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term paper help2 - Improving Validation Activities in a...

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Improving Validation Activities in a Global Software Development Christof Ebert, Casimiro Hernandez Parro, Roland Suttels, Harald Kolarczyk Alcatel, Switching and Routing Division, Antwerp, Belgium; Madrid , Spain; Stuttgart, Germany Correspondence: Tel.: +32-3-240-4081; e-mail: christof.ebert@alcatel.be Abstract Global software development challenges traditional tech- niques of software engineering, such as peer reviews or teamwork. Effective teamwork and coaching of engineers highly contribute towards successful projects. We will evaluate within this case study experiences with validation activities in a global setting within Alcatel's Switching and Routing business. We will investigate three hypotheses re- lated to effects of collocated inspections, intensive coaching, and feature-oriented development teams on globally dis- tributed projects. As all these activities mean initial invest- ment compared to a standard process with scattered activi- ties, the major validation criteria for the 3 hypotheses is cost reduction due to earlier defect detection and less de- fects introduced. The data is taken from a sample of over 60 international projects of various sizes from which we col- lected all type of product and process metrics in the past 4 years. Keywords Global development, validation, inspection, defect detection, efficiency, cost of non-quality, coaching, feature develop- ment, incremental development, teamwork 1. Introduction Working in a global context has along tradition for tele- communication suppliers. The primary drivers in the past were the need to be locally present in terms of customiza- tion, after sales service, and show to local (governmental) customers that new jobs were created which in turn could justify more contracts. A growing amount of acquisitions, which add new markets, products, engineers, and creativity to the existing team, is another contributor to global devel- opment. A third reason for even starting new development activities in countries where neither the market nor the ac- quisitions would justify such evolution is the simple fact that in the existing sites it's impossible to further hire young en- gineers with right skills at reasonable cost. The answer in such cases is to start business in countries such as Eastern Europe or India, which we did over the past years. Obviously working in a global context has advantages but also drawbacks. In fact, the business case is surely not a simple trade-off of different cost of engineering in different regions or time-zone effectiveness. Working in a globally distributed project means overheads for planning and man- aging people. It means language and cultural barriers. It cre- ates jealousy between the more expensive engineers being afraid of loosing their jobs, while forced to train their much cheaper counterparts.
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This note was uploaded on 04/12/2010 for the course CIS 635 taught by Professor Mcintyre during the Spring '10 term at Cleary University.

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term paper help2 - Improving Validation Activities in a...

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