Virtual teams: reaching across space, time, and organizations with technology
Virtual teams: reaching across space, time, and organizations with technology
Global software teams: collaborating across borders and time zones
Global software teams: collaborating across borders and time zones
Splitting the organization and integrating the code: Conway's law revisited
Proceedings of the 21st international conference on Software engineering
Virtual teams: an exploratory study of key challenges and strategies
ICIS '99 Proceedings of the 20th international conference on Information Systems
Investigating information systems with action research
Communications of the AIS
Global Software Development: Managing Virtual Teams and Environments
Global Software Development: Managing Virtual Teams and Environments
Management Information Systems: Managing Information Technology in the E-Business Enterprise
Management Information Systems: Managing Information Technology in the E-Business Enterprise
Workshop on global software development
Proceedings of the 24th International Conference on Software Engineering
Guest Editors' Introduction: Global Software Development
IEEE Software
Surviving Global Software Development
IEEE Software
Leveraging Resources in Global Software Development
IEEE Software
Global software development: technical, organizational, and social challenges
ACM SIGSOFT Software Engineering Notes
Virtual teams: a review of current literature and directions for future research
ACM SIGMIS Database
Information and Software Technology
Developing trust in virtual software development teams
Journal of Theoretical and Applied Electronic Commerce Research
Architecting in global software engineering
ACM SIGSOFT Software Engineering Notes
A Process Framework for Global Software Engineering Teams
Information and Software Technology
Global IT Project Management Using Web 2.0
International Journal of Information Technology Project Management
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To support software development globalisation, organisations are increasingly implementing virtual team strategies. However, these teams have to work within the confines of the factors which distance introduces, thus not always allowing effective coordination, visibility, communication and cooperation to take place. The successful implementation and management of such teams must be done differently to those at single-site locations. To establish what factors significantly affect the implementation of virtual teams, the authors carried out qualitative research in two organisations in Ireland. Results from this research demonstrate that many factors are reality for those involved in global software development. In this paper we present five of these factors and discuss the impact these had on the virtual teams. These five are: use of communication tools, project management, process engineering, technical ability and knowledge transfer and motivational issues. If these are not explicitly addressed by management it can lead to serious problems.