COMUNICAÇÃO EM PROJETOS DE
DESENVOLVIMENTO DISTRIBUÍDO DE
SOFTWARE: UMA REVISÃO SISTEMÁTICA DA
LITERATURA
POR
ARIADNES NUNES DANTAS RODRIGUES
[email protected]
Universidade Federal de Pernambuco
www.cin.ufpe.br/~posgraduacao
RECIFE
2014
ARIADNES NUNES DANTAS RODRIGUES
[email protected]
COMUNICAÇÃO EM PROJETOS DE
DESENVOLVIMENTO DISTRIBUÍDO DE
SOFTWARE: UMA REVISÃO SISTEMÁTICA DA
LITERATURA
TRABALHO
EM
APRESENTADO À
CIÊNCIA
DA
PÓS-GRADUAÇÃO
COMPUTAÇÃO
DO
CENTRO
DE
INFORMÁTICA DA UNIVERSIDADE FEDERAL DE
PERNAMBUCO COMO REQUISITO PARCIAL PARA
OBTENÇÃO DO GRAU DE MESTRE EM
DA COMPUTAÇÃO.
HERMANO PERRELLI DE MOURA, PHD
ORIENTADOR
RECIFE
2014
CIÊNCIA
Dissertação de Mestrado apresentada por Ariadnes Nunes Dantas
Rodrigues à Pós Graduação em Ciência da Computação do Centro de
Informática
da
Universidade
Federal
de
Pernambuco,
sob
o
título
“Comunicação em Projetos de Desenvolvimento Distribuído de
Software: uma Revisão Sistemática da Literatura” orientada pelo Prof.
Hermano Perrelli de Moura e aprovada pela Banca Examinadora formada
pelos professores:
______________________________________________
Prof. Alex Sandro Gomes
Centro de Informática/UFPE
______________________________________________
Profa. Cristine Martins Gomes de Gusmão
Departamento de Engenharia Biomédica/UFPE
______________________________________________
Prof. Hermano Perrelli de Moura
Centro de Informática/UFPE
Visto e permitida a impressão.
Recife, 25 de agosto de 2014.
___________________________________________________
Profa. Edna Natividade da Silva Barros
Coordenadora da Pós-Graduação em Ciência da Computação do
Centro de Informática da Universidade Federal de Pernambuco.
DEDICO ESTE TRABALHO A MINHA IRMÃ ARIANE NUNES
RODRIGUES. QUE O NOSSO COMPANHEIRISMO SE
CONSERVE POR TODO O SEMPRE.
AGRADECIMENTOS
Agradeço primeiramente a Deus pelo dom da minha vida.
Agradeço sempre o amor da minha família: Graças Nunes (mãe), Ari
Rodrigues (pai), Temistro Teixeira (padrasto), meus irmãos Aristóteles, Ariane e
Arizinho, meu sobrinho Tales Rodrigues, meus avós, tias, primos e primas.
Agradeço a Hermano Perrelli, meu orientador, pela oportunidade de
estudar neste centro de excelência que é o CIn/UFPE, pela confiança e desafios
impostos durante o Mestrado, que foram superados com sua valiosa orientação.
Agradeço demais ao meu co-orientador e grande amigo Ivaldir Júnior,
por me incentivar a participar do programa de Mestrado, me acompanhar tão de
perto durante a pesquisa me fornecendo feedbacks valiosos e rápidos.
Agradeço a meus amigos do grupo de pesquisa GP2, em especial a João
Paulo pela colaboração na realização da pesquisa, bem como a Dennis Sávio,
professor da UFPI, pela sua valiosa colaboração.
Agradeço aos pesquisadores Alexandre Luna (UFPE), Alinne Santos
(USP), Catarina Costa (UFF), Fernando Kenji (UFPE), George Valença (UFPE) e
José Gilson (UFPE), pela participação na avaliação do protocolo da pesquisa.
Agradeço a CAPES (Coordenação de Aperfeiçoamento de Pessoal de Nível
Superior) pela concessão da bolsa durante a realização deste Mestrado.
Agradeço muito aos meus amigos pessoais, por me compreenderem e por
dividirem comigo suas histórias: Juliane Rodrigues (the best), Jonas, Jenifer,
Thiago Rodrigo (o comediante), Emanuelle, Osvaldo, Thaís Nascimento, Felipe
Cruz e Danilo Novelino.
Agradeço muito a Hígor Monteiro, meu amor, por me ensinar sobre a
vida com exemplos, me incentivar sempre a superar meus limites, pelas
orientações no decorrer da pesquisa e por tantos momentos de diversão. Você é
muito importante para mim! Agradeço também a família de Hígor (Augusto,
Amélia, Hugo, D. Nair, Tia Nenê e Tia Lu) por me acolher com carinho.
RESUMO
Contexto: O software é cada vez mais indispensável para a sociedade moderna,
onde a globalização é uma característica fundamental. Diversas empresas têm
distribuído seus processos de desenvolvimento de software ao redor do mundo,
visando ganhos de produtividade, redução de custos e melhorias na qualidade.
No cenário do Desenvolvimento Distribuído de Software (DDS), a comunicação
entre as equipes é uma atividade desafiadora, pois é predominantemente
mediada por tecnologia, envolve pessoas de culturas diferentes, pode não haver
a possibilidade de ser realizada em tempo real, entre outras características.
Objetivos: A pesquisa visa identificar fatores que influenciam a comunicação
em projetos de DDS, bem como as práticas utilizadas para realizá-la.
Método: Uma Revisão Sistemática da Literatura (RSL) foi realizada a fim de
coletar dados de estudos empíricos relacionados à comunicação em projetos de
DDS. No total, 184 estudos relevantes contribuíram para a pesquisa e foram
selecionados a partir de diversas fontes: 6 bases eletrônicas, 11 jornais, 2
revistas e 16 conferências. O procedimento de análise qualitativa de Merriam foi
utilizado para interpretar os dados. Antes da condução, o protocolo da RSL foi
avaliado por sete pesquisadores com experiência em projetos de software e RSL.
Resultados: Como resultado, 34 fatores e 48 práticas da comunicação em
projetos DDS foram evidenciados. Os fatores são descritos e categorizados de
acordo a influência exercida na frequência, riqueza, eficácia, velocidade e
percepção sobre os interlocutores. As práticas também são descritas e
categorizadas de acordo com características de uso e atuação no planejamento,
realização ou controle da comunicação. Além disso, são destacados ferramentas
e métodos associados às práticas.
Conclusão: Este trabalho confirma que a comunicação desempenha um papel
essencial na realização de projetos de DDS. A principal limitação relaciona-se à
falta da avaliação da qualidade dos estudos primários. E como contribuição, é
apresentado um conjunto categorizado de fatores e práticas que podem
aumentar as chances de realizar uma comunicação satisfatória.
Palavras-chave: Desenvolvimento Distribuído de Software. Comunicação.
Revisão Sistemática da Literatura.
ABSTRACT
Context: Software is increasingly indispensable to modern society, in which
globalization is a key characteristic. Several firms have distributed their
software development processes around the world, seeking productivity gains,
cost savings and quality improvements. In the Distributed Software
Development (DSD) context, communication between teams is a challenging
activity, because it is predominantly mediated by technology, involves people
from different cultures, can be carried out asynchronously, and so on.
Objectives: This research aims to identify factors that influence communication
in projects of DDS as well as practices used to accomplish it.
Method: A Systematic Literature Review (SLR) context was performed in order
to collect data from related empirical studies to communication in DDS projects.
Altogether, 184 relevant studies contributed to the research and were selected
from a variety of sources: 6 electronic databases, 11 journals, 2 periodical and 16
conferences. The procedure of qualitative analysis Merriam was used to
interpret the data. Prior to the systematic review, a protocol was developed and
after assessed by seven researchers with expertise in software projects and
systematic review.
Results: As a result, 34 factors and 48 practices of communication in DDS
projects were evidenced. The factors are described and categorized according to
the influence on effectiveness, agility, frequency, wealth and perception of the
interlocutors. The practices are also described and categorized according to the
usage characteristics and performance in the planning, implementation or
control of communication. Furthermore, tools and methods associated with
practices are highlighted.
Conclusion: This work confirms that communication plays a key role in DDS
projects. The main limitation is related to the lack of quality assessment of
primary studies. And as a contribution, we present a categorized set of factors
and practices that can increase the chances of performing a satisfactory
communication.
Keywords: Distributed Software Development. Communication. Systematic
Literature Review.
ÍNDICE DE FIGURAS
Figura 1 – Modelos do Desenvolvimento Distribuído de Software. .................... 19
Figura 2 – Modelo de Comunicação no Ciberespaço. ......................................... 25
Figura 3 – Software Weft QDA para Análise Qualitativa. ................................... 39
Figura 4 – Processo de Seleção dos Estudos Primários. ..................................... 36
Figura 5 – Formação Acadêmica dos Avaliadores. ............................................. 40
Figura 6 – Resultado da Avaliação do Protocolo. ................................................ 41
Figura 7 – Origem da Publicação dos Estudos Primários. .................................. 46
Figura 8 – Critérios de Exclusão Adotados na Seleção dos Estudos Primários. 47
Figura 9 – Distribuição Temporal dos Estudos Primários. .................................48
Figura 10 – Principais Autores dos Estudos Primários. ......................................50
Figura 11 – Nacionalidade do Primeiro Autor e da Amostra Industrial. ............ 51
Figura 12 – Nacionalidade do Primeiro Autor e da Amostra Acadêmica. .......... 52
Figura 13 – Principais Tópicos da Pesquisa nos Estudos Primários. .................. 55
Figura 14 – Quantidade de Respostas para as Perguntas de Pesquisa. .............. 55
ÍNDICE DE TABELAS
Tabela 1 – Quadro Metodológico. ........................................................................30
Tabela 2 – Classificação da Pesquisa Segundo Taxonomia de Cooper. .............. 31
Tabela 3 – Termos, Sinônimos e a String de Busca. ............................................ 33
Tabela 4 – Resultado da Busca Automática. ....................................................... 42
Tabela 5 – Resultado da Primeira Seleção na Busca Automática. ...................... 43
Tabela 6 – Estudos Repetidos da Busca Automática. ......................................... 43
Tabela 7 – Resultado da Primeira Seleção Busca Manual (Jornais/Revistas). .. 44
Tabela 8 – Resultado da Primeira Seleção Busca Manual (Conferências). ........ 44
Tabela 9 – Estudos Repetidos da Busca Manual. ................................................ 45
Tabela 10 – União dos Resultados das Buscas (Automática e Manual). ............ 45
Tabela 11 – Resultado Final da Seleção. .............................................................. 46
Tabela 12 – Fontes dos Estudos Primários (Conferências). ................................48
Tabela 13 – Fonte dos Estudos Primários (Jornais e Revistas). ......................... 49
Tabela 14 – Métodos Científicos Utilizados pelos Estudos Primários. ............... 53
Tabela 15 – Técnicas de Coleta de Dados Utilizadas pelos Estudos Primários. . 54
Tabela 16 – Técnicas de Análise de Dados Utilizadas pelos Estudos Primários. 54
Tabela 17 – Fatores que Influenciam a Comunicação em Projetos de DDS. ...... 56
Tabela 18 – Influência dos Fatores na Frequência da Comunicação. .................84
Tabela 19 – Influência dos Fatores na Riqueza da Comunicação. ...................... 85
Tabela 20 – Influência dos Fatores na Eficácia da Comunicação. ...................... 85
Tabela 21 – Influência dos Fatores na Velocidade da Comunicação. .................86
Tabela 22 – Influência dos Fatores na Percepção sobre os Interlocutores. ........ 87
Tabela 23 – Práticas Utilizadas para a Comunicação em Projetos de DDS. ...... 88
Tabela 24 – Síntese das Práticas Utilizadas na Comunicação no DDS. ............ 146
Tabela 25 – Comparação com trabalhos relacionados – Fatores. .................... 150
Tabela 26 – Comparação com trabalhos relacionados – Práticas. ................... 152
LISTA DE ABREVIATURAS
A.C.
Antes de Cristo
CSCW
Computer Supported Cooperative Work
DDS
Desenvolvimento Distribuído de Software
ES
Engenharia de Software
EUA
Estados Unidos da América
EBSE
Engenharia de Software Baseada em Evidência
F2F
Comunicação face a face
PMI
Project Management Institute
RSL
Revisão Sistemática da Literatura
TI
Tecnologia da Informação
TIC
Tecnologia da Informação e Comunicação
URL
Uniform Resource Locator
SUMÁRIO
1.
Introdução ..................................................................................................... 13
1.1.
Contextualização ................................................................................. 13
1.2.
Problema de Pesquisa ......................................................................... 16
1.3.
Objetivos .............................................................................................. 16
1.4.
Estrutura da Dissertação ..................................................................... 17
2. Revisão da Literatura .................................................................................... 18
3.
2.1.
Desenvolvimento Distribuído de Software ......................................... 18
2.2.
Processo de Comunicação ................................................................... 22
2.3.
Engenharia de Software Baseada em Evidência ................................. 26
2.4.
Trabalhos Relacionados ......................................................................28
Metodologia ...................................................................................................30
3.1.
Classificação de Acordo com Marconi e Lakatos ................................30
3.2.
Classificação de Acordo com Cooper .................................................. 31
3.3.
Planejamento da RSL .......................................................................... 32
4. Condução da RSL .......................................................................................... 41
5.
4.1.
Resultados da Seleção ......................................................................... 42
4.2.
Resultados da Extração e Análise das Evidências ..............................48
4.3.
Comparação com Trabalhos Relacionados ....................................... 150
Conclusões ................................................................................................... 157
5.1.
Limitações da Pesquisa ..................................................................... 159
5.2.
Trabalhos Futuros ............................................................................. 160
Referências ..........................................................................................................161
Apêndice A – Endereço das Fontes de Busca .................................................... 165
Apêndice B – Busca Experimental para Calibração da String .......................... 167
Apêndice C – Questionário de Avaliação do Protocolo ..................................... 169
Apêndice D – Resultado da Avaliação do Protocolo ......................................... 170
Apêndice E – Fonte dos Estudos Primários ...................................................... 172
Apêndice F – Autores dos Estudos Primários ................................................... 174
Apêndice G – Lista de Estudos Primários Selecionados ....................................177
Apêndice H – Lista de Estudos Excluídos ......................................................... 189
Apêndice I – Evidências fatores e práticas ....................................................... 230
13
1.
INTRODUÇÃO
1
Introdução
“Dê seu primeiro passo com fé, não é necessário que veja
todo caminho, só dê seu primeiro passo.”
Martin Luther King Jr. (1929-1968)
1.1. Contextualização
Nos últimos anos, o software tornou-se um elemento indispensável para
muitas organizações, pois é constantemente usado para obtenção de diferenciais
competitivos. Para atender cada vez melhor a demanda por softwares maiores e
mais complexos, a Engenharia de Software tem desenvolvido abordagens para
melhorar a qualidade e reduzir os custos do software produzido (Sommerville,
2006). Uma tendência atual da Engenharia de Software que visa atingir essas
metas é a utilização do Desenvolvimento Distribuído de Software (Carmel, 1999;
Bosch e Bosch-Sijtsema, 2010).
De acordo com Carmel (1999), projetos de Desenvolvimento Distribuído
de Software (DDS) referem-se ao grupo de pessoas em diferentes localidades
geográficas que trabalham unidas, colaborando para atingir um objetivo comum
por um extenso período de tempo. Inspirado pelo trabalho distribuído de outros
ramos industriais como o têxtil e o automobilístico, a partir da década de 90 o
mercado de TI adotou este modelo de funcionamento, e países como Estados
Unidos, Brasil, Chile, Índia, China, Malásia são atualmente reconhecidos como
grandes centros desse tipo de trabalho colaborativo.
Segundo o jornal Wall Street apud Sakthivel (2005, p. 1), a exportação de
software e serviços de TI da Índia movimentou US$12 bilhões de dólares em
2004. Já a IDC (2013) relata que a China movimentou US$5 bilhões de dólares
em exportação e serviços de TI em 2012, e estima-se que o país cresça neste
mercado a uma taxa composta anual de 22,3% entre 2012-2017. O setor de
14
exportação de TI do Brasil, segundo Carmel e Prikladnicki (2010), tem uma taxa
de crescimento de 6,5% ao ano desde 2005 e em 2008 exportou cerca de R$2,2
bilhões de reais enquanto empregava 1,7 milhões de pessoas nesse mercado.
Especificamente a Accenture, que possue um dos centros de desenvolvimento
em Recife, faturou US$23 milhões de dólares como provedora de serviços de
software em 2008 (Gereffi e Fernandez-Stark, 2010).
Para Prikladnick (2009), as equipes do projeto podem estar distribuídas
à distância nacional (localizadas no mesmo país, realizando o onshore) ou à
distância global (localizadas em países diferentes, realizando o offshore). Allen
(1977) observou ainda que uma separação geográfica de 30 metros já é tão
impactante para algumas atividades colaborativas, quanto uma distância de
vários quilômetros. Esse grau de diferença física menor envolvendo poucos
metros, diferentes bairros ou cidades é chamado de dispersão regional
(Prikladnick, 2009).
Além da diferença física, a dispersão geográfica pode ser observada a
partir da perspectiva das diferenças cultural e temporal (Prikladnick, 2009). A
cultura provê os membros com conceitos básicos, certas noções de bom e ruim,
princípios, estratégias, entre outras características. Cada indivíduo traz consigo
uma cultura, e a variação entre a cultura de dois indivíduos japoneses, por
exemplo, é bem menor se comparado à variação entre cultura de um japonês e
um norte-americano. Neste sentido, Borchers (2006) identificou que os
participantes do seu estudo que eram engenheiros de software da equipe dos
EUA tinham um elevado grau de individualismo, enquanto que engenheiros de
software
das
equipes
do
Japão
e
Índia
possuíam
comportamentos
habitualmente coletivistas.
A diferença temporal diz respeito à diferença nos horários de trabalho
(fusos horários). Quando há diferença temporal entre as organizações
envolvidas no DDS, pessoas em um local podem estar iniciando o dia de
trabalho, enquanto outros estão no final do expediente (Carmel, 1999). Como
exemplo, uma equipe formada por engenheiros na Índia e nos EUA colabora
entre eles com uma diferença de 13 horas.
15
Devido a estas condições, os projetos de DDS alcançam a competitividade
que as organizações procuram, pois aprimoram capacidades importantes, tais
como (Prikladnick, 2003):

A redução no tempo de desenvolvimento: a distribuição global pode
implicar na localização de integrantes em diferentes fusos horários,
configurando mais horas de trabalho em um dia. Como exemplo,
Herbsleb et al. (2000) cita a Índia e os EUA: os horários de trabalho
entre esses países não coincidem, o que torna possível obter
naturalmente 16 ou mais horas de trabalho em um único dia.

A redução do custo do projeto: existe a possibilidade de contratação de
recursos remotos a custos o mais baixo possível. A média de custo com
desenvolvedores na Ásia, por exemplo, é de 5 a 12 vezes menor se
comparado com a mão de obra ocidental e está previsto para permanecer,
pelo menos, quatro vezes menor, em 2015 (Janco, 2003); Além disso, não
é necessário desembolsar custos com locomoção de profissionais que
estão presentes no mercado atingido (como por exemplo, uma equipe
responsável pela Engenharia de Requisitos instalada no mesma cidade
que o cliente).

