycle. Also, tools integration can make a complicated TQM‐based software development environment easier.

Development of Web‐based e‐commerce systems has posed challenges in different dimensions of the software development process including design, maintenance and performance. Non‐functional requirements such as performance added to the system as an after thought would lead to extremely high cost and undesirable effects. Security, rarely regarded in the past as one of the non‐functional requirements, has to be integrated into the software development process due to its impact on e‐commerce systems. In this paper, a design methodology based on systems security engineering capability maturity model (SSE‐CMM) is proposed to specify design details for the three defined processes: risk, engineering and assurance. By means of an object‐oriented security design pattern, security design covering impact, threats, risks and countermeasures for different parts of an e‐commerce system can be examined systematically in the risk process. The proposed software development process for secured systems (SDPSS), representing the engineering process, consists of four steps: object and collaboration modeling, tier identification, component identification and deployment specification. Selected unified modeling language notations and diagrams are used to support the SDPSS. Using a simplified supply‐chain e‐commerce system as an example, integration of security design into the software development process is shown with discussions of possible security assurance activities that can be performed on a design.

The purpose of this article is to examine why US companies outsource software development offshore and to present the factors to be considered to determine if the benefits of offshore outsourcing outweigh the drawbacks. Is offshoring worth it in terms of cost savings and quality? What are the risks associated with offshoring software development, and how can you hedge against such risks? What types of software should be considered for offshoring? How can you recognize the danger signs of offshore work going awry? Are there alternatives to outsourcing software development offshore, or are there alternative ways to offshore? Offshore outsourcing of software development may not be worth the risk in all cases. However, in the cases that it is worth moving offshore, this paper makes suggestions about how to help ensure success. This article presents advantages, disadvantages, risks and alternatives to offshore outsourcing of software development. Also, it provides alternatives for offshore outsourcing that will be useful for any company or individual considering offshore outsourcing.

The prototype model (the implementation of a skeletal system that is enhanced during interaction with users) represents a major change in the software development process. This change is in direct response to higher costs, greater expectations of online systems users, new technologies for development, and the more challenging problems posed by online, interactive systems. The “traditional systems development methodologies tend to evolve toward increasing control and specificity, especially when confronted by higher uncertainty.” In contrast, new methodologies, such as prototyping, exploit the dynamic process of change and variability in both the user and system environments.

Nowadays, most of the software development processes still does not provide appropriate support for the development of secure systems. Rational Unified Process (RUP) is a well‐known software engineering process that provides a disciplined approach to assigning tasks and responsibilities; however, it has little support for development of secure systems. This work aims to present a proposal of RUP for the development of secure systems.

In order to obtain the proposed RUP, the authors consider security as a knowledge area (discipline) and they define workflow, activities and roles according to the architecture of process engineering Unified Method Architecture (UMA). A software development was used to assess qualitatively the extended RUP.

Based on the development, the authors find that the proposed process produces security requirements in a more systematic way and results in the definition of better system architecture.

The proposed extension requires specific adaptation if other development processes such as agile process and waterfall are employed.

The extension facilitates, the management of execution, and control of the activities and tasks related to security and the development teams can benefit by constructing better quality software.

The originality of the paper is the proposal of extension to RUP in order to consider security in a disciplined and organized way.

Increasingly companies recognize that effective and rapid software development – from ideation to delivery – is crucial to achieving competitiveness. This article looks at how leading companies are establishing an enterprise capability for accelerated software delivery to differentiate themselves in the market.

This research looks at how leading software organizations focus on software investments that efficiently and speedily deliver marketplace results.

Successful companies build comprehensive skills in Agile and lean software development methods and for fostering extensive collaboration among business users, IT professionals and customers throughout the software development and delivery lifecycle.

Advanced organizations are more likely to apply more mature development practices, such as service-oriented architecture (SOA) and Agile iterative development methods.

Advanced organizations collaborate much more with customers and business partners to improve software development outcomes.

Changing customer demands, needs and desires; emerging technologies; and increasing competition among firms force software development teams to develop and then implement new software projects to satisfy their customers and become more competitive in their marketplace. In this respect, knowledge sharing is critical for project success. However, although knowledge sharing among team members has been investigated by many researchers, knowledge sharing barriers among people have rarely been addressed in project teams in general and software development teams in particular. Thus, the purpose of this study is to investigate knowledge sharing barriers in the software development team context and develop solutions that can overcome these barriers.

