Distributed development: an education perspective on the global studio project
Proceedings of the 28th international conference on Software engineering
Cost estimation for global software development
Proceedings of the 2006 international workshop on Economics driven software engineering research
Process and technology challenges in swift-starting virtual teams
Information and Management
Global and task effects in information-seeking among software engineers
Empirical Software Engineering
An international collaboration in software engineering
Proceedings of the 40th ACM technical symposium on Computer science education
Structural factors that affect global software development learning team performance
Proceedings of the special interest group on management information system's 47th annual conference on Computer personnel research
Exploring the communication behaviour among global software development learners
International Journal of Computer Applications in Technology
The temporal communication behaviors of global software development student teams
Computers in Human Behavior
Success Factors for the Management of Global Virtual Teams for Software Development
International Journal of Human Capital and Information Technology Professionals
A Comparison of American and Indian Consumers' Perceptions of Electronic Commerce
Information Resources Management Journal
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Global software development projects use virtual teams, which are primarily linked through computer and telecommunications technologies across national boundaries. Global Virtual Teams rarely meet in a face-to-face context and thus face challenging problems not associated with traditional co-located teams. To understand the complex issues in a virtual project environment during the requirements definition phase of the software development cycle, we conducted an exploratory research study, involving 24 virtual teams based in Canada and India, working on defining business requirements for software projects, over a period of 5 weeks. The study indicates that ease of use of technology, trust between the teams and well-defined task structure influence positively the efficiency, effectiveness, andsatisfaction level of global virtual teams.