A expansão de sinergia cultural: uma equipe que reúne diferentes
culturas amplia a criatividade e inspiração, encontrando melhores formas
de criar produtos, resolver problemas, etc.
Apesar de se configurarem como vantagens competitivas, as diferenças
físicas, de tempo e de cultura se apresentam como ameaças a atividades
indispensáveis nos projetos, como é o caso da comunicação entre os integrantes
da equipe (Prikladnick, 2003; Santos, 2011; Trindade, 2008).
A comunicação no contexto do DDS passa a ser uma atividade bem mais
desafiadora. Porque devido à diferença física, por exemplo, a comunicação é
menos frequente e predominantemente mediada por computador, com pouco
ou nenhum elemento que enriquece a interação face a face: gestos, entonação,
expressões faciais, percepções, etc (Prikladnick, 2003; Santos, 2011). Devido à
diferença temporal, a comunicação não sincronizada dificulta atividades como a
elicitação, negociação de requisitos e as mudanças de escopo (Santos, 2011). E
projetos DDS dependem de um bom relacionamento entre os envolvidos, mas as
16
interações são desafiadas pelas diferenças culturais dos mesmos (Prikladnick,
2003; Santos, 2011; Trindade, 2008). Herbsleb (2007) e Bass et al. (2009)
afirmam que comunicação e coordenação são os principais fatores que levam os
projetos de DDS ao fracasso.
Após essa breve introdução acerca de projetos de DDS, as próximas
seções deste capítulo apresentam o problema e os objetivos da pesquisa e a
estrutura desta dissertação.
1.2. Problema de Pesquisa
A Engenharia de Software é uma atividade de uso intensivo de
conhecimento e comunicação (Herbsleb e Mockus, 2003). Em projetos de
Desenvolvimento Distribuído de Software (DDS), a comunicação é mais
desafiadora, pois como foi dito anteriormente, sofre influência das diferenças
física, temporal e cultural.
Desta forma, esta dissertação pretende investigar o seguinte problema de
pesquisa: quais são os fatores que influenciam a comunicação em projetos de
DDS e as práticas utilizadas pare realizá-la?
Segundo Bruno e Leidecker (1984), fatores são definidos como variáveis
que, quando devidamente sustentadas, mantidas ou administradas, podem ter
um impacto significativo no sucesso de um aspecto organizacional. Portanto,
para esta dissertação os fatores são como pontos que merecem atenção e
gerenciamento para aumentar as chances de comunicar-se de forma satisfatória.
Já a prática, segundo Navari (2010), pode ser definida como “uma
atividade buscando um objetivo, que é concebido como resultado de seguir os
princípios do procedimento” (tradução nossa). Portanto, para esta dissertação,
as práticas são a maneira habitual e eficaz de conduzir a comunicação entre as
equipes distribuídas.
1.3. Objetivos
Esta pesquisa tem o objetivo geral de identificar os fatores que
influenciam a comunicação em projetos de DDS e as práticas utilizadas pare
realizá-la. Para alcançar o objetivo geral, os seguintes objetivos específicos
foram definidos:
17
 Identificar evidências empíricas sobre os fatores que influenciam a
comunicação em projetos de DDS;
 Identificar evidências empíricas sobre as práticas utilizadas para realizar
a comunicação em projetos de DDS;
 Classificar essas evidências de maneira sistemática;
 Fornecer um conjunto categorizado de fatores e práticas referentes à
comunicação em projetos de DDS.
1.4. Estrutura da Dissertação
A dissertação está estruturada da seguinte forma:
 Capítulo 2. Revisão da Literatura: apresenta uma revisão da literatura
sobre Desenvolvimento Distribuído de Software (DDS), Comunicação e
Engenharia de Software Baseada em Evidência com foco em Revisão
Sistemática da Literatura. Dois trabalhos relacionados a esta pesquisa
também são apresentados.
 Capítulo 3. Metodologia: apresenta o método de Revisão Sistemática da
Literatura, assim como sua classificação. Detalha o protocolo da Revisão
Sistemática da Literatura, descrevendo os procedimentos para busca,
seleção e análise dos estudos. É apresentado também o resultado da
avaliação a que o protocolo foi submetido.
 Capítulo 4. Condução da RSL: apresenta o resultado da Revisão
Sistemática da Literatura, ou seja, são apresentadas as respostas para as
perguntas de pesquisa extraídas dos estudos empíricos.
 Capítulo 5. Conclusões: neste capítulo são exibidas as contribuições e
limitações da pesquisa, finalizando com recomendações para trabalhos
futuros.
18
2.
REVISÃO D A LI TE RA TURA
2
Revisão da Literatura
“Em momentos de crise, só a imaginação é mais importante
que o conhecimento.”
Albert Einstein (1879-1955)
Este capítulo oferece uma visão geral sobre Desenvolvimento Distribuído
de Software, Processos de Comunicação e Engenharia de Software Baseada em
Evidência com foco em Revisão Sistemática da Literatura. Estes conceitos são
necessários para o entendimento dos resultados apresentados nesta dissertação.
E por último, os trabalhos relacionados são apresentados.
2.1. Desenvolvimento Distribuído de Software
Nos últimos anos, o software tornou-se um elemento indispensável para
muitas organizações, pois é constantemente usado para obtenção de diferenciais
competitivos. Para atender cada vez melhor a demanda por softwares maiores e
mais complexos, a área da Engenharia de Software tem procurado maneiras
para melhorar a qualidade e reduzir os custos do software produzido
(Sommerville, 2006). Uma tendência atual na área da Engenharia de Software
que visa atingir essas melhorias é a utilização do Desenvolvimento Distribuído
de Software (Carmel, 1999; Bosch e Bosch-Sijtsema, 2010).
De acordo com Carmel (1999), projetos de Desenvolvimento Distribuído
de Software (DDS) referem-se ao grupo de pessoas em diferentes localidades
geográficas que trabalham unidas, colaborando para atingir um objetivo comum
por um extenso período de tempo. Inspirado pelo trabalho distribuído de outros
ramos industriais como o têxtil e o automobilístico, a partir da década de 90 o
mercado de TI adotou este modelo de funcionamento, e países como Estados
Unidos, Brasil, Chile, Índia, China, Malásia são atualmente reconhecidos como
grandes centros desse tipo de trabalho colaborativo.
19
Para Prikladnick (2009), as equipes do projeto podem estar distribuídas
à distância nacional (localizadas no mesmo país, realizando o onshore) ou à
distância global (localizadas em países diferentes, realizando o offshore).
Segundo o mesmo autor, o DDS pode ser classificado também de acordo com a
relação de controle que a organização matriz tem sobre as equipes remotas:
outsourcing (com contratação de empresa terceirizada) ou insourcing (criação
de uma unidade remota da empresa). Esses modelos que operacionalizam o
DDS estão esquematizados na Figura 1.
Figura 1 – Modelos do Desenvolvimento Distribuído de Software.
Fonte – Adaptado de Prikladnick (2009).
Allen (1977) observou ainda que uma separação geográfica de 30 metros
já é tão impactante para algumas atividades colaborativas, quanto uma distância
de vários quilômetros. Esse grau de diferença física menor envolvendo poucos
metros, diferentes bairros ou cidades é chamado de dispersão regional
(Prikladnick, 2009).
Além da diferença física, a dispersão geográfica pode ser observada a
partir da perspectiva das diferenças cultural e temporal (Prikladnick, 2009). A
cultura provê os membros com conceitos básicos, certas noções de bom e ruim,
princípios, estratégias, etc. como definem Van Maanen e Laurent (1993) apud
Carmel (1999, p. 58). Cada indivíduo traz consigo uma cultura, e a variação
entre a cultura de dois indivíduos japoneses, por exemplo, é bem menor se
comparado à variação entre cultura de um japonês e um norte-americano.
Borchers (2003) identificou que a cultura de engenheiros de software dos EUA
tem um elevado grau de individualismo, enquanto que os engenheiros de
software do Japão e a Índia possuem comportamentos coletivistas.
20
A diferença temporal diz respeito à diferença nos horários de trabalho
(fusos horários). Quando há diferença temporal entre as organizações
envolvidas no DDS, pessoas em um local podem estar iniciando o dia de
trabalho, enquanto outros estão no final do expediente (Carmel, 1999). Como
exemplo, há entre os EUA e a Índia uma diferença de horários de 13, e dessa
forma, não há sobreposição alguma do horário de trabalho.
É válido salientar que projetos de DDS também carregam consigo os
desafios da Engenharia de Software que ocorrem em projetos com equipes colocalizadas (Prikladnick, 2003). Exemplos:

Especificação informal e apressada dos requisitos do software;

Prazos e custos definidos de forma imprecisa, ocorrendo atraso na
entrega e prejuízos financeiros;

Pouca importância dada à qualidade, ao teste e à manutenção;

Falta de planejamento do projeto;

Trabalho em equipe afetada por falta de confiança e motivação, etc.
2.1.1. Razões que levam ao DDS
Nesta subseção são apresentados alguns fatores que motivam o uso de
DDS nas organizações:

Redução no tempo de desenvolvimento: a distribuição global pode
implicar na localização de integrantes em diferentes fusos-horário,
configurando mais horas de trabalho em um dia. Como exemplo,
Herbsleb et al. (2000) cita a Índia e os EUA. Os horários de trabalho
entre esses países não coincidem, o que torna possível obter
naturalmente 16 ou mais horas de trabalho em um único dia.

Redução de custo do projeto: existe a possibilidade de contratação de
recursos remotos a custos o mais baixo possível. A média de custo com
desenvolvedores na Ásia, por exemplo, é de 5 a 12 vezes menor se
comparado com a mão de obra ocidental e está previsto para permanecer,
pelo menos, quatro vezes menor, em 2015 (Janco, 2003); Além disso, não
é necessário desembolsar custos com locomoção de integrantes já
presentes no mercado atingido.
21

Expansão de sinergia cultural: uma equipe que reúne diferentes
culturas amplia a criatividade e inspiração, encontrando melhores formas
de criar produtos e resolver problemas.

Rigor: na tentativa de melhorar a comunicação entre os locais de
desenvolvimento, as equipes de projetos de DDS tendem a utilizar
significamente
metodologias
formais,
práticas
de
qualidade
e
documentação (Carmel, 1999).

Escala: locais de desenvolvimento de software podem aumentar e assim,
dificultar seu gerenciamento. Dessa forma, torna-se necessário distribuir
o desenvolvimento para atender a demanda necessária (Carmel, 1999).
2.1.2. Importância da Comunicação
De acordo com o Project Management Institute (2004) a comunicação é
um processo no qual as informações são trocadas entre pessoas com o uso de
um sistema comum de símbolos, sinais ou comportamentos. A comunicação
envolve completamente o trabalho da equipe na realização de um projeto, e já
foi estimado que 90% do tempo do gerenciamento dos projetos são dedicados
de algum modo às comunicações (Mulcahy, 2005).
A comunicação no contexto do DDS passa a ser uma atividade bem mais
desafiadora. Pois devido à diferença física, a comunicação é menos frequente e
predominantemente mediada por computador, com pouco ou nenhum
elemento que enriquece a interação face-a-face: gestos, entonação, expressões
faciais, percepções, etc (Prikladnick, 2003; Santos, 2011). Devido à diferença
temporal, a comunicação não sincronizada dificulta atividades como a
elicitação, negociação de requisitos e as mudanças de escopo (Santos, 2011). E
projetos DDS dependem de um bom relacionamento entre os envolvidos, mas as
interações são desafiadas pelas diferenças culturais dos mesmos (Prikladnick,
2003; Santos, 2011; Trindade, 2008).
De acordo com Santos (2011), uma comunicação efetiva afeta, entre
outras coisas, o amadurecimento da equipe, a colaboração entre os locais, o
processo de levantamento de requisitos, o compartilhamento do conhecimento e
o gerenciamento do projeto. Herbsleb (2007) e Bass et al. (2009) afirmam que a
22
comunicação e a coordenação são os principais fatores que levam os projetos
DDS ao fracasso.
2.2.Processo de Comunicação
De acordo com a Ciência da Comunicação (Souza, 2006), definir
comunicação é uma atividade desafiadora, porque todos os comportamentos e
atitudes humanas, sendo eles intencionais ou não intencionais podem ser
definidos como comunicação. Uma pessoa que dorme está a comunicar que está
dormindo. Um membro da equipe ao virar o trinco da porta, também está
comunicando que chegou à reunião. Um semblante triste está comunicando
também.
Outro desafio de sua descrição é o fato de a comunicação não ter início e
fim bem definidos. Em uma aula, o professor começa a comunicação somente
quando fala ou se comunica quando caminha na sala, abre seu livro, e observa
os alunos? Por essa perspectiva, a comunicação envolve tudo, e a informação é o
mundo inteiro (Souza, 2006).
Do ponto de vista da origem da palavra, comunicação vem do latim
communicatione, que, por sua vez, origina da palavra commune, ou seja,
comum. Comunicação em latim significa participar, pôr em comum. Portanto,
comunicação é, etimologicamente, relacionar seres viventes e tornar alguma
coisa em comum, seja uma experiência, uma informação, uma sensação, uma
emoção (Souza, 2006).
2.2.1. Comunicação Organizacional
De acordo com Souza (2006), a uma das formas de comunicação humana
acontece no interior das organizações. As organizações e os grupos mantêm-se
enquanto os seus membros colaboram e se coordenam, comunicando, para
atingir os objetivos da organização.
A comunicação humana pode ser classificada de diversas formas. Quanto
aos dispositivos técnicos, a comunicação pode direta (face a face) ou ser
mediada (realizada através de dispositivos técnicos como um ofício, jornal,
computador, telefone). Quanto à formalidade, a comunicação pode ser formal
(refere-se aos assuntos sobre a organização ou ao uso de um processo
estabelecido para a comunicação a fim de evitar distorções da informação) ou
23
informal (refere-se às falas dos funcionários “não oficialmente” relacionadas à
organização).
De acordo com o Project Management Institute (2004), para gerenciar
comunicação em uma organização que funciona através de projetos, é
necessário empregar processos destinados à geração, coleta, distribuição,
armazenamento, recuperação e destinação final das informações sobre o projeto
de forma oportuna e adequada. Neste sentido, cita quatro processos para o
gerenciamento das comunicações nos projetos: Planejamento das comunicações
(determinação das necessidades de informação e comunicação das partes
interessadas); Distribuição das informações (colocação das informações
necessárias à disposição das partes interessadas no momento adequado).
Relatório de desempenho (coleta e distribuição das informações sobre o
desempenho do projeto) e Gerenciar as partes interessadas (gerenciamento das
comunicações para satisfazer os requisitos das partes interessadas e resolver os
problemas com elas).
2.2.2. Modelos de Comunicação
Alguns modelos foram criados por teóricos a fim de representar a
realidade comunicacional de uma forma simples e compreensível. Os modelos
procuram representar os elementos da comunicação como se fosse possível
congelar um instante do ato comunicacional. Os primeiros modelos que
surgiram na história da pesquisa comunicacional definiram grande parte dos
modelos posteriores. Os mesmos serão descritos a seguir (Souza, 2006).
O modelo retórico de Aristóteles, século IV A.C., foi o primeiro modelo
histórico da comunicação. Para o filósofo, estabelecer a retórica envolvia
considerar três elementos essenciais: 1)a pessoa que fala (locutor); 2)o discurso
que faz; e 3)a pessoa que ouve. Essa abordagem expressa a essência de qualquer
modelo comunicacional posterior: o emissor, o receptor e a mensagem.
O modelo de Lasswell, 1948, foi voltado para representar a comunicação
que acontece através dos meios de comunicação em massa. Esse modelo propõe
que a iniciativa de um ato de comunicação é sempre do emissor e que provoca
efeitos no receptor (o efeito constitui uma mudança observável ou mensurável
registrada no receptor). Há cinco interrogações associadas à comunicação: 1)
Quem?, 2) Diz o quê?, 3) Por que canal/meio?, 4) A quem?, 5) Com que efeitos?.
24
O modelo de Shanon e Weaver, 1949, foi criado para representar a
comunicação mediada por dispositivos eletrônicos, porém pode ser aplicado aos
estudos de outras formas de comunicação. Segundo o mesmo, a fonte de
informação elabora e envia uma mensagem; a mensagem chega a um
transmissor, que transforma a mensagem em um sinal. O sinal pode estar
sujeito a ruído (interferências) e portando, o que é recebido pode ser diferente
do sinal enviado. O receptor capta o sinal e o transforma à forma inicial da
mensagem, de maneira a que esta possa ser compreendida pelo receptor. Este
modelo enfatizou a problemática do significado da mensagem e das
interferências sobre o processo de significação (efeitos da comunicação).
De acordo com Dante (2006), na comunicação humana o sinal é
responsável por organizar a mensagem. Um sinal tem significado em relação aos
demais e devem ser organizados em uma determinada ordem. O conjunto dos
sinais é chamado de código e este deve ser conhecido por ambos os
interlocutores para que haja comunicação. São exemplos de códigos: idioma,
Libras, desenho, código Morse, entre outros.
O modelo de Newcomb, 1953, opta por representar as motivações
comunicacionais das pessoas nas interações. Este modelo sustenta que as
pessoas precisam de informações para saber como se socializarem e também
para saberem como reagir ao meio ambiente. Incentivando equilíbrios, a
comunicação entre as pessoas fomenta a probabilidade de os participantes (A e
B) negociarem orientações similares em relação aos referentes (X) da
comunicação que estabelecem entre eles.
O primeiro modelo de Schramm, 1954, apresenta a ideia de que o
processo de codificação/descodificação da mensagem depende das experiências
do codificador e do decodificador. O conhecimento, ou campo de experiência, da
fonte e do destino coincidem-se, permitindo a comunicação. Se a superfície
comum aos dois campos de experiência é grande, a comunicação será fácil; se a
superfície comum é pequena, será difícil comunicar com a outra pessoa. Seu
segundo modelo introduz pela primeira vez o conceito de feedback e se torna o
primeiro modelo circular de comunicação. Em síntese, o modelo propõe que
cada emissor pode também funcionar como receptor num mesmo ato
comunicativo (devido ao mecanismo de retroação ou feedback).
25
O modelo de Gerbner, 1956, pretende mostrar a comunicação como
transmissão de mensagens. Um acontecimento é percepcionado por um agente,
que tanto pode ser uma pessoa como uma máquina. A percepção é seletiva e se o
agente é uma pessoa, a seleção é determinada pela adaptação da mensagem ao
seu sistema cognitivo. Ou seja, a mensagem tem a realidade por referente. O
significado emerge do enquadramento da mensagem no sistema cognitivo. O
enquadramento da mensagem é externamente condicionado pela cultura, pois
as cognições variam em função da cultura.
Surgiu recentemente um modelo que caracteriza a comunicação no
“universo virtual” ou “ciberespaço”. O mesmo é baseado nos principais modelos
de comunicação e na análise da comunicação que ocorre através de antigos e
novos meios de comunicação em massa (TV, rádio, hipertexto, banco de dados
online, etc). O Modelo de Comunicação no Ciberespaço (Teixeira et al., 2014)
(Figura 2) evidencia o processo comunicativo contemporâneo, mediado por TIC,
com múltiplos emissores e receptores para a troca de mensagens escritas, sons,
vídeos, imagens e intercâmbio de informações e saberes, de forma síncrona e
assíncrona. E desta forma se estabelece a sociedade em rede.
Figura 2 – Modelo de Comunicação no Ciberespaço.
Fonte – Adaptado de Teixeira e Ferreira (2013) apud Teixeira et al. (2014, p. 50).
26
2.3.Engenharia de Software Baseada em Evidência
Brereton et al. (2007) afirma que a Engenharia de Software Baseada em
Evidência (EBSE) é uma paradigma que produz uma avaliação objetiva e a
síntese de resultados empíricos relevantes para uma questão de pesquisa
particular. Kitchenham et al. (2009) inclui que, neste contexto, evidência é
definido como a síntese dos melhores estudos científicos no tópico ou questão
de pesquisa.
De acordo com Brereton et al. (2007), ESBE é geralmente executada
através do processo de Revisão Sistemática da Literatura (RSL). Kitchenham et
al. (2009) contextualiza este método como a principal forma de síntese na
ESBE, indicando que a RSL é uma revisão metodologicamente rigorosa dos
resultados da pesquisa. Kitchenham e Charters (2007) define RSL como “um
meio de identificar, avaliar e interpretar todas as pesquisas disponíveis
relevantes para uma questão de pesquisa específica, área temática ou fenômeno
de interesse” (tradução nossa).
Kitchenham e Charters (2007) indicam que o objetivo de uma RSL “não é
apenas para integrar os dados existentes sobre a pergunta de pesquisa; mas
também se destina a apoiar o desenvolvimento de guias baseados em evidências
para os profissionais” (tradução nossa). Os mesmos resumem as razões para a
realização de uma RSL como segue:

Para resumir as evidências existentes sobre um tratamento ou tecnologia;