An exploratory multiple case design was used to explore why software team members in Turkey may be reluctant to share knowledge. In this study, the authors conducted 18 in-depth and on-site semi-structured interviews and then employed content analysis, which uses a set of procedures to make valid inferences from text, to discover knowledge sharing barriers.

By interviewing 18 Turkish project team managers, the authors identified knowledge-, individual- and organization-related knowledge sharing barriers among team members. They also demonstrated solutions for the knowledge sharing hesitation among team members based on the experiences of project team managers.

Some methodological limitations exist in this study. Specifically, the generalizability of the sampling limits the study, which was conducted in a specific national context, Turkish firms in general and the Istanbul district in particular. It is important to note that readers should be cautious when generalizing the results to different cultural contexts. In this regard, a Turkish sample involving the Istanbul district, like that of any culturally bound research, imposes some constraints on the interpretation and application of the results. The study was conducted with in-depth interviews of only 18 managers working in seven companies. Also, this study was performed on system development teams. The results should be confirmed with more samples and different project sets.

In this study, the authors discover the reasons for knowledge sharing reluctance among team members and some solutions that will eliminate knowledge sharing problems by using case studies. The results show that the reluctance of team members arises from obstacles, which are knowledge-, individual- and organization-related. Also, the conclusions demonstrate that knowledge sharing barriers can be resolved by establishing project leadership, creating a knowledge sharing culture and considering team members’ emotions.

The present study investigated whether reluctance to share knowledge derives not only from individual barriers but also from organization- and knowledge-related barriers in a project team context. The authors discovered that knowledge sharing barriers can be resolved by establishing project leadership, creating a knowledge sharing culture and considering team members’ emotions.

The purpose of this paper is to present ReProTool Version 2.0, a software tool that is used for the European Credit Transfer System (ECTS) and the Bologna Process re‐engineering of academic programmes. The tool is the result of an 18 months project (February 2012‐July 2013) project, co‐financed by the European Regional Development Fund and the Republic of Cyprus through the Research Promotion Foundation (www.reprotool.com).

The project entails the development and pilot use of ReProTool, a software tool that will support the design and development of university academic programmes using Learning Outcomes and the European Credit Transfer System (ECTS) of the Bologna Process. The paper briefly describes the various stages of the project: Identification of User and System Requirements; System Analysis and Design; and Software Development. More specifically, it presents the results of on‐line questionnaires distributed to students and academics aiming at extracting the user requirements of the system. Based on these results and the results from interviews with experts and literature review, the system was designed. The underlying database is thus presented. The implementation details and the system architecture are also presented. Various screenshots of the system are used in the paper to exemplify the functionality of the tool.

The ECTS process and the supporting methodologies are quite complex and complicated, requiring the involvement of all education stakeholders (faculty, students, industry, etc.). The lack of a software tool to support the available methodologies and the involved stakeholders makes the process even more complex, laborious and difficult to complete. The authors are currently developing such tool. The availability of a free software tool will therefore simplify the process and help all Universities in their effort to obtain the ECTS label and help them towards the full implementation of the Bologna Process directives.

The paper presents the software tool ReProTool, which will provide support to the Tuning Methodology, also taking into consideration state‐of‐the‐art developments in the area of ECTS, Learning outcomes and the European Qualifications Framework and will thus make it possible for Universities to re‐engineer their academic programs in line with ECTS, achieve ECTS certification/label and fulfill the Bologna Process directives. This will result in the improvement of academic programs offered by Universities and the creation of compatible programmes across Europe, so that students and faculty will be able to utilize the Erasmus and other mobility programmes and participate in exchange visits. Without the use of such a tool, the application of such methodologies is really a non‐trivial, error‐prone task. This is a very demanding task and very few Universities in Europe have managed to obtain the ECTS label.

Agile software development helps software producing organizations to respond to manifold challenges. While prior research focused on agility as a project or process phenomenon, the authors suggest that agility is an emergent phenomenon on the team level. The paper aims to discuss this issue.

Using the theory of complex adaptive systems (CASs), the study captures the multiple influencing levels of software development teams (SDTs) and their interplay with self-organization and emergence. The authors investigate three agile SDTs in different contextual environments that participate with four or more different roles each.

The results suggest self-organization as a central process when understanding team agility. While contextual factors often provide restriction on self-organization, they can help the team to enhance its autonomy.

The theoretical contributions result from the development and test of theory grounded propositions and the investigation of mature agile development teams.

The findings help practitioners to improve the cost-effectiveness ratio of their team’s operations.

The study provides empirical evidence for the emergence of team agility in agile SDTs. Using the lens of CAS, the study suggests the importance of the team’s autonomy.