Para fornecer um framework/background da literatura e suas lacunas fim
de sugerir de forma apropriadas pesquisas futuras;
De acordo com Kitchenham e Charters (2007), a realização de RSL
envolve três fases principais: o planejamento, a condução e o reporte da revisão.
Durante o planejamento, ocorre a criação de um protocolo de pesquisa que deve
especificar claramente:
 A motivação para realizar a RSL;
 As perguntas de pesquisa que serão respodidas pela RSL. Uma ou mais
perguntas podem ser definidas;
 A estratégia de busca das evidências. As evidências conseguidas através
da busca são nomeadas de estudos primários, e estes formam um
27
conjunto de obras potencialmente relevantes para alcançar os objetivos
da RSL. A estratégia de busca inclui:
 os termos e a string de busca;
 as fontes para busca automática (repositório de estudos como a
ACM Digital Library, IEEExplorer, entre outros);
 as fontes para busca manual (repositório das revistas, jornais e
conferências);
 A estratégia de seleção dos estudos primários. Após serem obtidos os
estudos potencialmente relevantes, é necessário avaliar sua relevância
real. Este avaliação é realizada com o auxílio de:
 uma lista de critérios para inclusão e exclusão dos estudo na RSL,
definidos a partir das perguntas de pesquisa;
 procedimento da seleção (equipe de trabalho, procedimento para
solução de desacordos, etc);
 O procedimento para avaliação da qualidade dos estudos primários.
Esta etapa visa avaliar em cada estudo primário o grau em o viés foi
minizado e a validade interna e externa foram maximizadas. Esta etapa é
indicada por Kitchenham et al. (2004) como um meio para orientar a
interpretação dos resultados e determinar a força de inferências;
 A estratégia para a extração dos dados. Incliu determinar meios
(formulários) para obter precisamente dos estudos as informações que
apoiam a análise das perguntas de pesquisa;
 O procedimento para a síntese dos dados extraídos. A informação obtida
na etapa anterior é analisada através da síntese que segundo Kitchenham
et al. (2004), pode ser uma análise descritiva (não quantitativa), sendo
algumas vezes completada com um resumo quantitativo;
 E finalmente o cronograma para a realização da RSL.
O
protocolo,
portanto,
contempla
o
planejamento
sistemático,
transparente e repetível da RSL. O seu desenvolvimento pode envolver mais de
um pesquisador e que ainda é passível de avaliação. Estas são as características
chaves que distinguem revisões tradicionais das revisões sistemáticas da
literatura (Kitchenham e Charters, 2007). Após o protocolo ser aceito, a
próxima fase da RSL pode ser iniciada.
28
Segundo Kitchenham e Charters (2007), a fase de condução da RSL deve
executar os passos definidos na fase de planejamento: a busca, seleção e a
avaliação de qualidade dos estudos, extração e a síntese dos dados. Finalmente,
a terceira fase visa comunicar os resultados da RSL. Conforme os autores
Kitchenham e Charters (2007), isso pode ser detalhado em um relatório técnico
ou em um jornal de conferência, etc.
2.4. Trabalhos Relacionados
Em uma análise histórica sobre publicações a respeito de projetos de
DDS, Prikladnicki et al. (2011), afirma que é possível encontrar pesquisas sobre
o tema a partir da década de 1990. O artigo de Hawryszkiewycz e Gorton (1996),
publicado na Australian Software Engineering Conference, foi um dos
primeiros trabalhos diretamente relacionado à área. Os autores discutiram
sobre o uso de groupware no suporte ao gerenciamento e a coordenação de
equipes geograficamente distribuídas.
Entre os artigos cujo tema é a comunicação em projetos DDS, encontrase, por exemplo, o trabalho de Hanisch e Corbitt (2004). Nesta pesquisa, os
autores discutiram a importância da comunicação para o processo de
Engenharia de Requisitos num contexto de DDS global. Eles argumentam que o
uso de tecnologias de comunicação, tais como e-mail, telefone e vídeo
conferência evoluem ao longo do tempo na medida em que amadurece também
a necessidade do uso destas tecnologias. E documentam no artigo o que poderia
ser uma sequência de passos nesta evolução. Como resultado, a utilização do email apareceu como uma necessidade básica e evoluiu para o uso de
videoconferência, quando os desafios da comunicação começariam a aumentar.
Para propor o processo de evolução, os autores optaram por um Estudo de Caso
com a utilização de instrumentos de coleta de dados qualitativos.
Outro estudo sobre a comunicação em equipes DDS foi desenvolvido por
Farias Júnior et al. (2009). Os pesquisadores optaram por uma pesquisa
empírica qualitativa para selecionar práticas da comunicação em projetos de
DDS. Foram realizadas entrevistas com seis gestores de equipes DDS e como
resultado, são evidencias oito boas práticas para a comunicação.
A partir de estudos primários como o de Hanisch e Corbitt (2004), e o de
Farias Júnior et al. (2009), é possível realizar estudos secundários, cuja
29
finalidade principal é analisar e sintetizar o conhecimento já produzido sobre o
fenômeno. Pesquisas realizadas por Santos (2011) e Iqbal e Abbas (2011)
produziram sínteses a cerca da comunicação em ambientes distribuídos. Logo,
esses dois trabalhos são considerados relacionadas a esta pesquisa.
Em 2011, através de uma Revisão Sistemática da Literatura, Santos
(2011) identificou os principais fatores que influenciam a comunicação em
projetos DDS, bem como os efeitos positivos e/ou negativos que tais fatores
exerciam no projeto. Partindo da análise de 20 estudos secundários, 29 fatores e
25 efeitos foram identificados. Os fatores e efeitos foram divididos nas
categorias C1 (Fatores Humanos), C2 (Localização e Infraestrutura) e C3
(Processos e Tecnologias). Porém este trabalho não apresenta as práticas e
ferramentas para gerenciar o processo de comunicação em projetos DDS.
Iqbal e Abbas (2011) utilizou uma Revisão Sistemática da Literatura para
documentar as práticas disponíveis para realizar a comunicação em projetos de
DDS. Esta revisão levou em consideração 90 estudos primários e foram
evidenciadas 63 práticas. Este trabalho, porém, não apresenta o nome de
ferramentas e métodos associados às práticas.
Entretanto, ainda existem lacunas referentes à consolidação da literatura.
Pois conforme ocorre a evolução das TICs (atualização de sistemas de redes para
melhorar qualidade e largura de banda, oferta de largura de banda sem fio,
maior interoperabilidade entre dispositivos e aplicações, segurança de dados,
interfaces para interação homem-máquina, inteligência artificial (Ackerman et
al., 2002)) haverá o desenvolvimento de novas ferramentas, técnicas, modelos e
com isso novas pesquisas sobre comunicação em projetos de DDS envolvendo
essas abordagens serão publicados.
30
3.
METODO LOGIA
3
Metodologia
“O fracasso é a oportunidade de se começar de
novo inteligentemente.”
Henry Ford (1863-1947)
Para Marconi e Lakatos (2010), não há ciência sem o emprego de
métodos científicos. O método é um conjunto de atividades sistemáticas e
racionais que, com maior segurança e economia, permite que uma pesquisa
alcance conhecimentos válidos e verdadeiros. Este capítulo apresenta a
classificação do método de Revisão Sistemática da Literatura, o planejamento
da SRL, bem como a avaliação do protocolo realizada por sete pesquisadores.
3.1. Classificação de Acordo com Marconi e Lakatos
Esta pesquisa utiliza a indução como abordagem científica. É baseada em
dados de natureza qualitativa e no que diz respeito a seu método de pesquisa, é
conduzida uma Revisão Sistemática da Literatura. O quadro metodológico da
pesquisa é apresentado na Tabela 1.
Tabela 1 – Quadro Metodológico.
Quadro Metodológico
Abordagem Científica
Método indutivo
Método de Pesquisa
Revisão Sistemática da Literautra
Natureza dos Dados
Qualitativa
Fonte – Elaborado pela autora.
De acordo com Marconi e Lakatos (2010), a abordagem científica
indutiva começa a partir de dados específicos até chegar à verdade geral ou
universal, não contida nas partes examinadas. Para isso, são seguidos três
passos:
31
 Observação do fenômeno: neste passo observam-se os fatos ou
fenômenos e são analisadas as causas de sua manifestação;
 Descoberta da relação entre eles: durante este passo, os fatos ou
fenômenos são comparados com a finalidade de descobrir a relação
constante existente entre eles;
 Generalização da relação: neste passo, a relação encontrada no passo
anterior é generalizada para fatos ou fenômenos semelhantes.
O método de pesquisa selecionado foi Revisão Sistemática da Literatura,
que analisa e interpreta todas as pesquisas relevantes disponíveis para
responder uma pergunta específica (Kitchenham e Chartes, 2007). De acordo
com Marconi e Lakatos (2010), o método qualitativo define a análise de um
fenômeno através de dados qualitativos, oferecendo como resultado uma
descrição profunda das características do fenômeno.
3.2.Classificação de Acordo com Cooper
A taxonomia de Cooper (1988) classifica as revisões da literatura de
acordo com seis características: foco, objetivo, perspectiva, cobertura,
organização e audiência. A classificação de Cooper (Tabela 2) estimulou o
raciocínio para a definição do protocolo desta RSL.
Tabela 2 – Classificação da Pesquisa Segundo Taxonomia de Cooper.
Característica
Foco
Objetivo
Perspectiva
Categoria
Práticas ou aplicações
Integração
Representação neutra
Cobertura
Exaustiva
Organização
Conceitual
Audiência
Pesquisadores especializados
Profissionais
Fonte – Elaborado pela autora.
As características são definidas por Cooper (1988), como segue:
 Foco: está relacionado com o principal interesse do pesquisador que
realiza a revisão da literatura. Quanto ao foco nas práticas ou aplicações,
examina como as práticas ou aplicações foram aplicadas em determinado
grupo de pessoas.
32
 Objetivo: está relacionado com os objetivos que a revisão da literatura
almeja alcançar. Quanto ao objetivo da integração, oferece uma síntese
da literatura em um determinado tópico de pesquisa.
 Perspectiva: refere-se ao ponto de vista do pesquisador durante a
discussão da revisão da literatura. Quanto à perspectiva da representação
neutra, apresenta as evidências disponíveis na literatura e o pesquisador
da RSL não provê sua posição diante do exposto.
 Cobertura: refere-se à decisão do pesquisador de refinar a inclusão de
estudos relevantes. Quanto à cobertura exaustiva, atinge toda a literatura
disponível no tópico de interesse.
 Organização: refere-se à organização dos resultados da revisão. Quanto
à organização conceitual, são apresentados juntos os estudos que
discutem as mesmas ideias.
 Audiência: refere-se a quem será direcionada a revisão da literatura.
Pode ser direcionada aos profissionais, pesquisadores especializados ou
gerais, ou público em geral. A distinção da audiência irá guiar o estilo de
escrita e o uso de conceitos do tópico de interesse.
3.3.Planejamento da RSL
As próximas seções desccrevem detalhadamente o protocolo da RSL. Por
fim, a avaliação do protocolo realizada por sete pesquisadores também é
apresentada.
3.3.1. Perguntas de Pesquisa
PP1 - Quais são os fatores que influenciam a comunicação em projetos de
DDS? Segundo Bruno e Leidecker (1984), fatores são definidos como variáveis
que, quando devidamente sustentadas, mantidas ou administradas, podem ter
um impacto significativo no sucesso de um aspecto organizacional. Então, para
esta dissertação os fatores são como pontos que merecem atenção e
gerenciamento para aumentar as chances de comunicar-se de forma satisfatória.
PP2 - Quais são as práticas utilizadas para a comunicação em projetos de
DDS? Segundo Navari (2010), a prática pode ser definida como “uma atividade
buscando um objetivo, que é concebido como resultado de seguir os princípios
do procedimento” (tradução nossa). Então, para esta dissertação, as práticas são
33
a maneira habitual e eficaz de conduzir a comunicação entre as equipes
distribuídas.
3.3.2. Estratégia de Busca
A principal atividade da estratégia de busca é construir uma string, sendo
indispensável considerar o conjunto de perguntas de pesquisa (Kitchenahm e
Charters, 2007). Os passos para a construção da string foram:
 Os principais termos da busca foram identificados partir das perguntas
de pesquisa; Foi realizada a tradução desses termos para o inglês, por ser
o idioma mais utilizado na literatura de Ciência da Computação;
 Os principais sinônimos dos termos foram identificados;
 A string foi gerada a partir da combinação dos termos e sinônimos.
Utilizaram-se aspas duplas, parênteses e operadores lógicos AND e OR.
A Tabela 3 apresenta os termos, os sinônimos e a string de busca.
Tabela 3 – Termos, Sinônimos e a String de Busca.
Termos
Distributed
Software
Development
Communication
Sinônimos
Distributed software development,
Distributed development,
Distributed teams,
Global software development,
Global software engineering,
Global software teams,
Globally distributed development,
Globally distributed work,
Geographically distributed software
development,
Collaborative software development,
Collaborative software engineering,
Cooperative software development,
Cooperative software engineering,
Offshore software development,
Offshoring,
Offshore,
Offshore outsourcing
Communication,
Communicate,
Communication management,
Information sharing,
Information transfer
String
("Communication" OR
"Communicate" OR
"Communication Management"
OR "Information sharing" OR
"Information transfer") AND
("Distributed software
development" OR "Distributed
development" OR "Distributed
teams" OR "Global software
development" OR "Global software
engineering" OR "Global software
teams" OR "Globally distributed
development" OR "Globally
distributed work" OR
"Geographically distributed
software development" OR
"Collaborative software
development" OR "Collaborative
software engineering" OR
"Cooperative software
development" OR "Cooperative
software engineering" OR
"Offshore software development"
OR "Offshoring" OR "Offshore" OR
"Offshore outsourcing").
Fonte – Elaborado pela autora.
34
Em Maio/2013, buscas experimentais foram realizadas a fim de calibrar a
string e adaptá-la a cada base eletrônica. As buscas foram executadas levando
em consideração todos os dados disponíveis dos estudos (resumo, palavraschave, título, texto completo, etc.). Como resultado, muitos artigos sem relação
ao tema foram retornados. Então, as fontes de busca foram configuradas para
retornar estudos analisando apenas o resumo, o que melhorou o resultado
anterior. O resultado das buscas experimentais pode ser visto no Apêndice B.
A busca dos estudos é dividida em dois passos: a automática e a manual.
Os seguintes critérios foram utilizados para selecionar as fontes para as buscas:
 A fonte deve ter disponibilidade de consulta de artigos através da web;
 A fonte para busca automática deve possuir mecanismos de busca através
de palavras-chaves;
 Utilizar fontes de busca recomendadas por especialista em EBSE como as
citadas em Kitchenahm e Charters (2007); e fontes presentes em RSL
envolvendo DDS, como em Santos (2011), Iqbal e Abbas (2011), Verner
(2012), Trindade (2008) e Yalaho (2006);
 Identificar principais jornais, revistas e conferências indexadas pelas
fontes de busca automática.
Então, as fontes eletrônicas utilizadas para busca automática e manual
são as listadas a seguir (as URLs das fontes estão disponíveis no Apêndice A):
 Bases eletrônicas: ACM Digital Library; El Compendex; Elsevier
ScienceDirect; IEEEXplore Digital Library; Scopus e Wiley InterScience.

Jornais e Revistas: Annals of Software Engineering; Communications
of
the
ACM;
Empirical
Software
Engineering;
IEEE
Software;
Information and Software Technology; Information Systems Journal;
Journal of Computer-Mediated Communication; Journal of Global
Information Management; Journal of Global Information Technology
Management; Journal of Software: Evolution and Process; Journal of
Systems and Software; Software Practice and Experience e Transactions
on Software Engineering.

Conferências: Collaboration and Intercultural Issues on Requirements:
Communication, Understanding and Softskills; Conference on Computer
Supported Cooperative Work; IET Software; International Conference on
35
Collaboration Technologies and Systems; International Conference on
Collaborative Computing: Networking, Applications and Worksharing;
International Conference on Computer Supported Cooperative Work in
Design; International Conference on Cooperation and Promotion of
Information, Resources in Science and Technology; International
Conference on Global Software Engineering; International Conference on
Intercultural Collaboration; International Conference on Software
Engineering; International Conference on Supporting Group Work;
International Conference Professional Communication; International
Symposium on Empirical Software Engineering and Measurement;
Symposium on Advanced Management of Information for Globalized
Enterprises; Workshop de Desenvolvimento Distribuído de Software e
Workshop on Wikis for Software Engineering.
3.3.3. Estratégia de Seleção
Para Kitchenahm e Charters (2007), a estratégia de seleção deve fornecer
um conjunto de critérios de inclusão e exclusão e um processo para aplicar tais
critérios. Os critérios de exclusão (CE) e inclusão (CI) são os listados a seguir:
 CE1: Devem ser excluídos os estudos que não estejam escritos em Inglês,
 CE2: Devem ser excluídos os estudos irrelevantes, que não respondam a
nenhuma das perguntas de pesquisa,
 CE3: Devem ser excluídos os estudos que não estejam disponíveis para
recuperação através da web,
 CE4: Se dois artigos diferentes publicarem os mesmos resultados de um
estudo, o menos detalhado será excluído,
 CE5: Se dois artigos iguais forem capturados em mais de uma fonte, um
deles será excluído,
 CE6: Devem ser excluídos os estudos que não sejam da área de Ciência
da Computação,
 CE7: Devem ser excluídos os estudos cujo ano de publicação seja inferior
a 1999 (ano em que ocorreu uma publicação marcante sobre o tema:
Carmel (1999)).
36
 CE8: Devem ser excluídos os estudos não empíricos relacionados à
comunicação em projetos DDS,
 CI1: Devem ser incluídos estudos empíricos relacionados à comunicação
em projetos DDS que respondem pelo menos uma pergunta de pesquisa,
 CI2: Se dois artigos publicarem resultados diferentes de um mesmo
estudo, ambos serão incluídos.
A equipe formada para realizar esta RSL envolveu quatro pesquisadores.
A participação de outros pesquisadores reduz o viés de interpretação de que o
estudo é realmente relevante para responder as perguntas de pesquisa, segundo
Kitchenham e Chartes (2007). A Tabela 4 caracteriza a formação e experiência
dos participantes com relação a DDS e RSL, bem como a participação deles
nesta RSL.
Tabela 4 – Equipe de Execução da RSL
Experiência em
DDS
Experiência
em RSL
Bacharelado em
Sistemas de
Informação (UPE)
Acadêmica (1 ano)
Sim (1 ano)
Busca, Seleção,
Extração e Síntese.
Especialista em Banco
de Dados (CEFET - PI)
Acadêmica (1 ano)
Sim (1 ano)
Busca, Seleção e
Extração.
IHFJ
Mestre em Ciência da
Computação (UFPE)
Acadêmica (6 anos)
Profissional (1 ano)
Sim (2 anos)
Busca, Seleção,
Extração e Síntese.
JPNO
Mestre em Ciência da
Computação (UFPE)
Acadêmica (2 anos)
Profissional (8 anos)
Sim (2 anos)
Extração.
Pesquisador
ANDR
DS
Formação
Participação na
RSL
Fonte – Elaborado pela autora.
A Figura 3 apresenta o processo de seleção dos estudos. A seguir, cada
passo é brevemente descrito:
Figura 3 – Processo de Seleção dos Estudos Primários.
Fonte – Elaborado pela autora.
37
Passo 1 – Busca Automática: Uma equipe de quatro pesquisadores
participou da RSL. Neste passo, as bases eletrônicas serão divididas entre eles.
Cada pesquisador realiza a busca de acordo com a estratégia de busca descrita
na seção anterior. A partir da leitura do título, resumo e palavras-chaves, os
pesquisadores decidem se o estudo será excluído e utiliza os critérios de
exclusão de CE1 a CE8. Caso haja dúvida de que o estudo deve ser realmente
excluído, é optado pela inclusão, de forma que este estudo seja avaliado
detalhadamente nos próximos passos. Os arquivos são baixados e esta 1ª Lista
de artigos potencialmente relevantes será mantida no sistema Dropbox de
compartilhamento de arquivos.
Passo 2 – Busca Manual: As fontes para a busca manual serão divididas
entre os pesquisadores. A busca nas revistas e jornais se dará através da lista de
artigos publicados nos volumes e suas edições. Para as conferências, a busca se
dará através da lista de artigos aceitos para publicação. A partir da leitura do
título, resumo e palavras-chaves, os pesquisadores decidem se o estudo será
excluído utilizando os critérios de exclusão de CE1 a CE8. Caso haja dúvida de
que o estudo deve ser realmente excluído, é optado pela inclusão, de forma que
este estudo seja avaliado detalhadamente nos próximos passos. A 2ª Lista de
artigos potencialmente relevantes será mantida no sistema Dropbox de
compartilhamento de arquivos. De acordo com Kitchenham e Charters (2007),
essas buscas iniciais retornam uma grande quantidade de estudos irrelevantes.
Esses estudos serão descartados e não será mantida a listagem dos mesmos.
Passo 3 – União das listas: As duas listas de estudos potencialmente
relevantes são unidas através do Mendeley que é capaz de subtrair os estudos
repetidos (critério de exclusão CE5), ao ponto que captura automaticamente os
principais dados de cada estudo (Título, Autor, Fonte e Ano de Publicação).
Então, será formada a 3ª Lista de estudos potencialmente relevantes. Os dados
extraídos pelo Mendeley serão exportados para uma planilha do Microsoft
Excel. Novas colunas serão adicionadas (ID, Situação, Critério de Exclusão,
Desempate e Observações) para facilitar a análise dos estudos nas próximas
fases.
Passo 4 – Seleção: Os estudos da 3ª Lista serão avaliados por pelo
menos dois pesquisadores. Através da leitura da introdução e conclusão será
38
decidido se o estudo será excluído ou incluído (critérios CE1 a CE8 e CI1 a CI2).
A coluna Situação deve ser preenchida com os valores “Incluído” ou “Excluído”,
e a coluna Critério de Exclusão com o critério de exclusão adotado. Como
resultado desta etapa, será obtido um conjunto final de estudos primários que
respondem às perguntas de pesquisa. Se houver discordâncias na inclusão ou
exclusão de um estudo, um terceiro pesquisador resolverá o conflito.
3.3.4. Estratégia de Extração
Para Kitchenham e Charters (2007), o objetivo desta etapa é elaborar o
instrumento para a extração dos dados dos estudos primários. O instrumento
deve ser projetado para coletar as informações necessárias para responder as
perguntas de pesquisa.
Visando analisar completamente os estudos primários, e responder
perguntas de pesquisa PP1 e PP2, será utilizado um documento texto com as
seguintes seções: ID, Pesquisador da extração, Objetivo da pesquisa, Método
científico, Técnica de Coleta de Dados, Técnica de análise de dados, Amostra
(profissionais ou estudantes), Modelo do DDS, Fator que influencia a
comunicação, Nome e descrição da prática para a comunicação, Detalhes
adicionais e/ou conceitos. Uma lista inicial de métodos científicos possíveis foi
criada a partir de Easterbrook et al. (2008) e Merriam (2009), porém outros
métodos podem ser encontrados.
3.3.5. Estratégia de Síntese
A interpretação de dados é o cerne da pesquisa qualitativa. Em síntese, o
objetivo de uma análise qualitativa é derivar conclusões de forma clara e
sistêmica a partir dos dados coletados (Merriam, 2009). O aspecto essencial do
procedimento de análise qualitativa é o emprego de categorias, que visam o
resumo e redução dos textos coletados (documentos, transcrições de entrevistas,
notas de campo, etc.). O processo básico de análise qualitativa descrito por
Merriam (2009) foi utilizado nesta pesquisa e possui os seguintes passos:
1) Nomear as categorias: a partir da leitura do primeiro texto coletado, são
geradas anotações (categorias) próximas a trechos que são relevantes
para responder as perguntas da pesquisa. As categorias são abstrações ou
elementos conceituais que “cobrem” exemplos individuais.
39
2) Determinar o número de categorias: um conjunto final de categorias é
obtido pela união das categorias proveniente de textos da pesquisa. Neste
momento, podem ocorrer junções de categorias similares, renomeação,
uma categoria pode se tornar uma subcategoria, etc. É um refinamento
que deve ser realizado até que o número de categorias seja satisfatório
para refletir fielmente aos dados que elas representam. O conjunto final
de categorias é chamado de esquema, temas, achados.
3) Associar trechos dos textos às categorias: de posse do esquema, é
necessário depositar os segmentos dos textos dentro das categorias. Isto
é feito criando-se pastas com o nome das categorias e cada unidade do
texto codificada com a categoria finalmente é cortada e depositada dentro
da pasta correspondente. Porém quando a quantidade de dados é grande
é recomendando o uso de softwares para auxiliar.
Para a realização do processo foi utilizado o software livre Weft QDA.
Segue a ilustração do software em execução (Figura 4), onde são apresentados os
textos pertencentes à categoria “Diferença cultural”.
Figura 4 – Software Weft QDA para Análise Qualitativa.
Fonte – Elaborado pela autora.
40
3.3.6. Avaliação do Protocolo
O protocolo é um elemento crítico de qualquer RSL e por isso é
necessário availá-lo, conforme afirma Kitchenham e Charts (2007). Sete
pesquisadores foram convidados para determinar a sua adequabilidade: o
orientador da dissertação e mais seis pesquisadores com experiência em RSL e
Projetos de Software ou DDS.
O questionário de avaliação contém questões sugeridas por Kitchenham
e Charters (2007) e pelo CDR (Center for Reviews and Dissemination) apud
Kitchenham e Charters (2007, p. 16). Essas questões são normalmente
utilizadas em avaliações de revisões sistemáticas da literatura já concluídas, por
isso foram adaptadas para a avaliação do protocolo. O questionário foi
disponibilizado através do Survey Monkey e continha sete questões envolvendo
as perguntas de pesquisas, a string de busca, a fontes de busca, os critérios de
inclusão e exclusão, a avaliação da qualidade dos estudos e os procedimentos
para extração e análise de dados (ver Apêndice C).
O questionário ficou disponível entre os dias 10/05 e 25/05/2013 e foram
obtidas sete respostas (ver Apêndice D). Quanto ao perfil dos respondentes, dois
são PhD em Ciência da Computação, os demais são Mestres e estão cursando
PhD em Ciência da Computação, conforme o gráfico da Figura 5.
Figura 5 – Formação Acadêmica dos Avaliadores.
Formação acadêmica dos avalidores
PhD
2
Candidato a PhD
5
0
2
4
6
Quantidade de respondentes
Fonte – Elaborado pela autora.
A média da avaliação foi calculada para as questões, conforme detalhado
na Figura 6. Estas médias são todas superiores ao valor 2,5, e por isso, pode-se
dizer que o protocolo foi positivamente aceito e tornou-se apto a passar para a
fase de condução. Valores acima de 2,5 estão mais próximos do grau de
concordância Condordo Parcialmente (Peso 3) do que em relação ao grau de
concordância inferior Neutro (Peso 2).
41
Figura 6 – Resultado da Avaliação do Protocolo.
Avaliação do protocolo
5,0
4,0
3,29
3,00
3,0
2,57
3,00
3,14
Q4
Q5
3,86
3,86
Q6
Q7
2,0
1,0
0,0
Q1
Q2
Q3
Média da Avaliação
Fonte – Elaborado pela autora.
Diante das sugestões de melhoria fornecidas pelos avaliadores, algumas
fragilidades no protocolo foram reparadas. Após isso, o protocolo foi reenviado
aos participantes da avaliação:
 Correções gramaticais: erros de grafia foram eliminados e trechos foram
reescritos para ficarem mais claros.
 Perguntas de pesquisa: reorganização e fusão de perguntas de pesquisa.
 Estratégia de busca: eliminou-se a fonte Springer Link e houve a sugestão
da Wiley InterScience. Os artigos da Springer Link não são gratuitamente
disponíveis na Internet.
Após conversar com os participantes, ficou claro que a questão Q3
apresentou ambiguidade no seu entendimento. A mesma se refereia à variedade
de fontes de busca, e concluímos que seria mais claro se tivesse sido escrita da
seguinte forma: ‘Q3) As fontes de busca selecionadas (bases eletrônicas, jornais,
revistas e periódicos) cobrirão provavelmente os estudos relevantes’.
4.
CONDUÇÃO DA RS L
42
4
Condução da RSL
“Põe quanto és no mínimo que fazes. Assim em
cada lago, a lua toda brilha porque alta vive.”
Fernando Pessoa (1888-1935)
Este capítulo fornece os resultados da condução da SLR que foram
obtidos através da aplicação do protocolo detalhado no capítulo 3.
4.1. Resultados da Seleção
A seleção iniciou em Junho de 2013 e por isso levou em consideração os
estudos publicados até o primeiro semestre deste ano. Composto por quatro
passos (ver Figura 3), o processo de seleção é apresentado abaixo.
Passo 1 – Busca Automática: nesta etapa, os estudos foram obtidos
automaticamente a partir das seguintes fontes: ACM Digital Library, El
Compendex, Elsevier ScienceDirect, IEEEXplore Digital Library, Scopus e Wiley
InterScience. A busca automática utilizou a string de busca para examinar o
resumo dos estudos. Algumas bases possuíam filtros para já aplicar os critérios
de exclusão CE1, CE6 e CE7. A string de busca retornou um total de 2.712
estudos, conforme detalhado na Tabela 5:
Tabela 5 – Resultado da Busca Automática.
Base eletrônica
El Compendex
Scopus
IEEEXplore Digital Library
Wiley InterScience
ACM Digital Library
Elsevier ScienceDirect
Total
Estudos retornados
1.021
866
338
308
148
31
2.712
Fonte – Elaborado pela autora.
Neste ponto, foram lidos o título, o resumo e as palavras-chaves dos 2.712
estudos, e foram excluídos aqueles que obedeciam aos critérios de exclusão CE1
43
a CE8. Após isso, uma parcela de 31,01% (841) do número total de estudos foi
selecionada, conforme detalhado na Tabela 6. Estes estudos retidos formam a 1ª
Lista de Estudos potencialmente relevantes (Passo 1 - Figura 3). Os mesmos
foram baixados em formato PDF e armazenados no sistema Dropbox de
compartilhamento de arquivos para participarem das próximas etapas.
Tabela 6 – Resultado da Primeira Seleção na Busca Automática.
Base Eletrônica
Scopus
El Compendex
ACM Digital Library
Elsevier ScienceDirect
IEEEXplore Digital Library
Wiley InterScience
Total
Estudos
retornados
866
1.021
148
31
338
308
2.712
Estudos
selecionados
332
351
48
8
82
24
845
Porcentagem (%)
38,34
34,18
32,43
25,81
23,96
7,47
31,15
Fonte – Elaborado pela autora.
Durante a busca automática foi observado que os sinônimos do termo
DDS Offshoring e Offshore retornavam artigos constantemente relacionados ao
assunto “oil and gas”. Logo, acredita-se que estes sinônimos poderiam ter sido
retirados da string sem maiores prejuízos ao resultado da busca. Acredita-se
ainda, que aplicar a busca no resumo dos estudos tenha sido uma maneira
eficiente de encontrar estudos relevantes, levando em consideração que houve
taxa de retenção entre 30% a 38% como ocorreu nas bases do Scopus, El
Compendex e ACM Digital Library.
Neste ponto, todos os 845 estudos selecionados foram importados para o
sistema de gerenciador de referências Mendeley. O Mendeley é capaz de
subtrair os estudos iguais obedecendo-se assim ao critério de exclusão CE5.
Desta forma, obteve-se 518 estudos únicos na busca automática, conforme
detalhado na Tabela.
Tabela 7 – Estudos Repetidos da Busca Automática.
Estudos selecionados na
busca automática
Estudos
repetidos
Estudos únicos
845
323
518
Fonte – Elaborado pela autora.
A grande quantidade de estudos repetidos evidencia o fato de que
diferentes bases eletrônicas indexam os estudos dos mesmos jornais, revistas e
44
conferências. O fato revela ainda um funcionamento uniforme dos mecanismos
de busca, uma vez que bases distintas retornaram os mesmos estudos através da
mesma string.
Passo 2 – Busca Manual: nesta etapa, os estudos foram obtidos a partir
de 32 fontes entre jornais, revistas e conferências. A busca pelos estudos foi
realizada de forma semelhante à busca automática: leitura do título, resumo e
palavras-chave, e os estudos foram excluídos conforme obedeciam aos critérios
de exclusão CE1 a CE8. Os estudos selecionados formam a 2ª Lista de Estudos
potencialmente relevantes (Passo 2 - Figura 3). Os mesmos foram baixados em
formato PDF e foram armazenados no sistema Dropbox de compartilhamento
de arquivos para participarem das próximas etapas.
Tabela 8 – Resultado da Primeira Seleção Busca Manual (Jornais/Revistas).
Revistas e Jornais
Estudos
selecionados
Communications of the ACM
IEEE Software
Information and Software Technology
Information Systems Journal
Journal of Software: Evolution and Process
Transactions on Software Engineering
Journal of Systems and Software
Empirical Software Engineering
Annals of Software Engineering
Software Practice and Experience
Journal of Global Information Management
Journal of Global Information Technology Management
Journal of Computer-Mediated Communication
Total
49
26
20
14
9
6
6
5
4
4
4
3
3
153
Fonte – Elaborado pela autora.
Tabela 9 – Resultado da Primeira Seleção Busca Manual (Conferências).
Conferências
International Conference on Global Software Engineering
International Conference on Computer Supported Cooperative Work
in Design
International Conference on Software Engineering
International Conference on Collaboration Technologies and Systems
International Conference on Collaborative Computing: Networking,
Applications and Worksharing
Conference on Computer Supported Cooperative Work
International Symposium on Empirical Software Engineering and
Measurement
Estudos
selecionados
134
62
45
34
17
15
12
45
International Conference on Supporting Group Work
IET Software
Workshop on Wikis for Software Engineering
Symposium on Advanced Management of Information for Globalized
Enterprises
Workshop de Desenvolvimento Distribuído de Software
International Conference Professional Communication
Collaboration and Intercultural Issues on Requirements:
Communication, Understanding and Softskills
International Conference on Intercultural Collaboration
International Conference on Cooperation and Promotion of
Information Resources in Science and Technology
Total
9
7
6
5
5
3
3
2
2
361
Fonte – Elaborado pela autora.
Neste momento, todos os estudos selecionados na busca manual foram
importados para o Mendeley, que subtraiu os estudos iguais obedecendo-se
assim ao critério de exclusão CE5. Do total de 514 estudos advindos das jonais,
revistas e conferências, obteve-se uma lista com 511 estudos únicos, conforme é
detalhado na Tabela 10.
Tabela 10 – Estudos Repetidos da Busca Manual.
Estudos selecionados na busca manual
(jornais, revistas e conferências)
514
Estudos
repetidos
3
Estudos únicos
511
Fonte – Elaborado pela autora.
Passo 3 – União das Listas: utilizando-se o Mendeley, a 1ª e 2ª lista de
estudos potencialmente relevantes foram unidas (Passo 3 - Figura 3), excluindose também os estudos repetidos. Essa união dos 518 artigos da busca automática
e 511 estudos da busca manual deu origem a uma 3ª Lista com 923 estudos
potencialmente relevantes únicos, conforme mostra a Tabela 11.
Tabela 11 – União dos Resultados das Buscas (Automática e Manual).
Estudos selecionados na
busca automática
518
Estudos selecionados na
busca manual
511
Estudos
repetidos
106
Estudos únicos
923
Fonte – Elaborado pela autora.
Neste ponto, observou-se o benefício de se realizar os dois tipos de busca,
uma vez que foram encontrados na busca manual estudos diferentes daqueles
encontrados na busca automática. Por fim, a 3ª Lista de estudos potencialmente
relevante foi exportada do Mendeley para uma planilha Excel, com informações
do “Título”, “Autor (s)”, “Fonte” e “Ano de Publicação” e foram adicionadas mais
46
quatro colunas chamadas “ID”, “Situação”, “Critério de Exclusão”, “Desempate”,
“Observações” para possibilidar a próxima análise dos estudos, como descrito a
seguir.
Passo 4 – Seleção dos Estudos: todos os 923 estudos potencialmente
relevantes da 3ª Lista (Passo 4 - Figura 3) foram avaliados por pelo menos dois
pesquisadores, mediante a leitura da introdução e conclusão. Quando houve
dúvida se o estudo obedecia ou não aos critérios de exclusão ou inclusão, outras
seções do artigo eram lidas. A coluna “Situação” foi preencida com os valores
“Incluído” ou “Excluído”, e a coluna “Critério de Exclusão” foi preenchido com o
critério adotado. Utilizaram-se os critérios de exclusão CE1 a CE8.
Quando havia qualquer discordância na inclusão ou exclusão de um
estudo, havia uma reunião de desempate entre os pesquisadores, e se a dúvida
persistisse um terceiro pesquisador resolvia o conflito, preenchendo a coluna
“Desempate”. Após esse processo, uma parcela de 26,54% (245) do número total
de estudos foi selecionada, conforme detalhado na Tabela 12.
Tabela 12 – Resultado Final da Seleção.
Estudos
únicos
923
Estudos
excluídos
678
Estudos
selecionados
245
Porcentagem
(%)
26,54
Fonte – Elaborado pela autora.
A fonte de publicação dos estudos primários está detalhada na Figura 7.
Figura 7 – Origem da Publicação dos Estudos Primários.
Origem dos estudos primários
0
Conferências
Jornais e Revistas
50
100
150
200
176
69
Qtd. de estudos
Fonte – Elaborado pela autora.
Com relação aos critérios de exclusão, a maioria dos estudos desta RSL
foi excluída pelos critérios “CE2: Devem ser excluídos os estudos irrelevantes,
que não respondam a nenhuma das pergunta de pesquisa” e “CE5: Se dois
artigos iguais forem capturados em mais de uma fonte, um deles será excluído”
47
como mostra a Figura 8. Uma lista completa dos estudos excluídos também pode
ser encontrada no Apêndice H.
Figura 8 – Critérios de Exclusão Adotados na Seleção dos Estudos Primários.
Critérios de exclusão adotados
540
600
437
400
126
200
5
4
CE 3
CE 4
0
CE 1
CE 2
CE 5
CE 6
CE 7
CE 8
Qtd. de estudos primários
Fonte – Elaborado pela autora.
Foram classificados no CE2, por exemplo, estudos sobre colaboração em
equipes co-localizadas, propostas de teses e dissertações ainda sem resultados,
descrições de workshops, estudos de comunicação em equipes virtuais de áreas
diferentes da Engenharia de Software, estudos sobre projetos de DDS que não
focavam na atividade de comunicação, entre outros.
Nem todos os estudos repetidos (CE5) foram excluídos automaticamente
pelo Mendeley, sendo 5 excluídos manualmente. Como citado anteriormente, a
maioria destas duplicatas vieram da busca automática, pois as diversas bases
eletrônicas indexam os mesmos jornais, revistas e conferêmcias. Uma análise da
intersecção de revistas, jornais e conferências indexados pelas bases eletrônicas
não é conhecida.
Houve ainda documentos PDF incompletos, ou seja, seu texto completo
não estava disponível para download (CE3). Foram encontrados artigos com
títulos diferentes, mas com os mesmos resultados publicados (CE4). Lembrando
que os critérios CE1, CE6 e CE7 foram utilizados na busca automática como
filtros disponíveis nas fontes, e busca manual através do pesquisador. Enquanto
que, foram classificados no CE8, os estudos não primários e não empíricos que
mencionam a comunicação em projetos de DDS, entre eles revisões ad-hoc e
sistemáticas da literatura.
48
4.2. Resultados da Extração e Análise das Evidências
Durante a extração, os 245 estudos selecionados foram completamente
lidos por pelo menos dois pesquisadores. Durante este processo, 61 estudos
ainda foram excluídos, pois 23 deles obedeciam ao CE2, 36 deles ao CE4 e 2
obedeciam ao CE8. Então, definitivamente, 184 estudos primários foram
selecionados nesta RSL (a lista completa dos estudos se encontra no Apêndice
G) A distribuição temporal destes estudos é apresentada na Figura 9.
Figura 9 – Distribuição Temporal dos Estudos Primários.
Ano de publicação
40
33
30
20
20
10
2
4
1
5
3
24
24
15
26
19
4
4
0
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Qtd. de estudos primários
Fonte – Elaborado pela autora.
A quantidade de publicações sobre comunicação em projetos de DDS era
pequena no início da década de 2000, alcançando um pico de 5 estudos em
2003. Mas cresceu vertiginosamente para 20 estudos em 2006, quando houve a
primeira edição da conferência ICGSE (International Conference on Global
Software Engineering). Uma média de 23 estudos/ano foi mantida até 2012.
Em 2013, a busca ficou limitada às publicações do primeiro semestre, tempo
que não haviam acontecido as conferências que contribuíram significativamente
na quantidade de estudos em anos anteriores (ICGSE, CSCW e WDDS).
Quanto à fonte de publicação, 74,45% (137) dos estudos foram originados
de conferências, e os outros 25,55% (47) vieram de jornais ou revistas, conforme
detalhado na Tabela 13 e Tabela 14. Houve 30 conferências e 19 entre jornais e
revistas que contribuíram com apenas um estudo, e estão representados pelas
linhas “Outros” (uma lista completa das fontes está disponível no Apêndice E).
As fontes em negrito foram apontadas na elaboração do protocolo.
Tabela 13 – Fontes dos Estudos Primários (Conferências).
49
Conferências
Estudos
primários
(%)
44
32,12
10
7,30
8
5,84
8
5,84
4
2,92
4
2,92
4
3
2,92
2,19
3
2,19
3
2,19
3
2,19
3
2
2
2
2,19
1,46
1,46
1,46
2
1,46
2
30
137
1,46
21,90
100
International Conference on Global Software Engineering
International Conference on Computer Supported Cooperative
Work
International Conference on Software Engineering
Workshop on Collaborative Teaching of Globally Distributed
Software Development
IET Software
International Symposium on Empirical Software Engineering and
Measurement
Hawaii International Conference on System Sciences
International Conference on Requirements Engineering
International Conference on Product-Focused Software Process
Improvement
Pacific Asia Conference on Information Systems
Software Engineering Approaches For Offshore and Outsourced
Development
Agile Conference
Conference on Human Factors in Computing Systems
Conference on Computer Personnel Research
International Symposium on Empirical Software Engineering
International Conference on Collaborative Computing: Networking,
Applications and Worksharing
European Conference on Information Systems
Outros
Total
Fonte – Elaborado pela autora.
Tabela 14 – Fonte dos Estudos Primários (Jornais e Revistas).
Jornais/revistas
Estudos primários
(%)
5
5
4
3
3
2
2
2
2
19
47
10,64
10,64
8,51
6,38
6,38
4,26
4,26
4,26
4,26
40,43
100
IEEE Software
Communications of the ACM
Journal of Software: Evolution And Process
Expert Systems
Information Systems Journal
Software Process: Improvement and Practice
Information and Software Technology
Transactions on Professional Communication
Transactions on Software Engineering
Outros
Total
Fonte – Elaborado pela autora.
Quatro conferências se destacaram, contribuindo com 44, 10, 8 e 8
estudos: International Conference on Global Software Engineering (ICGSE),
International Conference on Computer Supported Cooperative Work (CSCW),
International Conference on Software Engineering (ICSE) e Workshop on
Collaborative Teaching of Globally Distributed Software Development
50
(CTGDSD). A ICGSE é a principal conferência sobre projetos de DDS, e a ICSE é
a principal em Engenharia de Software. A CSCW foca no estudo sobre o uso de
tecnologias colaborativas em projetos que não são necessariamente de software.
A CTGDSD foca no DDS entre universidades. Quanto aos jornais e revistas,
Communications Of The ACM, IEEE Software e Journal of Software:
Evolution And Process contribuíram com 5, 5 e 4 estudos. O primeir0 abrange a
Ciência da Computação e os outros se concentram na Engenharia de Software.
Os estudos primários estão associados a 431 autores diferentes (Apêndice
F). Entre estes, 31 figuram como os principais contribuintes (Figura 10).
Figura 10 – Principais Autores dos Estudos Primários.
Principais autores
0
Damian, Daniela E
Lassenius, Casper
Vizcaíno, Aurora
Herbsleb, James D
Paasivaara, Maria
Lanubile, Filippo
Piattini, Mario
Aranda, Gabriela N
Bass, Matthew
Calefato, Fabio
Meyer, Bertrand
Nordio, Martin
Richardson, Ita
Vliet, Hans Van
Ågerfalk, Pär J
Al-Ani, Ban
Bosnić, Ivana
Casey, Valentine
Cataldo, Marcelo
Crnković, Ivica
Hiltz, Starr Roxanne
Kulkarni, Vidya
Marczak, Sabrina
Morán, Alberto L
Nagappan, Nachiappan
Niinimäki, Tuomas
Ocker, Rosalie J
Orlić, Marin
Palacio, Ramón R
Plotnick, Linda
Scharff, Christelle
5
10
15
14
9
9
8
7
5
5
4
4
4
4
4
4
4
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
Qtd. de estudos
primários
Fonte – Elaborado pela autora.
Quanto à nacionalidade dos estudos primários, levou-se em consideração
a origem do primeiro autor e da amostra industrial utilizada na pesquisa (ver
51
Figura 11).
Foi constatado que 23,36% (43) dos estudos foram realizados por
pesquiadores dos EUA. E 30,97% (57) dos estudos continha uma amostra
industrial composta por profissionais deste país. Canadá, Finlândia e Alemanha
também se destacam como produtores dos estudos primários; já Índia, China e
Reino Unido tiveram uma baixa produção de estudos, mas os a indústria desses
países foi constantemente estudada. Foram identificados 36 países como
Malásia sem produção de artigos, porém com a indústria estudada.
Figura 11 – Nacionalidade do Primeiro Autor e da Amostra Industrial.
Nacionalidade do primeiro autor e da amostra (industrial)
0
10
20
30
Canadá
8
Alemanha
Irlanda
9 12
8 11
Brasil
68
7
68
Índia
6
Itália
Reino Unido
36
6
Suécia
35
Suíça
Austrália
Argentina
Dinamarca
35
México
2 6
24
Croácia
Arábia Saudita
África do Sul
Áustria
Gana
Malásia
25
46
17
Qtd. de estudos produzidos
4 8
34
Espanha
Letônia
57
15
12
Holanda
60
17
5
Finlândia
China
50
43
Estados Unidos da América
Paquistão
40
2
Qtd. de estudos com amostra
industrial
13
2
12
1
1
12
01
6
Rússia
6
Lituânia
5
Japão
5
Fonte – Elaborado pela autora.
Quanto à nacionalidade dos estudos primários que utilizaram amostra
acadêmica na pesquisa (ver Figura 12), EUA liderarou novamente: produziu
52
5,97% (11) dos estudos e envolveu estudandtes de 8 universidades (Pace
University, University of North Texas, Monmouth University, Iowa State
University, Carnegie Mellon University, Marquette University, MIT Sloan
School of Management, Savannah College of Art and Design), acompanhado
da Alemanha, da Itália e do Brasil (Universidade da Amazônia e da Bahia,
Universidade Federal da Amazônia e de Pernambuco) com 8, 7 e 8 estudos
primários.
Figura 12 – Nacionalidade do Primeiro Autor e da Amostra Acadêmica.
Nacionalidade do primeiro autor e da amostra (acadêmica)
0
Estados Unidos da América
Alemanha
Brasil
Itália
Índia
Senegal
Suécia
China
Tailândia
Canadá
Finlândia
Suíça
Austrália
Argentina
Croácia
Hungria
Ucrânia
Turquia
Camboja
República da Coréia
Reino Unido
Rússia
Vietnã
Irlanda
Espanha
Panamá
Holanda
Dinamarca
México
Paquistão
Letônia
Arábia Saudita
África do Sul
Áustria
Gana
10
8
68
67
56
5
45
20
30
40
50
43
11
12
24
4
3
3
3 8
3 7
34
23
3
3
3
3
3
2 6
2
2
9
1
4
1
1
8
3
2
2
2
1
1
1
1
17
15
Qtd. de estudos produzidos
Qtd. de estudos com amostra
acadêmica
Fonte – Elaborado pela autora.
Um total de 28,26% (52) dos artigos não informou a nacionalidade da
amostra utilizada na pesquisa. Conforme Dyba et al. (2012), a contextualização
53
de uma pesquisa (o quê?, quem?, onde?, quando? e por quê?) é essencial para
compreender os resultados obtidos.
Com relação aos métodos científicos adotados pelos estudos primários,
destacaram-se o Estudo de Caso (31,52%), Relato de Experiência (13,59%),
Experimento (10,33%), Survey (8,15%), e Estudo Qualitativo (5,43%), conforme
a Tabela 15.
Tabela 15 – Métodos Científicos Utilizados pelos Estudos Primários.
Método científico
Estudo de Caso
Relato de Experiência
Experimento
Survey
Estudo Qualitativo
Etnografia
Pesquisa-Ação
Estudo Empírico
Design Science
Delphi Survey
Estudo Quantitativo
Total
Estudos
primários
58
25
19
15
10
7
4
3
1
1
1
144
Fonte – Elaborado pela autora.
Um total de 23,91% (44) dos estudos primários não indicou o método de
pesquisa utilizado, sendo inferido que o trabalho se tratava de um estudo
empírico pela referência a técnicas de coleta e análise de dados qualitativos e
quantitativos. Segundo Easterbrook et al. (2008), os pesquisadores da
Engenharia de Software têm dificuldade de escolher o método apropriado para
os estudos empíricos, porque os benefícios e desafios para utilizar cada método
ainda não são bem registrados. É válido ressaltar que 4 estudos eram multimétodos, e por isso a soma de estudos com métodos indicados (144) e não
indicados (44) ultrapassa a quantidade total de estudos selecionados (184).
Com relação às técnicas utilizadas para a coleta de dados, destacaram-se
a Entrevista (87), Questionário/Survey (29) e Análise de Documentos (28),
conforme detalhado na Tabela 16. Um total de 17,93% (33) dos estudos primários
não deixou clara a técnica de coleta de dados.
54
Tabela 16 – Técnicas de Coleta de Dados Utilizadas pelos Estudos Primários.
Técnica
Entrevista
Questionário/Survey
Análise de Documentos
Observação
Grupo Focal
Técnica Delphi/ Painel com Experts
Workshop
Notas de campo
Estudos
primários
87
29
28
7
2
2
1
1
Fonte – Elaborado pela autora.
De forma semelhante, as técnicas para a análise de dados qualitativos de
destaque foram: Teoria Fundamentada (24), Categorização (21), Análise
Qualitativa (12) e Análise de Conteúdo (9). Enquando que, para análise
quantitativa, destacaram-se a Análise Estatística (37) e Análise de Rede Social
(5), conforme detalhado na Tabela 17. Um total de 48,91% (90) dos estudos
primários não deixou clara a técnica utilizada para a análise dos dados.
Tabela 17 – Técnicas de Análise de Dados Utilizadas pelos Estudos Primários.
Técnica
Estudos
primários
Teoria Fundamentada
Categorização/ Classificação/Codificação
Análise Qualitativa
Análise de Conteúdo
Análise do Modelo Mental Compartilhado
Análise entre Casos
Análise Temática
Método de Redução de Dados
Narrativa
Resumo
Estatística
Análise de Rede Social
Gráfico
Histograma
24
21
12
9
1
1
1
1
1
1
37
5
1
1
Tipo dos dados
Dados qualitativos
Dados quantitativos
Fonte – Elaborado pela autora.
Houve falhas na indicação nos aspectos da metodologia científica (falta
de classificação do estudo em um método científico, falta de descrição da técnica
de coleta e análise de dados). Segundo Marconi e Lakatos (2010), a ausência de
métodos científicos pode reduzir ou eliminar a obtenção de conhecimento válido
e verdadeiro em uma pesquisa.
55
A Figura 13 apresenta uma categorização dos estudos empíricos de acordo
com o principal tópico da pesquisa. A classificação forçou a atribuição do estudo
a um único tópico, e foi realizada através da releitura do título e objetivo. Uma
grande parcela dos estudos primários discorre principalmente sobre a
comunicação em projetos de DDS (88). Destaca-se ainda a categoria de estudos
sobre os desafios/soluções presentes em projetos de DDS (45), sobre Método
Ágil (13), Colaboração (8) e Gestão do Conhecimento (7).
Figura 13 – Principais Tópicos da Pesquisa nos Estudos Primários.
Principal tópico da pesquisa
0
Comunicação
Desafios/soluções no DDS
Método Ágil
Colaboração
Gestão do Conhecimento
Percepção
Coordenação
Diferenças Culturais
Arquitetura de Software
Confiança
Riscos
Documentação
Modelagem de processo
Progamação lado a lado
Teste de aceitação
20
40
60
80
100
88
45
13
8
7
5
4
4
2
2
2
1
1
1
1
Qtd. de estudos
Fonte – Elaborado pela autora.
Também foi possível obter o número total de respostas para as perguntas
de pesquisa: 64,13% (118) dos estudos primários responderam a PP1, enquanto
que, a PP2 recebeu evidências de 92,93% (171) dos estudos (Figura 14).
Figura 14 – Quantidade de Respostas para as Perguntas de Pesquisa.
Respostas para as perguntas de pesquisa
200
171
118
66
13
0
PP1
Não respondem
PP2
Respondem
Fonte – Elaborado pela autora.
56
4.2.1. PP1 - Quais são os fatores que influenciam a comunicação
em projetos de DDS?
O resultado desta pergunta de pesquisa fornece um conjunto de fatores
que influenciam a comunicação em projetos de DDS. Na Tabela 18, são
apresentados os 34 fatores encontrados com uma porcentagem de estudos
primários que os evidenciam. Em seguida, todos os fatores são detalhados.
Tabela 18 – Fatores que Influenciam a Comunicação em Projetos de DDS.
Estudos primários
Qtd. estudos
(%)
F1. Diferença cultural
E007, E061, E063, E089, E106,
E108, E127, E137, E142, E151,
E152, E158, E172, E173, E178,
E192, E212, E216, E238, E248,
E301, E304, E310, E329, E344,
E357, E413, E469, E493, E530,
E533, E544, E557, E568, E581,
E602, E639, E641, E646, E664,
E672, E690, E695, E703, E708,
E729, E736, E752, E763, E795,
E825, E880, E902.
53/184
(28,80%)
F2. Diferença temporal
E007, E070, E082, E106, E137,
E142, E146, E146, E172, E173,
E212, E216, E237, E310, E329,
E344, E376, E413, E458, E469,
E495, E497, E544, E557, E558,
E568, E581, E602, E664, E695,
E729, E799, E827, E880.
34/184
(18,48%)
F3. Diferença física
E080, E082, E090, E137, E152,
E171, E173, E262, E276, E310,
E344, E376, E458, E493, E495,
E544, E602, E672, E708, E736,
E799, E825, E827.
23/184
(12,50%)
F4. Infraestrutura
E127, E146, E158, E173, E178,
E218, E301, E333, E375, E413,
E497, E544, E557, E703, E714,
E880.
16/184
(8,70%)
F5. Atividade da Engenharia de Software
E010, E061, E080, E088, E089,
E158, E197, E265, E462, E469,
E558, E568, E898.
13/184
(7,07%)
F6. Estrutura da equipe
E007, E090, E171, E218, E219,
E238, E304, E347, E569, E646,
E814, E898.
12/184
(6,52%)
F7. Comunicação (constante, informal e
F2F)
E005, E070, E142, E212, E261,
E331, E376, E407, E666, E880.
10/184
(5,43%)
F8. Modelos de Processo de Software
E005, E036, E082, E089, E156,
E165, E172, E469, E672, E891.
10/184
(5,43%)
Fatores (F1-F34)
57
F9. Papel dos interlocutores
E106, E158, E197, E208, E237,
E560, E695, E763, E898.
9/184
(5,89%)
F10. Confiança
E061, E137, E296, E310, E407,
E458, E530, E572.
8/184
(4,35%)
F11. Consciência sobre as equipes
E181, E219, E230, E252, E344,
E594, E778.
7/184
(3,80%)
F12. Distribuição de tarefas
E037, E061, E173, E261, E558,
E898, E908.
7/184
(3,80%)
F13. Familiaridade entre as equipes
E219, E276, E296, E376, E655,
E714, E795.
7/184
(4,35%)
F14. Limitação do canal de comunicação
E043, E142, E158, E212 E218,
E331, E344.
7/184
(3,80%)
F15. Importância da mensagem
E037, E061, E158, E178, E219,
E321.
6/184
(3,26%)
F16. Preferência pessoal pelo canal de
comunicação
E158, E276, E375, E462.
F17. Capacidade técnica
E089, E347, E376, E643.
F18. Consciência sobre as tarefas
E061, E080, E219, E276.
F19. Habilidade de expressão
E376, E497, E763, E795.
F20. Custo monetário
E127, E142, E643.
F21. Gestão do Conhecimento
E261, E708, E825.
F22. Motivação
E261, E310, E530.
F23. Pressão
E321, E458, E714.
F24. Conflito
E639, E814.
F25. Consciência sobre disponibilidade
E061, E219.
F26. Coordenação
E212, E458.
F27. Disponibilidade do interlocutor
E276, E344.
F28. Proteção da informação
E142, E898.
F29. Relação interpessoal
E146, E458.
F30. Sobrecarga de informação
E146, E181.
F31. Mudanças inesperadas
E061.
F32. Planejamento da comunicação
E208.
F33. Qualidade da documentação
E262.
4/184
(2,17%)
4/184
(2,17%)
4/184
(2,17%)
4/184
(2,17%)
3/184
(1,63%)
3/184
(1,63%)
3/184
(1,63%)
3/184
(1,63%)
2/184
(1,09%)
2/184
(1,09%)
2/184
(1,09%)
2/184
(1,09%)
2/184
(1,09%)
2/184
(1,09%)
2/184
(1,09%)
1/184
(0,54%)
1/184
(0,54%)
1/184
(0,54%)
58
1/184
(0,54%)
E558.
F34. Tamanho do projeto
Fonte – Elaborado pela autora.
A seguir, os fatores listados na Tabela 18 são apresentados utilizando-se
uma estrutuda de três elementos:
 Nome: refer-se ao nome do fator, iniciado pelo índice F1 a F34.
 Descrição: oferece uma narrativa da influência que o fator exerce sobre
o processo de comunicação em projetos de DDS. Durante a análise dos
dados, ficou evidente a influência dos fatores em cinco características da
comunicação. Essas características serão utilizadas para agrupar as
evidências extraídas dos estudos primários. As caracterísiticas são
conceituadas como segue:
o Eficácia da comunicação: refere-se ao compartilhamento da
informação entre os interlocutores, com a efetiva compreensão da
mensagem.
o Frequência da comunicação: refere-se à regularidade com
que ocorre a comunicação entre as equipes.
o Percepção sobre os interlocutores: refere-se à consciência
sobre quem são os interlocutores e se está disponível para iniciar
uma interação.
o Riqueza da comunicação: refer-se à varidade de informações
que o canal tem capacidade de transmitir (texto, áudio, vídeo).
o Velocidade da comunicação: refere-se à agilidade com que
ocorre a comunicação entre as equipes.
 Evidências: lista as transcrições extraídas dos estudos.
Nome: F1. Diferença cultural
Descrição e Evidências: A cultura de uma nação ou de um grupo provê as
pessoas com conceitos básicos, princípios, noções de certo e errado, idioma, etc.
 A diferença cultural entre as equipes influenciou principalmente o
entendimento da mensagem, afetando a eficácia da comunicação: por
exemplo, equipes com diferenças no nível do Inglês sentiram dificuldades
para compartilhar informações.
59
E127: “Besides lacking software engineering skills, low English language proficiency of some
participants was mentioned, which made it hard to communicate, discuss and work
together.”
E172: “Differences in technical culture affected communication as well. Another example of
conflicting corporate cultures was reported by an interviewee who regarded his own
organization as having very open communication, but was working with a service
provider that apparently had a culture in which people were extremely reluctant to
admit problems. The interviewee was very frustrated by his inability to get accurate
information.”
E173: “Low language skills of XYZ employees, lack of understanding of tasks assigned, cultural
differences, and terminology differences are also seen as areas of concern by many
projects. These risks are brought about by geographic distribution, which cannot be
avoided in GSD. With negative outcomes such as delays in time for communication
and problem solution, misunderstandings and communication problems, unexpected
costs, and so on, risk management in distributed environment appears to be a
complicated task for both partner and the offshore developer.”
E192: “Differences among cultures imply different ways of interaction between onsite and
offshore team members. In the Indian culture communication is less direct than in
Western countries. It was observed that Indian team members were asking fewer
questions than their Swiss counterparts. This led to misunderstandings, since for the
onsite team, asking no questions implied that a given task was fully understood.”
E329: “Even though English was the common language across the firm, different people had
different accents and style of speaking which often made it hard to follow them on the
phone.”
E344: “The new stakeholders’ needs were not correctly understood, prioritized and
implemented by the development team. As an example, the English ‘shall’ and ‘should’
were understood differently at the two sites, representing a nice-to-have functionality
for the development team in Germany and an absolutely necessary functionality for
the US stakeholders. Other misunderstandings were observed on concepts and terms
such as ‘specifications’ vs. ‘requirements’, or ‘asking’ vs. ‘questioning’. Although a clear
communication pattern was defined during the early stages of the project, it was not
fully exploited.”
E357: “One noted difference, however, was contrasting communication styles between the
countries. The Finns were brief and direct, which at times came off as being rude. The
Canadians on the other hand, incorporated a lot of small talk in to the conversation.
Due to these differences, the Finns had difficulty understanding the Canadians’ true
opinions.”
E469:
“Sociocultural
distance
is
a
complex
dimension.
Both
companies
express
misunderstandings and confusion as a result of language and interpretation
problems. This has implications for communication, coordination, and control and
makes it a real challenge to create mutual understanding within and between teams.”
60
E568: “In our study, employees from all three companies mention language problems as the
primary reason for – if not conflict – but misunderstandings.”
E602: “Especially in countries like Germany, where English is not the native language,
misunderstandings occur. Different dialects aggravate the problem further,
particularly in verbal communication. Team members tend to translate information
into their native language which can lead to additional problems, e.g., when words
have several meanings.”
E641: “Another difficulty for the communication with other locations was language barriers.
As already stated above, no one spoke English as the first language and therefore
spoke with an accent. This could be hard for others to understand and consequently
lead to misunderstandings.”
E703: “The main problems during the project were about communication. Some teams
reported that the level of English of the other teams was poor, making the
communication harder.”
E729: “Depending on the cultural background the same body language can mean the complete
opposite. Also, interpreting ‘inferences or slang’ can take on completely different
meanings from one culture to the next.”
E736: “Two experts said that they have had problems when speaking with foreign partners.
When the line is poor and the person you are calling has a very strong accent it is
difficult to understand one another.”
 A diferença cultural entre as equipes afetou a riqueza da comunicação: as
equipes escolheram o canal de comunicação mais apropriado levando em
consideração as suas características culturais; ou os integrantes com
baixa proficiência no idioma padrão do projeto foram obrigados a utilizar
canal menos rico, baseada em texto.
E158: “On the other hand, some interviewees preferred to use text-based media for
communication across sites, as it ‘neutralized’ the dialect, and made the language
more comprehensible. Some interviewees also felt that they were more competent in
using their English in written form rather than speaking the language.”
E212: “Loss of communication richness. Views from companies (A & B): Lack of face-to-face
meetings, availability and use of appropriate media, less co-ordination, less informal
communication and culture differences.”
E238: “This suggests that some media are substantially used in some cultures, but not others.
We can see a clear pattern whereby subteams from cultures that are more
collectivistic, consistently use a wider variety of media on a medium to high level,
whereas the subteams from the most individualistic cultures use the fewest media.”
E310: “Factors of ‘Loss of Communication Richness’ which affects RU in Saudi Companies:
Large Time Zones, Trust, Motivation, Culture Difference and Geographic Dispersion.”
61
E639: “Usage of English language as the official course language accompanied by varying
language skills and region-specific pronunciations dominates among reasons this
difference’s frequency is the highest one. This issue has profound implications on other
aspects of the course, for example on communication tools used.”
E752: “Participants of U.S. origin perceived less difficulty conveying opinions than did
participants of Asian or European origin. Groupware supports a sender-oriented
communication style inherent to individualist, low-context cultures like the U.S. Such
cultures also have a greater tendency to express and accept communications at face
value.”
E825: “One respondent described the problem: ‘Sometimes, the level of English does not even
allow for phone-conferences’.”
E880: “They were difficult to schedule based on the time differences, the student team had
difficulty securing a location where they could participate in such a teleconference,
and it was felt that for either language or cultural reasons the student team had a
strong bias towards written communications.”
 A diferença cultural entre as equipes impactou também a velocidade da
comunicação: as equipes que atribuem baixa importância à pontualidade
atrasaram as reuniões.
E173: “Low language skills of XYZ employees, lack of understanding of tasks assigned, cultural
differences, and terminology differences are also seen as areas of concern by many
projects. These risks are brought about by geographic distribution, which cannot be
avoided in GSD. With negative outcomes such as delays in time for communication
and problem solution, misunderstandings and communication problems, unexpected
costs, and so on, risk management in distributed environment appears to be a
complicated task for both partner and the offshore developer.”
E413: “Cultural differences, e.g. about reporting impediments. It takes time to learn to report
information that is useful for others.”
E493: “Timing issues – the attitude towards one’s own and other persons’ time differs from
North European, through South European, to Asian cultures. As students value the
time differently, teamwork problems occur, especially with respect to deadlines or
meetings participation.”
E581: “Sending email to executives is a time consuming job. This is particularly true for
countries like Pakistan, where bosses are usually addressed with great respect and
dignity. In each email special wordings are required in order to rightly communicate
with the bosses keeping in view the local norms.”
E690: “Language differences make project communications difficult and can lead to delays
and conflicts. Even when all parties speak English, there may be misunderstandings
because much of our language is based on cultural assumptions. Also, slang
terminology and accents can create problems and may slowdown communications.”
62
 A diferença cultural entre as equipes influenciou também a frequência da
comunicação: houve equipes que não se sentiam abertas para conversas e
por isso silenciavam
E106: “Synchronous communication becomes less common due to time zone and language
barriers.”
E108: “Communication issues include a lack of transparency and openness among team
members in dealing with problems associated with the project. Part of the common
difficulties may stem from distance-related problems as well as from different cultural
orientations in dealing with the problems arising in connection with the project. For
instance, the Indian vendor team members may not ask questions openly in the
presence of superiors because of the importance of maintaining Indian team
hierarchies.”
E216: “Work habit differences between countries were also seen as issues: Spanish students
were in the habit of logging into the system once a week which was far less often than
their US counterparts. One member of a US subgroup wrote: ‘We have had some
communication issues with Spain. Their once-a-week check-in creates confusion about
what they are covering, how far along their draft is, etc.’”
E493: “Cultural Challenges a. Language differences – almost no students or staff are native
English speakers. This brings up issues, both in levels of fluency in English and accents,
which vary greatly from Europe to Asia. b. Communication characteristics – there is a
difference in communication habits of various nations involved. People from South
Europe tend to be more open and direct in their conversation, easily giving comments
and critiques, while people from Asia are more reserved in giving their opinions and
evade confrontations as much as possible.”
 A diferença cultural entre as equipes influenciou a percepção sobre os
interlocutores: o estilo direto de se comunicar molda uma imagem de
arrogância para os interlocutores remotos.
E061: “One difference was the more direct communication style of the Germans as compared
to the British. A German developer mentioned that Germans are accustomed to calling
someone up and immediately saying, for example, that there is a problem with their
code. The British, on the other hand, tend to expect more of a greeting and an indirect
‘polite’ form of suggesting possible errors. The German style initially seemed rude to
the British, while the British style often confused the Germans, who wondered why the
caller didn’t come to the point.”
E089: “However, where Scandinavians tend to be very direct in communication styles, Indians
are more diplomatic, preferring not to displease clients or principals. In some
instances their communication practices could be viewed as not entirely ‘transparent’
from a western point of view.”
63
E646: “Communication problems started right with the language. ‘Finnish English’, ‘German
English’, and ‘Southern European English’ are very different from American English.
Non-native speakers of English tended to delegate the task of presenting results to
native English speakers, thus undermining one of the goals of this course. But there
were more subtle challenges of intercultural communication. Finns have a reputation
for being somewhat introvert but to the point, while Germans communicate sometimes
with ‘brutal’ honesty. Americans, on the other hand, try to convey unpleasant things in
a nicer way, which might be understood by Finns and Germans as evasive.”
Nome: F2. Diferença temporal
Descrição e Evidências: A diferença temporal diz respeito à diferença nos
fusos horários. Quando há diferença temporal entre as organizações envolvidas
no DDS, pessoas em um local podem estar iniciando o dia de trabalho, enquanto
outros estão no final do expediente.
 A diferença temporal entre as equipes influenciou principalmente a
velocidade da comunicação, tornando-a atrasada: a resposta para uma
questão é enviada apenas quando o receptor estiver de novo em seu
horário de trabalho.
E106: “The response time to work item comments is high when the work hours between the
team members do not overlap. Even a small window of overlap time reduces the
response times considerably. Finally, more is the number of time-zones that need to be
involved in discussing a work item, the higher is the total response time.”
E172: “Working across a large number of time zones was an enormous issue, of course. This
makes it very difficult to schedule meetings, as every time is inconvenient for some
one. In general, it seems that time zones were a particular problem when there was a
need for fast-paced interactions. Other interviewees noted that multiple time zones
made it particularly difficult to get information in order to fix bugs, both during
integration and during post-release technical support. In both cases, it is frequently
necessary to get information about how the code written at the other site works, and it
was very difficult and time-consuming to quire this information with e-mails and
phone calls.”
E173: “Time zone difference / Problematic asynchronous communication and Time delays for
communication and solution turnaround.”
E212: “Time zone difference - Views from companies (A & B): Discussing urgent issues and
problems when needed, delay in response and increases rework due to unresolved
issues on time. Further, team work is necessary to negotiate issues between different
units at the same time.”
E216: “The response delays and limitations for communication options caused by time zone
differences were frustrating for some.”
64
E344: “As with our first case study, communication was mainly by asynchronous channels,
and with only one overlapping working hour due to the time difference between the
two sites, discussions over basic issues and questions were slow and delayed.”
E469: “Clearly, communication and coordination are challenged by temporal distance. As
recognized by our respondents, the main problem is the delay in responses.”
E602: “Only a limited time window is available for synchronous communication. For instance,
when a member of the offshore team needs a decision from a member of the onsite or
the client team it might happen that the decision is delayed by one full working day.”
E799: “the data shows a trend towards more communication in the small time zone range. We
also analyzed the reply time for e-mails in projects located in different time zones. We
found that in projects located in the small time zone range, the reply time for e-mails
was faster than in projects located in the large time zone range.”
 A diferença temporal entre as equipes causou uma baixa frequência de
comunicação: houve dificuldade de agendar reuniões síncronas, em que
todas as equipes pudessem estar online.
E142: “A significant portion of the project’s difficulties resulted from the fact that the
development team was six time zones ahead of the project management team,
providing only 2 h of overlap where both teams could communicate synchronously.”
E329: “Initially when the team was extended with addition of members in China, the larger
team tried to teleconference with all team members participating. The difficulty of
finding any time within the day that would work for such a teleconference was
immense and therefore the team realized that this was not a feasible solution.”
E495: “While technologies such as web-based meetings and conference lines allowed for
remote participation, time zone differences presented difficulties in scheduling a
sufficient block of time that was suitable for all parties.”
E544: “The time difference between sites limits the scheduling of the meeting, and as a result,
team members at Indian site need to stay later at the office to participate in the
meeting. The time difference also somewhat limits the maximum length for the
meeting.”
E581: “Due to different working hours in different time zones employees are not able to
communicate with colleagues who are geographically located in different time zones.”
E729: “With the distribution of the team over different time zones, it is nearly impossible to get
all players together.”
 A diferença temporal entre as equipes influenciou também a riqueza da
comunicação: devido a pouca sobreposição de horas de trabalho, as
equipes eram obrigadas a utilizar canais para comunicação assíncrona,
baseada em texto.
65
E082: “Loss of communication richness is related to physical distance and time zone
differences. Both literature and industrial interviews named distance as an issue.”
E237: “There is a significant association between temporal distance between subteams and the
choice of communications media in PDTs.”
E310: “Factors of ‘Loss of Communication Richness’ which affects RU in Saudi Companies:
large time zones, trust, motivation, culture difference and geographic dispersion.”
E497: “Time zone differences and limited access to computer technology and networks were
cited as the most common reasons for limited use of richer media.”
Nome: F3. Diferença física
Descrição e Evidências: A distância física se refere à localização das equipes
em diferentes locais de uma cidade, diferentes países ou continentes.
 A diferença física causou uma baixa frequência da comunicação: havia
pouca oportunidade para realizar a comunicação F2F entre as equipes
distribuídas.
E080: “We found a significant decline of communication frequency over distance
and
availability over distance, meaning that the communication with the remote
colleagues was less frequent then with the local ones, and that remote team members
are more difficult to reach than the local ones respectively.”
E082: “Physical distance hinders face-to-face communication effectively and creates other
obstacles, such as complicated use of shared artefacts, and lessening of the amount of
informal communication.”
E090: “As expected, we found a statistically significant main effect of geographical location
with much more frequent communication within a site than across sites.”
E152: “Due to the geographic separation the only face-to-face (F2F) meetings were once
between client and vendor management and once between client project management
and vendor management.”
E272: “We found that collocated team members had greater communication frequency than
remote team members.”
E334: “Geographical distance amongst stakeholders leads to a decrease in deliberate
communication, resulting in an increase in a lot of unsupported assumptions about
desired functionality.”
E493: “Distance-related Challenges b. Communication problem - as students do not have the
opportunity to meet in person, they need to pay special attention to communication
over distance. Various decisions need to be made, such as the choice of communication
methods (synchronous, asynchronous), means of carrying out remote meetings,
ensuring mutual understanding of things being said, rules for meeting participation,
etc.”
66
E602: “Face-to face contacts are much more difficult due to the spatial distance. In many
projects there is only a limited budget for travel expenses. Particularly in larger
projects, team members may never meet their counterparts.”
E799: “The trend in Table I, however, indicates that communication gets reduced with more
distribution; the opposite from what we expected to find.”
E825: “Communication with the peers located on different sites was mentioned as a specific
challenge.”
E827: “The geographic separation made it impractical to ever get the entire team together, so
distance became an issue relative to communication.”
E736: “Because of the long distances involved, meeting face to face is not always possible.”
 A diferença física entre as equipes influenciou também a velocidade da
comunicação, atrasando-a.
E171: “In contrast to previous studies, we did not find that geographical distance introduces
significant delays in communication and task completion.”
E495: “Communication and interaction is so essential to agility, the distance between team
members amplifies communications deficits and lengthens the feedback loop when
something goes awry, making the risks to agile teams greater.”
E544: “Geographical distance between the teams caused less awareness of competencies and
skills of remote team members, as well as caused delay in communication between the
sites.”
 A diferença física entre as equipes influenciou também a percepção sobre
os interlocutores: houve menos conhecimento sobre habilidades das
equipes remotas.
E544: “Geographical distance between the teams caused less awareness of competencies and
skills of remote team members, as well as caused delay in communication between the
sites.”
 A diferença física entre as equipes impactou a riqueza da comunicação:
devido à diferença temporal, as equipes utilizaram canais menos rico
para se comunicar (baseado em texto).
E310: “Factors of ‘Loss of Communication Richness’ which affects RU in Saudi Companies:
large time zones, trust, motivation, culture difference and geographic dispersion.”
Nome: F4. Infraestrutura
67
Descrição e Evidências: Refere-se ao fornecimento de instalações essenciais
à comunicação mediada por tecnologia (serviço de Internet e telefonia,
ambientes de reuniões e equipamentos de áudio e vídeo).
 A baixa qualidade da Internet e rede de telefonia afetou principalmente
riqueza da comunicação: houve preferência por canais de comunicação
mais magros como telefone ao invés de videoconferência.
E375: “Infrastructure capabilities ‘Some of the phone quality is terrible [...] and can be very
poor coming from India. The quality is poor and sometimes a connection can’t be
made. Having a decent set up (infrastructure) is important and is considered when
choosing media’.”
E413: “At the time of the interviews, none of the projects could use videoconferencing and even
web cameras were not possible for all the projects because of the narrow bandwidth.”
E497: “Time zone differences and limited access to computer technology and networks were
cited as the most common reasons for limited use of richer media.”
E703: “Students reported that most of the Skype communication was done using only chat.
About 60% of the teams did not used voice for communication. The reason was that the
Internet connection, especially in Russia, Hungary, and Ukraine, was slow, and they
were not able to use voice communication.”
 A baixa qualidade da infraestrutura impactou a eficácia da comunicação,
pois dificultou o entendimento da mensagem: a presença de ruídos na
voz no telefonema.
E301: “The main challenge in audio conferencing was low sound quality. The poor quality
made it difficult for the participants to understand what was being said, especially
when working with team members whose English skills were not excellent, or when
there was a mix of different English dialects or pronunciations.”
E127: “Some technical glitches occur from time to time, mostly connection issues or temporary
low bandwidth. Students especially emphasized that the sound quality heavily
influences the remote communication.”
E544: “Both the poor audio quality of teleconferencing and the language skills —
understanding different dialects — was challenging during weekly meetings.”
 A indisponibilidade da infraestrutura causou baixa frequência de
comunicação informal.
E158: “Availability was also an issue with teleconferencing, and most notably with video
conferencing, as the meeting rooms with the required equipment were seldom
immediately available, and had to be reserved beforehand, thus reducing the use of the
meeting rooms for only formal, replanned communication.”
68
Nome: F5. Atividade da Engenharia de Software
Descrição e Evidências: A Engenharia de Software envolve atividades de
especificação, desenvolvimento e manutenção de sistemas. Nos projetos de
DDS, as atividades da Engenharia de Software:
 As atividades do projeto influenciou a riqueza da comunicação: equipes
decidiram usar comunicação face a face para realização de planejamento
e especificação, pois é um canal rico e aumenta a oportunidade de
convergir ideias entre as pessoas.
E061: “Across sites, developers found it much harder because conference calls tended to be less
than satisfactory for discussing technical issues (although they worked satisfactorily
for simple issues and status reports).”
E088: “He was available for continuous feedback for the first two weeks, afterwards he stayed
with the Helsinki team. After his departure the communication was managed by daily
emails and during the planning and release phases by telephone.”
E158: “We found out that people preferred to use text-based medium for tasks of low
equivocality and high certainty, such as status reporting and task assignment. On the
other hand, many interviewees reported that they prefer to discuss new ideas or more
complex concepts over telephone, to make sure the other people have understood it.”
E462: “In addition to frequent changes in location, and in correspondence with the frequency
of interaction, team members often change the mechanisms they use to interact. People
change modalities with different frequencies, likely due to personal work style or
characteristics of their tasks.”
E469: “The degree of communication depends on the phase of the project. For example, during
integration, when things are put together, there can be unexpected behavior. Usually,
we fly people over in critical phases. Mostly, travel happens at front-end and back-end
of projects.”
E558: “Team telephone conferences that were allowed to delve into design issues often rapidly
degenerated into confusing arguments. But creativity sessions often floundered in
their attempts to reach common understandings on various abstractions.”
E568: “The degree of communication depends on the phase of the project. ‘We try to travel for
integration phase and we also fly people over for key features’.”
 A frequência da comunicação também sofre influência das atividades do
projeto: especificação e integração tem comunicação mais intensa.
E197: “Team members were communicating together from few times per week to several times
per day, depending on the role of each member and on the phase of the project.”
E265: “In the beginning of the project, strong communication and coordination are required to
negotiate the APIs (through formal meetings or informal communication). Then,
communication is reduced, or becomes less relevant, while API consumers and
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producers go about doing their work independently, as we discussed earlier with the
help of stub implementations and other work-around. After that, communication and
coordination become relevant again to guarantee the smooth integration of the work,
the recomposition of the software system.”
E898: “Between site NL and site B communication frequency depends on the development
phase. More specifically, a more intense communication seems to be necessary in the
beginning of the release cycle during requirements planning and communication, as
well as near the end of a release cycle during integration and testing.”
Nome: F6. Estrutura da equipe
Descrição e Evidências: A estrutura da equipe refere-se à quantidade de
integrantes bem como a posição dessas pessoas numa rede de interações.
 A estrutura das equipes influenciou principalmente a velocidade da
comunicação: interlocutores no centro da rede de interações se
comunicaram mais rapidamente com as equipes remotas. Mas também,
reuniões com equipes maiores foram mais demoradas.
E171: “With a core comprising about half of the entire project team, the network in Figure 3
also shows that about half of the members from each geographical location are in the
core. Having multiple members of each team in the core, connecting their team to
others, reduces possible communication bottleneck problems and introduces
redundant communication channels, enabling fast communication.”
E218: “The large number of participants in meetings introduced pressure not to talk and made
the meetings much longer.”
E898: “Finally, team structure and composition can impact the communication speed and
frequency. Based on the way teams are organized within the company, interaction
between remote locations is more likely to occur through the ‘contact persons’. This can
potentially create communication bottlenecks and delays.”
 A estrutura das equipes impactou também a frequência da comunicação:
interlocutores no centro da rede de interações se comunicam com mais
regularidade com as equipes remotas. Mas também, gerou atrasos na
comunicação, pois pessoas do centro das redes de interação recebiam
informações em demasio, e se tornaram gargalos.
E090: “Developers in the core handle even a larger proportion of the cross-site communication
than they do communication within a site.”
E898: “Finally, team structure and composition can impact the communication speed and
frequency. Based on the way teams are organized within the company, interaction
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between remote locations is more likely to occur through the ‘contact persons’. This can
potentially create communication bottlenecks and delays.”
 A estrutura das equipes impactou a percepção sobre os interlocutores,
pois as pessoas que se localizavam no centro de uma rede de interações
tinham uma melhor percepção sobre os interlocutores disponíveis para
iniciar uma interação.
E219: “We found that individuals who are central in the communication and peripheral
awareness networks are also more likely to perceive that the team is communicating
effectively which in turn can lead to a more positive climate for all members of the
team.”
E304: “For distributed team members, strong social ties enable them to identify colleagues, or
“super connectors”, within their network who have expertise that can be leveraged for
effective coordination and communication.”
Nome: F7. Comunicação (constante, informal e F2F)
Descrição e Evidências: Refere-se à troca de informação entre as equipes.
 Manter-se em constante interação e realizar encontros F2F aumenta a
frequência de comunicação informal. Mas, a comunicação informal em
demasio impactou na frequência da comunicação formal entre as
equipes. É durante as comunicações formais que as decisões importantes
são repassadas para as equipes dispersas.
E070: “There were several incidents of miscommunication among the distributed teams in
Manco. These were attributed to over reliance on informal communication.”
E142: “Another obstacle noted by the tracker was that project management personnel
explained system components on a whiteboard, which the development lead could not
see. XP advocates these informal, whiteboard meetings, but the information could not
be shared with the development team.”
E880: “Since informal communication is nearly absent across distributed sites, uncertain
projects are likely to suffer from lack of communication.”
E376: “Factors of success in overcoming the challenges of diminished informal communication
in dealing established working relationships with other developers through frequent
interaction, excellent e-communication skills through daily telephone or email.”
E407: “Lacking trust and poor communication has also decreased information exchange and
feedback.”
E666: “However, the frequent interaction during OCS-enabled technical and social meetings
eventually motivated members towards active participation in meetings and resulted
in more effective information sharing and increased satisfaction.”
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 A comunicação constante e F2F auxilia a eficácia da comunicação: fica
mais fácil a troca de informações com pessoas com quem se conversa
regularmente e se conhece pessoalmente.
E666: “However, the frequent interaction during OCS-enabled technical and social meetings
eventually motivated members towards active participation in meetings and resulted
in more effective information sharing and increased satisfaction.”
E005: “Thus, rapid communication, regular agile meetings and involved customer can be seen
as factors contributing to the more successful communication between the Unit 1 and
Unit 3.”
Nome: F8. Modelos de Processos de software
Descrição e Evidências: Os modelos de processo de desenvolvimento
definem o conjunto de atividades e sua ordenação (modelo em cascata, iterativo,
incremental, espiral).
 Os modelos de processos influenciaram a eficácia da comunicação,
tornando-a mais fácil.
E005: “Thus, rapid communication, regular agile meetings and involved customer can be seen
as factors contributing to the more successful communication between the Unit 1 and
Unit 3.”
E082: “Collaborating companies do not have to switch over to a single common process if they
have good processes of their own, but instead they should focus on synchronizing the
main milestones, and use iteration cycles of similar length and frequent builds.
Common milestones and work products synchronize communication, also facilitating
both follow-up and communication.”
E089: “The appropriate communication in offshore relationships will depend on a variety of
factors, including the tasks, processes, level of shared vocabulary, cultural distance,
and differences in overall competency and maturity.”
E156: “XP’s recommended practices focuses on improving these different levels of
communication practices. Simple design - Makes it easy to communicate between the
developers. Re-factoring - Makes it easy to communicate among developers. Coding
standards - Makes it easy to communicate between the developers at code level and
provides consistency.”
E672: “Further, we argue that translucence in the very work situations may reduce the
number of communication breakdowns. The empirical observations suggest that
creating translucence in virtual teams at the work practice level comprise negotiations
of specific professional norms and work practices, which include the development of a
shared work language.”
E891: “Different processes create significant difficulties in understanding the scope of tasks,
monitoring and control. Establishing a common software development process
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standardizes the process at all locations and thereby minimizes differences in
understanding. This greatly facilitates coordination, communication and control.”
 O uso de modelos iterativos como Scrum e XP, aumentou a frequência da
comunicação entre as equipes.
E165: “Another change that is observed in the transition from RUP methodology to Scrum
practices is the frequency in the meetings held between the team members and
consequently the changes in the frequency of communication.”
E036: “There is no difference in the amount of real-time communication (e.g., in person or by
phone) required by projects developed using agile methods vs. projects developed
using structured methods. There is no difference in the amount of asynchronous
communication (e.g., emails or wikis) required in projects developed using agile
methods vs. projects developed using structured methods.”
E469: “Having distributed pair programmers increased individual responsibility to create
overlap in time and hence to reduce temporal distance and the negative influence it
might have on team communication, coordination, and control.”
 O uso de modelos iterativos como Scrum e XP, aumentou a velocidade da
comunicação entre as equipes.
E156: “XP’s recommended practices focuses on improving these different levels of
communication practices. Small releases - Provides a rapid feedback mechanism
between the users, the customers and the developers. Testing - Provides rapid feedback
between developers and customers. Pair programming - Provides a rapid feedback
and communication between paired developers. Continuous integration - Provides
developers with rapid feedback on the quality of the code.”
Nome: F9. Papel dos interlocutores
Descrição: Refere-se à função que os interlocutores exercem no projeto.
 O papel dos interlocutores influenciou a frequência da comunicação: os
gerentes realizaram comunicação com mais regularidade.
E106: “Project managers have an even wider span of responsibility, as they need to ensure
project wide coordination, as well as engage in iteration planning and project releases
on a large scale. We also discovered that higher coordination responsibilities also lead
to a higher percentage of communication beyond office hours.”
E197: “Since George was the product owner and Scrum master, he was regularly
communicating with most of the team members as well as members of the other
product groups and advisors and was managing the development of the project,
therefore he was acting as an information hub.”
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E560: “The amount of communication depended on the developer/role. We saw this in a
Microsoft pair and at least one TCS pair - most of the communication was initiated by
one of the members of the pair. In the case of the Microsoft pair, the communication
initiator was the supervisor of his partner - so the asymmetry could be explained by
the difference in role and/or experience.”
E898: “Unit leaders who communicate for progress status and planning purposes have a more
stable communication frequency based on scheduled regular meetings.”
 O papel dos interlocutores também impactou a riqueza da comunicação:
gerentes/líderes utilizaram canais de comunicação síncrona com áudio
e/ou vídeo, enquanto que os técnicos tinham preferência em realizar a
comunicação através de texto.
E158: “The working role of a person seems to affect the media choice for communication. Our
interview data shows that technical personnel – e.g. developers, testers and architects
– preferred text-based communication media over audio-based communication media.
As a contrast to technical personnel’s preference to use text-based tools, we found out
that many project managers prefer to use audio-based communication tools.”
E237: “For use of the PDT System within subteams, the Centralized condition was significantly
greater than the use within Decentralized subteams. For use of the PDT System
between subteams, the use in the Centralized condition was significantly greater than
the use in both the Decentralized and Hierarchical conditions.”
 O papel dos interlocutores influenciou a eficácia da comunicação: devido
à existência de gerentes ou coordenadores nas equipes, a comunicação
tornou-se mais fácil.
E208: “Results of our study indicate that having a project coordinator increases
communication effectiveness which in turn affects project success.”
Nome: F10. Confiança
Descrição e Evidências: Confiança refere-se ao fato de acreditar que uma
expectativa sobre algo ou alguém será realizada no futuro.
 A falta de confiança entre as equipes causou principalmente uma baixa
na frequência da comunicação: com receio de perder seu emprego,
interlocutores decidiram reduzir a troca de informações.
E061: “Initially, there was a lack of trust between the sites, because the developers worried
that their site would be shut down, leading to a reluctance to share information.”
E407: “The next most frequently reported effect of lacking trust was decreased information
exchange and feedback (3 projects).”
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E458: “If people are under pressure, they focus more on their work and are less willing to
communicate. This is aggravated by a large distance and the lack of trust. So it is even
more unlikely for them to communicate with the other site.”
 A falta de confiança entre as equipes impactou a riqueza da comunicação:
houve a preferência pelo uso e-mail ao invés de videoconferência.
E530: “The development of trust was further inhibited as people feared they might lose their
jobs to their remote colleagues. This resulted in the Irish team members endeavoring
to limit their direct contact with their Malaysian colleagues. This lead to an over
reliance on the use of email and it was the primary method of communication between
remote team members. The Irish staffs were actively encouraged to use the telephone
and Instant Messenger, but they consistently made excuses and refused to do so.”
E310: “Factors of ‘Loss of Communication Richness’ which affects RU in Saudi Companies:
large time zones, trust, motivation, culture difference and geographic dispersion.”
 A confiança promoveu a eficácia da comunicação, pois a comunicação flui
de maneira mais fácil quando há sentimento de confiança entre as
pessoas.
E572: “Trust is an important element of most interactions and allows individuals to work
together effectively and share information openly.”
Nome: F11. Consciência sobre as equipes
Descrição e Evidências: Refere-se à consciência sobre os interlocutores do
projeto. É saber quem são os interlocutores remotos, suas habilidades técnicas,
seus aspectos culturais, suas formas de contato, entre outras informações.
 A consciência sobre as equipes influenciou principalmente na velocidade
da comunicação: conhecer de forma prévia, as informações de contato
dos interlocutores remotos reduziu o tempo para iniciar uma interação
E594: “Our experiment shows that clear organizational structure helped the team members of
GroupAin getting the information timely without delay because they know that with
whom they have to contact in case of any problem.”
E788: “Finding experts based on the agents and distributing work items at different sites could
reduce the communication delay substantially.”
 A consciência sobre as equipes aumentou a frequência da comunicação:
conversou-se mais com os interlocutores sobre os quais sabiam mais a
respeito, por exemplo.
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‘E219: “We found that people communicate frequently with someone when they are aware of
what that person is working on, have some awareness of the person’s general
knowledge and skills or when they are familiar with that person from a prior project”
 A consciência sobre as equipes impactou a eficácia da comunicação,
tornando-a mais fácil.
E181: “The main benefits of group awareness on a distributed software project would be in
simplifying communication and improving coordination of activity.”
Nome: F12. Distribuição das tarefas
Descrição e Evidências: Refere-se à determinação de quais tarefas serão
realizadas por cada integrante do projeto.
 A distribuição das tarefas impactou a frequência da comunicação:
distribuir muitas tarefas pequenas aumenta a necessidade de interação
entre as equipes. Da mesma forma, distribuir tarefas maiores com baixo
acoplamento reduz a necessidade constante de interação.
E061: “Attend to Conway’s Law: Have a good, modular design and use it as the basis for
assigning work to different sites. The more cleanly separated the modules, the more
likely the organization can successfully develop them at different sites. To the extent
possible, only split the development of well-understood products where architectures,
plans, and processes are likely to be stable. Instability will greatly increase the need
for communication.”
E218: “The necessity of communication correlates with the number and size of work packages.
Many small tasks require more communication effort than fewer larger ones.”
E558: “Location of activities such as requirements, design and coding in different sites
experienced delays due to the need for extensive inter-site communication.”
E898: “Consequently, we observe that tightly-coupled activities require a more intense
communication compared to loosely-coupled activities.”
E908: “Each site could take ownership of a particular component to develop it independently,
with a reduced degree of inter-site communication and coordination.”
Nome: F13. Familiaridade entre as equipes
Descrição e Evidências: A familiaridade decorre da participação das mesmas
equipes em projetos anteriores.
 A familiaridade entre as equipes causou um aumento na frequência da
comunicação: integrantes sentiram-se mais à vontade para conversar
com quem tinha mais familiaridade.
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E219: “We found that people communicate frequently with someone when they are aware of
what that person is working on, have some awareness of the person’s general
knowledge and skills or when they are familiar with that person from a prior project.”
E276: “In terms of communication, people were more likely to communicate with others who
they had worked with before (familiarity), those who they had access to (access) and
whose skills and current tasks they were aware of (peripheral awareness).”
E296: “In contrast, the Indian and Thai teams sought assistance from their support networks
in the US early on and quite readily. Both had a greater familiarity with their extended
team members and communication flowed more readily.”
E376: “Factors of success in overcoming the challenges of diminished informal communication
in dealing with requirements include high technical competence and expertise,
excellent knowledge of the system gained through long service in the organization,
visits to the main development site in the past, established working relationships with
other developers through frequent interaction, excellent e-communication skills
through daily telephone or email – and that the time difference does not restrict the
communication window as much as it does with other parts of the world.”
E655: “In addition, when people already know each other, they are more willing to respond to
each other’s e-mail or provide each other with information through a mailing list.”
 Familiaridade entre as equipes influenciou a velocidade da comunicação:
reduziu-se o tempo gasto para o início da interação quando as equipes
possuíam familiaridade umas com as outras.
E714: “Familiarity amongst team members and knowledge of basic local information would
transfer to initiate and sustain communication linked with the project and improve the
quality of the final products.”
Nome: F14. Limitação do canal de comunicação
Descrição e Evidências: A limitação do canal de comunicação é revelada pela
falta de capacidade de enviar sinais diversificados (texto/áudio/vídeo) e pela
dificuldade de envolver muitos interlocutores simultaneamente.
 O uso de canais menos ricos resultou em reuniões mais focadas, porém a
falta de expressões faciais dificultou o entendimento da mensagem,
impactando a eficácia comunicação.
E344: “Misunderstandings, misinterpretations and frustration at both sites were also related
to essential non-verbal cues that could not be conveyed over asynchronous
communication.”
E158: “They chose this medium for communication, because even though they acknowledged it
was more difficult to understand what was being said, the synchronicity of the
medium allowed them to ask for clarifications more easily, and the additional auditive
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cues provided by the medium let them hear whether the recipient has misunderstood
them or not.”
E331: “In addition, the main constraints imposed in communication with offshore teams in
PLA participants were the inability to have in-depth discussions and the lack of body
language.”
Nome: F15. Importância da mensagem
Descrição e Evidências: Refere-se às informações que mais interessam às
equipes.
 A troca de mensagens importantes influenciou a riqueza da comunicação:
houve preferência por canais que persistem a comunicação realizada.
E037: “Besides all advantages, one has to say that Skype is not suitable for any official
communication as the recording capabilities are quite bad. If a discussion yields any
important results, these must be logged some-where else, e.g., in the corresponding
Bugzilla entry.”
E158: “Perceived importance and urgency of the message is a factor when selecting a media
for communication. For messages considered to be important, many interviewees
preferred to use a communication medium, which leaves trace of the communication.
The most commonly available tool to fulfill this requirement was email, while some
projects had also conventions of storing the most important instant messaging
discussions.”
E178: “Several methods of communication were observed by the researcher; these included
telephone, Skype (non-video), conference calls, emails, and MSN depending on the
importance of the issue and the individuals.”
E321: “The mechanisms that are used to attempt to establish contact are currently defined by
considering the level of urgency of the interaction.”
 A importância da mensagem impactou a frequência da comunicação: um
maior volume conversas acontecia quando uma mensagem importante
estava envolvida.
E219: “As expected there is also more communication when people attach importance to the
communication.”
E061: “We noticed that across sites, people seemed more unresponsive, not answering e-mail
or voice mail promptly. Furthermore, it was harder to assess the importance of a
message from the other site because the receiver did not understand the context well
enough to determine the question’s importance. In general, the default assumption for
messages sent by unknown people was that they were unimportant.”
Nome: F16. Preferência pessoal pelo canal de comunicação
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Descrição e Evidências: Refere-se ao favoritismo pessoal pelos canais de
comunicação.
 A preferência pelo canal influenciou a riqueza da comunicação: equipes
escolheram o canal de comunicação mais apropriado de acordo com sua
preferência pessoal.
E158: “We also found out that in addition to external factors affecting the preference to textbased medium, many technical personnel seemed to have also internal, or personal,
preference for text-based communication. While we were not successful dissecting this
issue very deeply, we consider there are some personal qualities which affect both
preference to more technical tasks and preference to text-based communication.”
E375: “Media familiarity. ‘Number one would be to go with the corporate recommendation [...]
other than that use whatever works and you know [...]’.”
E462: “In addition to frequent changes in location, and in correspondence with the frequency
of interaction, team members often change the mechanisms they use to interact. People
change modalities with different frequencies, likely due to personal work style or
characteristics of their tasks.”
 Houve uma maior frequência da comunicação, quando a preferência pelo
canal de comunicação foi igual entre equipes remotas.
E276: “We found that remote members had greater communication frequency when both had
similar media preferences. This suggests that communication might be enhanced in
remote sites when similar media use was preferred and supported among members.”
Nome: F17. Capacidade técnica
Descrição e Evidências: Refere-se à maturidade técnica das equipes.
 A capacidade técnica impactou a riqueza da comunicação: para realizar a
comunicação com equipes de baixa capacidade técnica foi preferível o uso
de videoconferência.
E347: “Many interviewees from the bigger companies had noticed that company’s working
context and maturity level had also influence on their communication culture. ‘The
lower level of the maturity of the client works the richer media is needed to
communicate and the higher level of the maturity of the client works the fewer medium
is needed’.”
Nome: F18. Consciência sobre as tarefas
Descrição e Evidências: Refere-se ao conhecimento de “quem está fazendo o
quê” no projeto.
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 Tornar os interlocutores conscientes sobre as tarefas das outras pessoas
causou uma maior frequência da comunicação: as pessoas conversaram
mais quando sabiam que podiam auxiliar alguém na tarefa.
E080: “We found a significant decline of general awareness when frequency of
communication was lower. This indicates that people were more likely to
communicate with someone who they know can help in the work.”
Nome: F19. Habilidade de expressão
Descrição e Evidências: Refere-se à aptidão pessoal para trocar informações
de forma clara com outras pessoas.
 A inabilidade de expressão por parte de alguns programadores causou
mal-entendidos, impactando a eficácia da comunicação;
E795: “However, one of challenges was the shortcomings in email business communication on
the developers’ side. Both Seamus and Anna complained that sometimes the
developers’ emails addressed to customers are difficult to understand and occasionally
misunderstandings occur. Anna also emphasized that she has to point out the
situations when sending an email is necessary to the developers and that she
sometimes has to rephrase what they wrote, while in Ireland any junior developer
would master these business communication skills.”
 A habilidade de expressão impactou a frequência da comunicação,
tornando-a mais regular.
E497: “Team Communicative was lead by a team member who had some global exposure
through service learning and demonstrated exceptional commitment to learning and
the project. This person was an active communicator, a good listener, and enjoyed
meeting new people.”
Nome: F20. Custo monetário
Descrição e Evidências: A comunicação F2F teve sua frequência moderada,
devido aos altos custos desta prática.
E127: “There was an always-present wish for face-to-face contact, which unfortunately could
not be realized, due to financial reasons.”
E643: “Despite their importance to virtual team success, holding face-to-face meetings on a
regular basis could be expensive, time consuming and disruptive.”
E142: “However, the geographic distances between customers and developers in the F-15
project made face-to-face and telephone communication cost-prohibitive.”
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Nome: F21. Gestão do Conhecimento
Descrição e Evidências: Refere-se à gerência do nível de conhecimento entre
as equipes distribuídas sobre o domínio do sistema.
 O conhecimento compartilhado entre as equipes impactou a frequência
da comunicação, reduzindo a necessidade de interação.
E708: “Shared domain and application knowledge - helped offset potential communication
problems, helped plan project activities with reduced communication.”
Nome: F22. Motivação
Descrição e Evidências: Refere-se a causas pessoais para comprometer-se na
troca de informação com as outras equipes.
 A baixa motivação reduziu a frequência da comunicação.
E530: “In the local offsite software development study the onsite engineers’ part of whose work
was sent offsite were only motivated to communicate with their offsite colleagues in a
very limited manner. As a result communication was kept to a minimum, telephone
calls were not returned, e-mails only provided a limited amount of information and on
occasions were not responded to and queries remained unanswered.”
 A baixa motivação reduziu a riqueza da comunicação.
E310: “Factors of ‘Loss of Communication Richness’ which affects RU in Saudi Companies:
large time zones, trust, motivation, culture difference and geographic dispersion.”
Nome: F23. Pressão
Descrição e Evidências: Durante os momentos de pressão no projeto, os
interlocutores reduziram a frequência da comunicação para se dedicarem às
atividades de fato.
 Influência na frequência da comunicação
E321: “The pressure to deliver a project proposal on time makes communication among key
actors more critical. As deadlines approach, people get in a rush and tend to avoid
communication and coordination activities. Managers should estimate the proposal
based on their personal experience in order to be able to submit it on time.”
E458: “If people are under pressure, they focus more on their work and are less willing to
communicate. This is aggravated by a large distance and the lack of trust. So it is even
more unlikely for them to communicate with the other site.”
E714: “The developers often neglected critical communications with fellow developers,
customers, and auditors during crunch time.”
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Nome: F24. Conflito
Descrição e Evidências: Refere-se a algum tipo de oposição entre duas ou
mais pessoas. A existência de conflitos de interesse dificultou a comunicação
entre as equipes.
E639: “Personal attitude is a yellow-project specific demotivating factor, representing
personal-level conflicts which are hardly ever resolved during project duration. Such
conflicts result in broken communication channels and determine project’s
collaboration patterns, significantly influencing final results (both process and
product).”
E814: “Our results can be summarized as two main findings: SoS meetings seem to work
poorly when they have too many participants with disjoint interests and concerns;
and smaller, focused inter-team meetings with participants having joint goals and
interests, seem to have a better chance of being perceived as successful.”
Nome: F25. Consciência sobre disponibilidade
Descrição e Evidências: Refere-se ao conhecimento da disponibilidade dos
interlocutores para iniciar uma interação no momento.
 A falta de consciência sobre a disponibilidade impactou a velocidade da
comunicação, tornando-a atrasada.
E061: “The difficulty of initiating contact - For developers at different locations, the difficulty
of initiating contact was often much greater. Developers found it hard to know
whether someone was available.”
Nome: F26. Coordenação
Descrição e Evidências: A coordenação estabelece uma relação sucessiva
entre as atividades do projeto a serem realizadas.
 Problema de coordenação reduziu a riqueza da comunicação.
E212: “Loss of communication richness - Views from companies (A & B): Lack of face-to-face
meetings, availability and use of appropriate media, less coordination, less informal
communication and culture differences.”
Nome: F27. Disponibilidade do interlocutor
Descrição e Evidências: Refere-se à falta de disponibilidade para conversar
com os demais integrantes.
 Houve uma menor frequência da comunicação para as pessoas menos
acessíveis.
82
E276: “For accessibility, we found that remote people who were less accessible had less
communication.”
Nome: F28. Proteção da informação
Descrição e Evidências: Refere-se ao acesso restrito de determinadas
informações do projeto.
 A proteção da informação impactou a riqueza da comunicação: a fim de
proteger informações importantes, o uso de certos canais de comunicação
foi restrito.
E142: “This data suggests that email communication may serve as a sufficient replacement
when face-to-face (or telephone) interaction is cost-prohibitive or restricted due to
security concerns or company policy.”
 A proteção de informação impactou a frequência da comunicação, quanto
a informações sigilosas.
E898: “Business Strategy - The contractual relationships and as a result the information
barriers between site NL and site A seem to impact knowledge sharing between remote
colleagues. People in site A do not have direct access to the documentation that is
available in site NL, and as a consequence they rely on the selected information and
documentation that site NL sends them.”
Nome: F29. Relação interpessoal
Descrição e Evidências: As relações interpessoais referem-se às conexões
firmadas entre as pessoas.
 Formar relações interpessoais desde o início do projeto aumentou a
frequência da comunicação.
E458: “When there are bad tools and no personal relationships or a time zone difference,
nobody wants to communicate because it costs too much time or is too difficult, and all
that for the price of talking to a stranger who isn’t trustworthy.”
Nome: F30. Sobrecarga de informação
Descrição e Evidências: Refere-se à quantidade de informações geradas no
projeto através de diversos canais de comunicação. Sobrecarga de informação
dificulta a verificação do resumo das conversas e a busca por uma informação
em especial.
E146: “The coaches and auditors had converging opinions and mentioned that there were: ‘Too
many places to check for communication. It became hard to get oriented with the
83
whole environment’ and ‘to find needed information. Sometimes things slipped by
because of this.’ They also added that ‘Emails and the wiki provided a massive
confusing place to communicate and it was hard to have traceability in [their]
communication as a result’.”
E181: “Comments above mention the effort involved in reading the lists (particularly commit
logs), the difficulty of managing one conversation in two communication channels
(mailing list and chat), and the problems of looking for information in the mail
archives.”
Nome: F31. Mudanças inesperadas
Descrição e Evidências: Mudanças inesperadas determinam uso de
comunicação informal entre as equipes.
E061: “Architectures, plans, and processes are all vital coordination mechanisms in software
projects. However, their effectiveness extends only as far as our ability to see into the
future. Handling the unanticipated both rapidly and gracefully requires flexible ad hoc
communication.”
Nome: F32. Planejamento da comunicação
Descrição e Evidências: Planejamento da comunicação do projeto aumentou
a eficácia da comunicação em geral.
E208: “Project communication planning, even if it is not very detailed in nature, has positive
influence on communication effectiveness.”
Nome: F33. Qualidade da documentação
Descrição e Evidências: A comunicação entre as equipes foi influenciada
pela qualidade da documentação do projeto.
E262: “Secondly, factors that influence the ability to communicate and coordinate, such as
geographic separation, whether communication is direct or through an intermediary,
and the quality of documentation play an important role.”
Nome: F34. Tamanho do projeto
Descrição e Evidências: A comunicação foi influenciada pelo tamanho do
projeto, no sentido de que projetos maiores exigiram maior frequência da
comunicação.
E458: “A bigger project needs more communication and coordination.”
84
Sintetizando, os estudos selecionados evidenciaram 34 fatores que
influenciam a comunicação em projetos de DDS. Os cinco fatores que mais
influenciam a comunicação são F1. Diferença Cultural (53/184), F2. Diferença
temporal (34/184), F3. Diferença física (23/184), F4. Infraestrutura (16/184),
F5. Atividades de Engenharia de Software (13/184).
Mais detalhadamente, os fatores influenciam de forma positiva ou
negativa cinco características da comunicação: frequência, riqueza, velocidade,
eficácia e percepção sobre os interlocutores. A frequência da comunicação é a
característica que sofreu mais impacto devido à distribuição das equipes nos
projetos de software, seguido da riqueza, eficácia, velocidade e percepção sobre
os interlocutores.
Os fatores influenciaram positivamente a frequência da comunicação,
tornando as interações constantes e adequadas ou reduzindo a necessidade de
interação sem causar prejuízos ao projeto. Por outro lado, quando é influenciada
negativamente, ocorrem uma falta de comunicação necessária ou a necessidade
excessiva de troca de informações. A Tabela 19 indica quais fatores influenciam
esta característica da comunicação e os estudos que evidenciam.
Tabela 19 – Influência dos Fatores na Frequência da Comunicação.
Característica da comunicação: Frequência
Influência positiva -> Interação constante
e adequada
Influência negativa -> Falta de
comunicação
F13. Familiaridade entre as equipes
F3. Diferença física
(E219, E276, E296, E376, E655).
(E080, E082, E090, E152, E272, E334, E493,
E602, E799, E825, E827, E736).
F9. Papel dos interlocutores
(E106, E197, E560, E898).
F2. Diferença temporal
F5. Atividade da Engenharia de Software
(E197, E265, E898).
(E142, E329, E495, E544, E581, E729).
F1. Diferença cultural
F7. Comunicação (constante, informal e F2F)
(E376, E666).
(E106, E108, E216, E493).
F8. Modelos de Processo de Software (E165,
E469).
F7. Comunicação (constante, informal e F2F)
(E070, E142, E880, E407).
F10. Confiança (E061, E407, E458).
F15. Importância da mensagem (E219, E061).
F23. Pressão (E321, E458, E714).
F6. Estrutura da equipe (E090).
F20. Custo monetário (E127, E643, E142).
F11. Consciência sobre as equipes (E219).
F4. Infraestrutura (E158).
F16. Preferência pessoal pelo canal de
comunicação (E276).
F22. Motivação (E530).
F18. Consciência sobre as tarefas (E080).
F28. Proteção da informação (E898).
F27. Disponibilidade do interlocutor (E276).
85
F19. Habilidade de Expressão (E497).
F29. Relação interpessoal (E458).
F34. Tamanho do projeto (E458).
Influência positiva -> Pouca necessidade
de interação
F12. Distribuição das tarefas (E908).
F21. Gestão do Conhecimento (E708).
Influência negativa -> Excesso de
interação
F12. Distribuição das tarefas
(E218, E558, E898).
F6. Estrutura da equipe (E898).
Fonte – Elaborado pela autora.
Os fatores influenciaram positivamente a riqueza de comunicação,
tornando a escolha dos canais de comunicação mais apropriada para a ocasião
(canais baseados em texto, áudio ou vídeo). Por outro lado, quando a riqueza é
influenciada de forma negativa, há uma seleção forçada por canais mais magros,
ou seja, sente-se falta de informações que não estão sendo trocadas. A Tabela 20
indica quais fatores influenciam esta característica da comunicação e os estudos
que evidenciam.
Tabela 20 – Influência dos Fatores na Riqueza da Comunicação.
Característica da comunicação: Riqueza
Influência positiva -> Riqueza apropriada
Influência negativa -> Comunicação pobre
F5. Atividade da Engenharia de Software
(E061, E088, E158, E462, E469, E558, E568).
F1. Diferenças culturais
F15. Importância da mensagem
(E158, E212, E310, E825, E880).
(E037, E158, E178, E321).
F4. Infraestrutura (E375, E413, E703, E497).
F16. Preferência pessoal pelo canal de
comunicação (E158, E375, E462).
Diferença temporal (E497, E880, E082).
F1. Diferenças culturais (E238, E752).
F10. Confiança (E530, E310).
F9. Papel dos interlocutores (E158).
F22. Motivação (E310).
F17. Capacidade técnica (E347).
F26. Coordenação (E212).
F3. Diferença física (E310).
F28. Proteção da informação (E142).
Os fatores influenciaram positivamente a eficácia da comunicação,
tornando mais simples o entendimento da mensagem entre os interlocutores.
Por outro lado, quando a eficácia é influenciada negativamente, faz surgir malentendidos, dificultando a troca de informações. A
Tabela
21
indica quais fatores influenciam esta característica da
comunicação e os estudos que evidenciam.
Tabela 21 – Influência dos Fatores na Eficácia da Comunicação.
86
Característica da comunicação: Eficácia
Influência positiva -> Fácil entendimento
da mensagem
Influência negativa -> Mal-entendidos
F8. Modelos de Processo de Software
F1. Diferença cultural
(E005, E082, E089, E156, E672, E891).
F7. Comunicação (informal, constante e face a
face) (E666, E005).
F9. Papel dos interlocutores (E208).
F10. Confiança (E572).
F11. Consciência sobre as equipes (E181).
F32. Planejamento da comunicação (E208).
(E127, E172, E173, E192, E329, E344, E357,
E469, E568, E602, E641, E703, E729, E736).
F4. Infraestrutura (E301, E127, E544).
F14. Limitação do canal de comunicação
(E344, E158, E331).
F19. Habilidade de expressão (E795).
Fonte – Elaborado pela autora.
Os fatores influenciaram positivamente a velocidade da comunicação,
reduzindo o tempo para realizar uma comunicação satisfatória. Por outro lado,
quando a velocidade é influenciada negativamente, há atraso na comunicação. A
Tabela 22 indica quais fatores influenciam esta característica da comunicação e
os estudos que evidenciam.
Tabela 22 – Influência dos Fatores na Velocidade da Comunicação.
Característica da comunicação: Velocidade
Influência positiva -> Comunicação veloz
Influência negativa -> Atraso na
comunicação
F11. Consciência sobre as equipes
F2. Diferença temporal
(E594, E788)
F6. Estrutura da equipe (E171)
(E106, E172, E173, E212, E216, E344, E469,
E799)
F8. Modelos de Processo de Software (E156)
F1. Diferença cultural
F13. Familiaridade entre as equipes (E714)
(E173, E413, E493, E581, E690)
F25. Consciência sobre disponibilidade
(E061)
F3. Diferença física (E495, E544)
F6. Estrutura da equipe (E218, E898)
Fonte – Elaborado pela autora.
Os
fatores
influenciaram
positivamente
a
percepção
sobre
os
interlocutores, torando mais simples o reconhecimento das equipes dispersas
(quem são, quais as suas habilidades, a sua cultura, formas para entrar em
contato, etc). Por outro lado, quando é influenciada negativamente, há uma
pobre identificação de quem são as equipes do projeto. A Tabela 23 indica quais
fatores influenciam esta característica da comunicação e os estudos que
evidenciam.
87
Tabela 23 – Influência dos Fatores na Percepção sobre os Interlocutores.
Característica da comunicação: Percepção sobre os interlocutores
Influência positiva -> Conhecimento
adequado
Influência negativa -> Conhecimento
baixo
F1. Diferença cultural (E061, E089, E646).
F3. Diferença física (E544)
F6. Estrutura da equipe (E219, E304).
Fonte – Elaborado pela autora.
Destaca-se o fator F1. Diferenças culturais pela maior quantidade de
evidências encontradas (53/184), e por influenciar todas as cinco características
da comunicação. Destacam-se também os seguintes fatores, por terem exercido
influência necessariamente positiva: F8. Modelos de Processo de Software, F9.
Papel dos interlocutores, F11. Consciência sobre equipe, F13. Familiaridade
entre as equipes, F15. Importância da mensagem, F16. Preferência pessoal pelo
canal de comunicação, F17. Capacidade técnica, F18. Consciência sobre as
tarefas, F21. Gestão do Conhecimento, F25. Consciência sobre disponibilidade,
F32. Planejamento da comunicação.
Enquanto que os seguintes fatores exerceram influência necessariamente
negativa: F2. Diferença temporal, F3. Diferença física, F4. Infraestrutura, F14.
Limitação do canal de comunicação, F20. Custo monetário, F22. Motivação,
F23. Pressão, F26. Coordenação, F27. Disponibilidade do interlocutor, F29.
Relação interpessoal.
88
4.2.2. PP2 - Quais são as práticas utilizadas para a comunicação
em projetos de DDS?
O resultado desta pergunta de pesquisa fornece uma visão ampla das
práticas envolvidas na realização da comunicação em projetos de DDS. Na Tabela
24,
são apresentadas as práticas com uma porcentagem de estudos primários
que os evidenciam. Em seguida, todas as práticas são detalhadas.
Tabela 24 – Práticas Utilizadas para a Comunicação em Projetos de DDS.
Estudos primários
Qtd. de
Estudos
(%)
P1. Realizar encontros face a face
E047, E061, E067, E098, E104,
E106, E137, E151, E166, E172,
E197, E212, E219, E224, E237,
E276, E329, E331, E334, E364,
E413, E429, E462, E477, E504,
E533, E539, E543, E558, E568,
E569, E572, E602, E614, E655,
E752, E763, E898, E902, E908.
40/184
(21,74%)
P2. Enviar ‘embaixador’ a locais remotos
E105, E142, E891, E218, E261,
E457, E504, E605, E827.
9/184
(4,89%)
P3. Utilizar e-mail (pessoal/lista)
E005, E037, E061, E067, E080,
E082, E088, E090, E092, E093,
E094, E127, E142, E146, E147,
E153, E155, E156, E158, E160,
E165, E171, E172, E173, E175,
E177, E178, E181, E192, E208,
E212, E224, E237, E252, E262,
E282, E301, E310, E329, E331,
E333, E334, E357, E364, E375,
E376, E399, E462, E493, E504,
E544, E557, E569, E581, E589,
E591, E602, E605, E616, E646,
E655, E666, E672, E703, E714,
E736, E773, E795, E799, E825,
E891, E898.
72/184
(39,13%)
P4. Utilizar mensageiro instantâneo
E036, E037, E045, E047, E067,
E070, E080, E090, E094, E104,
E127, E146, E147, E152, E153,
E155, E156, E158, E165, E171,
E178, E192, E197, E212, E218,
E224, E237, E252, E262, E282,
E301, E310, E321, E329, E331,
E333, E357, E375, E387, E399,
E413, E421, E425, E427, E462,
E488, E493, E530, E544, E557,
E558, E569, E581, E591, E602,
E615, 6E16, E639, 6E46, E666,
66/184
(35,86%)
Práticas (P1-P48)
89
E708, E714, E773, E799, E898,
E908.
P5. Utilizar telefone
E005, E007, E061, E070, E080,
E082, E088, E104, E106, E152,
E155, E158, E172, E173, E177,
E192, E212, E237, E252, E262,
E301, E310, E329, E331, E333,
E364, E413, E425, E462, E605,
E612, E672, E736, E773, E898.
35/184
(19,02%)
P6. Utilizar plataformas de colaboração
E037, E063, E066, E067, E090,
E092, E112, E147, E153, E171,
E172, E181, E201, E203, E263,
E301, E323, E336, E357, E408,
E409, E410, E425, E434, E495,
E581, E591, E695, E774, E806,
E837, E855, E891, E903.
34/184
(18,48%)
P7. Utilizar videoconferência
E005, E007, E043, E070, E090,
E093, E117, E127, E151, E152,
E165, E166, E192, E237, E301,
E333, E344, E357, E399, E457,
E493, E530, E589, E591, E606,
E643, E646, E708, E773, E814,
E891, E898, E908.
33/184
(17,93%)
P8. Utilizar teleconferência
E037, E156,
E237, E262,
E364, E375,
E457, E496,
E605, E616,
E827, E912.
27/184
(14,64%)
P9. Utilizar wiki
E166, E175, E197, E216, E224,
E227, E296, E329, E413, E495,
E504, E569, E703, E714, E773,
E880.
16/184
(8,70%)
P10. Utilizar compartilhamento de tela
E037, E104, E153, E166, E197,
E218, E301, E375, E413, E560,
E898.
11/184
(5,98%)
P11. Utilizar webpage (homepage/blog)
P12. Utilizar fóruns
E158,
E282,
E376,
E533,
E666,
E177, E224,
E301, E344,
E399, E413,
E544, E591,
E708, E795,
E092, E127, E224, E282, E329,
E570, E596, E736.
E127, E212, E262, E331, E591,
E643, E880.
P13. Utilizar rede social
E237, E252, E404, E646, E845.
P14. Utilizar Intranet
E329, E530, E708, E827.
P15. Utilizar documentos de papel
E152, E237, E462, E581.
P16. Utilizar VOIP
E158, E218, E591.
P17. Utilizar quadro-branco compartilhado
E405, E462, E641.
P18. Utilizar ambiente virtual 3D
E488, E714.
8/184
(4,35%)
7/184
(3,80%)
5/184
(2,72%)
4/184
(2,18%)
4/184
(2,18%)
3/184
(1.63%)
3/184
(1.63%)
2/184
90
(1,09%)
2/184
(1,09%)
1/184
(0,54%)
1/184
(0,54%)
P19. Utilizar de câmeras de vídeo
E333, E376.
P20. Utilizar galeria de imagens
E172.
P21. Utilizar robô de presença remota
E002.
P22. Realizar reuniões frequentemente
E047, E107, E137, E142, E160,
E165, E192, E197, E218, E235,
E344, E357, E376, E413, E495,
E558, E572, E643, E655, E666,
E690, E708, E736, E795, E891,
E908.
26/184
(14,13%)
P23. Utilizar múltiplos canais de comunicação
E070, E086, E092, E146, E152,
E153, E192, E264, E282, E329,
E331, E334, E375, E413, E425,
E457, E497, E591, E708, E714,
E795.
21/184
(11,41%)
P24. Nomear um ponto de comunicação
E047, E061, E070, E160,
E197, E216, E218, E227,
E263, E329, E333, E457,
E605, E708, E729, E763,
E814.
21/184
(11,41%)
P25. Selecionar canal de comunicação
E013, E093, E158, E188, E216,
E329, E357, E375, E429, E495,
E497, E646, E714, E908.
E192,
E254,
E557,
E795,
14/184
(7,61%)
E047, E224, E429, E497, E530,
E581, E605, E643, E664, E703,
E714, E752, E825, E893.
E076, E120, E201, E333, E404,
E409, E497, E558, E643, E846.
10/184
(5,43%)
P28. Reunir-se em hora-extra
E070, E106, E175, E177, E310,
E357, E543, E544, E558, E708.
10/184
(5,43%)
P29. Realizar treinamentos sobre cultura
E110, E137, E261, E294, E602,
E605, E646, E891, E908.
9/184
(4,89%)
P30. Padronizar o idioma do projeto
E061, E110, E137, E203, E329,
E557, E605, E639.
8/184
(4,35%)
P31. Documentar artefatos do sistema
E061, E070, E098, E172, E212,
E218, E331, E614.
8/184
(4,35%)
P32. Compartilhar uma agenda de reuniões
E147, E192, E364, E376, E616,
E643, E646.
7/184
(3,80%)
P33. Prover infraestrutura apropriada
E127, E142, E158, E212, E333,
E602, E739.
7/184
(3,80%)
P34. Repassar resultado da reunião aos
ausentes
E106, E147, E197, E301, E814,
E825.
6/184
(3,26%)
P35. Realizar treinamentos sobre
procedimentos e ferramentas de comunicação
E530, E581, E664, E703, E880,
E893.
6/184
(3,26%)
P36. Utilizar pauta compartilhada em reuniões
E192, E364, E376, E413, E641.
P37. Utilizar moderador em reuniões
E160, E429, E493, E643, E795.
P26. Descrever o protocolo de comunicação
P27. Verificar a comunicação
14/184
(7,61%)
5/184
(2,72%)
5/184
91
P38. Proteger informações importantes
E404, E457, E736, E795, E825.
P39. Padronizar o vocabulário
E212, E304, E399, E530, E891.
P40. Descobrir interlocutores essenciais
E061, E181, E616, E778, E300.
P41. Formar subequipes
E007, E166, E218.
P42. Padronizar práticas de comunicação
E347, E643, E752.
P43. Modelar fluxo de comunicação
E230, E695.
P44. Recrutar profissionais capacitados
E703, E891.
P45. Testar infraestrutura antecipadamente
E127, E646.
P46. Incentivar agilidade no feedback
E171, E898.
P47. Realizar traduções
E192, E502.
P48. Sincronizar os turnos de trabalho
E166, E795.
(2,72%)
5/184
(2,72%)
5/184
(2,72%)
5/184
(2,72%)
3/184
(1,63%)
3/184
(1,63%)
2/184
(1,09%)
2/184
(1,09%)
2/184
(1,09%)
2/184
(1,09%)
2/184
(1,09%)
2/184
(1,09%)
Fonte – Elaborado pela autora.
A seguir, as práticas listadas na Tabela 24 serão apresentadas utilizando-se
uma estrutuda de quatro elementos:
 Nome: refer-se ao nome da prática, iniciado pelo índice P1 a P48.

Descrição: oferece uma narrativa do seu funcionamento padrão.
 Ferramentas e métodos: caso haja ferramenta ou método associado à
prática, serão destacados o nome e funcionalidades relevantes.
 Evidências: refere-se às trasncrições de texto extraídas dos estudos.
Durante a análise dos dados, ficaram evidentes diversas características de
uso, ou seja, indicação de como a prática sucedeu nos projetos reais
como, por exemplo: utilizadas para informar e discutir sobre questões
críticas e complexas, curtas, urgente, mal-entendido, planejamento do
projeto, apresentação de artefatos, progresso da atividade, transferência
do conhecimento, etc. Essas características de uso serão utilizadas para
agrupar as evidências extraídas dos estudos primários.
P1. Realizar encontros face a face
Descrição: Uma equipe A, por exemplo, viaja para se comunicar face a face
com uma equipe remota B.
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Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Os encontros face a face foram utilizados para discutir sobre questões
críticas/complexas
E098: “On the one hand, F2F was preferred for requirements elicitations due to its support to
facilitate familiarization with other participants, better support the ability to express
complex ideas, and understand others’ opinions.”
E104: “His strategy is to start with simple tasks and communicate them via chat, while
keeping the complicated things in mind. To address the complicated tasks, he uses
regular personal visits to Saint Petersburg, for example, when beginning work on a
new version.”
E413: “All projects arranged frequent visits, which provided good opportunities for getting to
know persons from the other site, discuss difficult issues, and get a better picture of the
project.”
E543: “Engineers also regularly traveled between remote sites during development for
important meetings.”
E558: “In high-priority situations, the only recourse was to fly different designers to a
common location, which usually resulted in rapid positive resolution to the design
problems.”
E568: “Our study reveals face-to-face interaction as prioritized in critical phases such as frontend and back-end of projects. For example, the integration phase is considered crucial
as there can be unexpected behavior.”
E643: “There is little doubt that holding face-to-face meetings produced benefits for virtual
teams. Respondents in our study described in detail the importance of the face-to-face
meetings to clarify communication: ‘When something is especially important, you
have to sit everybody around a table and, as a project manager, need to interpret
nonverbal cues’.”
 Os encontros F2F foram utilizados para discutir sobre planejamento do
projeto
E151: “Face-to-face interaction is often the most effective precursor to establishing good
communication. This form of communication is invaluable for building trust among
team members, establishing common goals, and resolving project specifications.”
E413: “Due to the closer distance between onsite and off-site, a one hour plane trip, especially
in the beginning a couple of offsite team members visited onsite during sprint
planning, which made these meetings more efficient.”
E504: “They have detailed status meeting during these visits as well as meetings to address
other topics (e.g. budget or schedule issues, risk management, planning for the next
release). The frequency is about every 6 weeks at the beginning of the project and
changes to every 8 weeks as the project progresses.”
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E655: “Face-to-face project kickoff meeting. This practice intends to establish initial
relationships across sites by bringing together all project members to hold a joint
kickoff meeting.”
E166: “TBD’s Product Owner and Scrum Master/Technical Lead traveled to India and spent
two weeks at Xebia India. During this period, the main objectives were to get to know
each other, to setup a functional work environment, to agree on ways of working, to
transfer knowledge, to share short and medium term business goals for TBD, and to
setup success criteria and measurements for the collaboration.”
 Os encontros F2F permitiram a identificação dos interlocutores remotos:
saber quem são, quais suas habilidades técnicas, suas características
físicas, sua cultura, entre outras coisas.
E166: “TBD’s Product Owner and Scrum Master/Technical Lead traveled to India and spent
two weeks at Xebia India. During this period, the main objectives were to get to know
each other, to setup a functional work environment, to agree on ways of working, to
transfer knowledge, to share short and medium term business goals for TBD, and to
setup success criteria and measurements for the collaboration.”
E413: “All projects arranged frequent visits, which provided good opportunities for getting to
know persons from the other site, discuss difficult issues, and get a better picture of the
project.”
E061: “Plan travel to create a pool of liaisons. Give the early travelers the explicit assignment
of meeting people in a variety of groups at the other site and learning the overall
organizational structure. Try to send gregarious people who will enjoy and be effective
in this role. When they return, make it known that they can help with cross-site issues,
and free up some of their time to do so.”
 Os encontros F2F permitiram a realização de discussões informais
E413: “At PrintCo, a couple of persons from offsite visited onsite for a couple of days, during
which a lot of meetings and informal discussions took place.”
E602: “One expert mentioned that the problems are very obvious when an offshore team
member makes an onsite visit and participates physically in informal communication.
He argued that these visits cannot be substituted by video conferences.”
 Os encontros F2F permitiram a transferência de conhecimento
E166: “TBD’s Product Owner and Scrum Master/Technical Lead traveled to India and spent
two weeks at Xebia India. During this period, the main objectives were to get to know
each other, to setup a functional work environment, to agree on ways of working, to
transfer knowledge, to share short and medium term business goals for TBD, and to
setup success criteria and measurements for the collaboration.”
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E602: “Knowledge transfer needs proper planning. We found that in global projects face to
face communication is a necessity. All of the interviewed experts reported that
personal contacts are necessary and not substitutable by technology.”
 Obviamente, a comunicação F2F é a principal forma de comunicação
aplicada por equipes co-localizadas
E067: “Face-to-face communication is only possible locally, and it was used for longer
discussions.”
E462: “Where co-located interaction is possible, there is an overwhelming preference for and
use of face-to-face communication, often in conjunction with whiteboards.”
Nome: P2. Enviar ‘embaixador’ a locais remotos
Descrição: Integrantes de uma equipe (A), por exemplo, se fixam em uma
equipe remota (B) durante um período de tempo e torna-se responsável por
repassar informações locais (B) para sua equipe original (A).
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Os embaixadores reduzem a interação entre as equipes, pois se tornaram
pontos de comunicação entre elas.
E105: “The client has made use of two mechanisms for exchanging people to accomplish
offshoring projects while maintaining minimal interaction. Both mechanisms involve
intensive interaction but for selected people and selected periods of time.”
E142: “In a globally-distributed XP team, having a key member of one team physically located
with the other team can provide an essential two-way communication conduit.”
E891: “To aid this, a small team from the offshore development center is deputed to the
onshore site to serve as an information bridge. The size of the information bridge
typically varies from 10-30% of the total team size.”
 O envio de embaixadores a locais remotos possibilitou uma identificação
intensa dos interlocutores remotos: saber quem são, suas habilidades
técnicas, suas características físicas, sua cultura, entre outras coisas.
E218: “We found exchanging ambassadors between our sites to be one of the most effective
techniques for improving cross-team communication. It allowed us to build personal
relationships and provided a mechanism to build trust and transfer knowledge.”
E261: “A great deal of experience in intercultural communication had been gained through
working alongside Indian colleagues during their training visits to Germany, typically
over a period of three months. Such personal acquaintance was also regarded as
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crucial for achieving more open communication, particularly about work problems,
from the Indian side.”
E504: “Cross-site delegation is another way to establish personal relationships and to achieve
a better integration of multiple geographically distributed teams. It is basically the
delegation of individuals from a central site to a remote site (or vice versa) and helps
to establish communication across sites.”
E605: “This role helps to create a means of communication or understanding between people
and can also a means of reconciling their differences. Team members are frequently
rotated among geographies so that they know their other team members with whom
they communicate daily.”
 O envio de embaixadores a locais foi utilizado para permitir transferência
de conhecimento.
E218: “We found exchanging ambassadors between our sites to be one of the most effective
techniques for improving cross-team communication. It allowed us to build personal
relationships and provided a mechanism to build trust and transfer knowledge.”
Nome: P3. Utilizar e-mail (pessoal/lista)
Descrição: O e-mail é um sistema de troca de mensagens de texto através da
Internet. Há o envio pessoal de mensagens, em que a comunicação é endereçada
para um interlocutor em específico, e o envio coletivo que envolve um conjunto
de interlocutores (lista ou grupo de e-mail). Foi evidenciado que o uso do e-mail
causou mal-entendido e atraso na comunicação.
Ferramentas e métodos: Google Groups, Microsoft Open Communication
Server (OCS), Outlook e Yahoo Groups.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 O e-mail foi usado principalmente quando se desejou envolver uma
grande quantidade de interlocutores.
E037: “A mailing list was introduced that allowed every-body to send a message to all other
team members. This list was mainly used for announcements of major events or
releases.”
E147: “Often, if an important decision is made during IM conversation, email was used to
notify all other affected parties about the decision. Sending out an email message
about the decision also acts as a way of storing and documenting the decision.”
E153: “Emails are exchanged among all team members, mainly when there will be a time
delay for finding a solution or when it is necessary to involve more people in the
discussion. Email is also used to broadcast information, to formalize decisions, and to
ask for more formal response.”
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E171: “A second broadcast communication channel is email, which is mostly used for
announcements.”
E208: “They worked together using web-based communication technology mainly e-groups
(Google groups). Every e-group member could post messages, files or start a
discussion on the e-group.”
E301: “Email, however, was effectively used to communicate team-wide issues to all team
members, as well as a means of communication between the team and other
stakeholders. The projects studied utilized project-wide mailing lists, which were used
to share important issues with all team members at once. The common challenge when
using email as a primary communication medium is due to it’s a synchronicity: it can
often be difficult to get answers to your questions in time.”
E581: “Email is the most widely used medium. It is being preferred because of the following
facts: It is an efficient and inexpensive mean; It helps to address large number of
people at the same time and is independent from the receiver’s presence.”
E736: “With e-mail you can reach many people with the same amount of effort. However, the
experts noticed that e-mail seems not to be a sufficient communication tool by itself. Email can be misunderstood and people can easily feel offended if they do not
understand the message correctly. Furthermore, you cannot be sure that it will reach
its destination.”
E898: “Email seems to be the next favorite tool for communication for all roles. It serves best
when many people need to be involved in a discussion, or informed about a decision.
At the same time, email allows for a more direct means of sharing documents with
many colleagues.”
E504: “Urgent request is a broadcast mechanism for requesting urgent information for a
project from a volunteer group with specific knowledge. This practice aims at
promoting unplanned communication in case that a member of a project has an
urgent need for information or advice about a particular technology, tool, or product,
and would benefit from quick response. Some organizations may have wikis or
distribution lists that are directed towards groups with expertise in particular
technologies, markets, products, standards, and so forth.”
 O e-mail foi usado para discutir sobre artefatos do projeto (código fonte e
especificações de requisitos).
E067: “Email (18%) was used for both local and remote communication, and developer
interview data suggests that email was used more for ‘requests that are not urgent’, or
‘letting people know about something that has been done or will be done’, or ‘initiating
discussions that have some visual aspect, like code excerpts’.”
E090: “In addition, developers indicated that they used email and video-conferences, but
primarily for design and architectural definition activities.”
E092: “Mailing list: This list is used by Argo developers to discuss directions for the project,
choices of technical solution, documentation contents etc.”
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E094: “GTK+ developer mailing list ([email protected]) is an asynchronous
communication method. It is used by developers to discuss the design and
implementation issues of core GTK+ libraries.”
E282: “A special Google Group was created in order to provide a forum-like venue of
communication. The group was used to discuss development topics in depth.”
E591: “The teams also utilize email, instant messaging and a discussion forum provided by
ERPSoft, for day-to-day communication regarding functional specifications, technical
design and other issues.”
 O e-mail foi usado para discussões sobre de planejamento do projeto.
E142: “The team used also used a mailing list for project management activities. The mailing
list allowed individual developers to communicate directly with customers to answer
questions regarding feature specifications. All members of the development and
project management teams were included on the mailing list.”
E092: “Mailing list: This list is used by Argo developers to discuss directions for the project,
choices of technical solution, documentation contents etc.”
 Além disso, uma lista de e-mail reúne dados dos interlocutores (nome,
foto, contatos), permitindo a sua identificação.
E181: “The list provides a robust and simple way for people to find out with whom they should
discuss an issue: they just ask their question or start their discussion, and the
appropriate people will self-identify themselves by replying.”
E208: “They worked together using web-based communication technology mainly e-groups
(Google Groups). All the members posted their personal details on the e-groups along
with their photographs at the start of the project to get acquainted with each other.
This was followed by the requirements determination and requirements modeling.”
 Houve preferência do uso do e-mail por pessoas que não dominavam o
idioma utilizado no projeto (incentivo à comunicação menos rica).
E061: “The nonnative English speakers preferred e-mail communication because it allowed
them to spend time composing and translating their response.”
E329: “During my field study I observed and talked with informants with the following
accents: Irish, Spanish, Polish, British, American, Chinese, Malaysian, Indian, and
Japanese. This increased the reliance on written communication and therefore email
and IRC were often favored over phone conversations.”
E334: “The use of emails as the preferred communication media gives more time to developers
to carefully select their words and clarify their points to avoid and mitigate
misunderstanding. This is especially true for those team members for whom English is
not the first language.”
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E493: “A combination of synchronous and asynchronous tools is mostly used: mailing lists in
combination of instant messengers, former in a more sophisticated version like Google
Groups, and latter mostly Skype, MSN and Gtalk. Our questionnaires show that they
prefer text-based communication instead of using audio/video calls for meetings. The
reasons are mostly related to language: it is hard to understand somebody with a
strong accent, and some students need more time to think how to express their
thoughts in English, so they rather write than speak.
E376: “Simply e-mail - Advantages included the ability to explain the details of a requirement,
to provide a written record and history of issues related to requirements, together with
increased communication ability for no fluent English speakers, in particular
customers.”
 O e-mail também foi utilizado por equipes co-localizadas.
E067: “Email (18%) was used for both local and remote communication, and developer
interview data suggests that email was used more for ‘requests that are not urgent’, or
‘letting people know about something that has been done or will be done’, or ‘initiating
discussions that have some visual aspect, like code excerpts’.”
Nome: P4. Utilizar mensageiro instantâneo
Descrição: Um sistema de mensagens instantâneas (IM ou chat) possibilita o
envio e recebimento de mensagens de textos em tempo real através da Internet.
Possibilita que os interlocutores tenham uma atenção parcial e permaneça em
suas atividades enquanto conversa, e por isso, foi avaliado como menos
inconveniente que o uso de telefone.
Ferramentas e métodos: O IM Communico (E045, E421) e Loops (E425)
utilizam a função de conversação aberta, em que é possível “ouvir” as conversas
que estão acontecendo no momento. Destaca-se também a autonomia que cada
integrante adquire para “entrar” nas conversas sem necessitar esperar ser
convidado por alguém; Já o mensageiro instantâneo CSW-IM (E427) possui um
cálculo de disponibilidade seletiva, em que é possível atribuir status de
disponível/ocupado a depender da igualdade do projeto e atividade de dois
interlocutores. Assim, para um integrante A, B pode estar ocupado, mas ao
mesmo tempo, B pode estar disponível para C; Através do IM COFFEE (E488),
é possível manter uma conversação estruturada, com etapas bem definidas, e é
possível congelar as atividades relacionadas à conversa; O chat RVM (E427) foi
dito menos interruptivo por possuir um contador discreto de novas mensagens
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recebidas. Demais ferramentas: Lotus Note Sametime, Microsoft Office
Communicator (OCS), Skype, MSN Messenger, GTalk, Yahoo IM.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Sistemas de Mensageiro Instantâneo foram utilizados para obter a
disponibilidade dos interlocutores para iniciar uma interação.
E037: “We decided to use the chat functionality of Skype. This had several positive effects. As
the presence status of every team member is always visible, a better team feeling grew
up.”
E153: “Moreover, the call is usually negotiated beforehand, through a chat on IM, so that each
member of the team can check the actual communication availability of the colleague.”
E155: “An instant message was often used before a person would call or walk over to another
person's desk.”
E218: “Instant Messaging - This configuration allowed us to see when team members who
were online at each site, and made it cheap and easy to pass on a message or ask a
question of the appropriate person. We also used the status message to provide
information about when we were not interruptible (for example when we were busy or
pairing).”
E301: “IM was preferred for urgent communication, mostly because its ability to deliver
messages quickly and because it provided presence awareness.”
E321: “CWS-IM - Instant messaging with selective availability support. The CWS-IM tool
allows collaboration to be initiated with target collaborators in a more informed
manner by means of the implementation of the SA criterion. CWS are composed of a
set of individual working spheres (WS). The information in each WS can be used to
identify who is working on: the same activity and the same project (SACT/SP);
different activity and same project (DA/SP); and different activity and DP (DA/DP). If
the user’s status is presented in green it means that the users are working on the SP
and on the SACT (Available); if the status is represented in yellow it means that the
users are working on the SP, but on different activities (Reachable, but busy); and if
the status is presented in red it means that they are working on DPs (Busy). It should
also be stressed that in the current implementation of CWS-IM, the information
regarding the role, activity, project and status is automatically gathered, inferred and
delivered by the system, and the user has no control over the status change. These
results indicate that the tool provides the issuer with sufficient information to allow
him to determine a receiver’s current activity, and contact her only when he considers
it to be appropriate.”
E387: “CWS-IM - Instant messaging with selective availability support. These values therefore
argue in favors of the proposition that the CWS-IM tool is more useful for searching
for a collaborator and discovering his/her current status than traditional IM. On the
other hand, with regard to ease of use the mean average was 5.77 when using CWS-IM
and 5.34 when using traditional IM.”
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E427: “RVM (Rear View Mirror) is an implementation of an IM and presence awareness
system with novel features designed to support teams. Groups are similar to and can
serve much the same purpose as ‘buddy lists’ in other messaging applications, but
there are some important differences. Buddy lists are defined independently by each
user, whereas the membership for a group is the same for all users. . One of the
tradeoffs in an application like RVM is between the synchronous messaging
functionality and the interruption to the user when new messages come in. We tried to
strike a balance between these competing demands in RVM. New messages increment
a counter displayed as the icon (in the upper left corner) of the chat window. Even
when a chat window is minimized, a user can see the number of new messages since
the last time the chat window was on top.”
E558: “Instant messaging applications proved especially effective. They indicated the
availability of remote colleagues, facilitated application sharing and allowed the
recording of synchronous communications.”
E615: “Instant messenger was also used to facilitate and speed up communication via other
media. In many cases, IM was used to find out if remote team members were available
and had time for a phone call.”
E666: “Microsoft Open Communication Server (OCS). The tool provided real-time presence
awareness of team members in a list of contacts (similar to any instant messaging
tool), and allowed desktop sharing and real-time audio/video conferencing from
multiple sites and integration with the existing telephone infrastructure in the
organization.”
E898: “Through the IM tool, they can see when some of their remote colleagues are online and
available at the moment, and they come directly in contact with the person they need.”
 Sistemas de Mensageiro Instantâneo foram utilizados para realizar
discussões informais.
E037: “Most importantly, as it turned out in hindsight, was the introduction of an informal
communication channel. We decided to use the chat functionality of Skype.”
E158: “Many interviewees reported instant messaging being a very efficient tool for
communication in global software projects. One part of the experienced efficiency of
instant messaging seems to be caused by its informality in comparison to email. In
company Alpha, the IM tool in use was Lotus Notes Sametime, while company Beta
used Microsoft Office Communicator.”
E212: “Loss of communication richness - Solutions identified from companies (A & B): Visual
representation of requirements (Visualization), Face-to-face meetings, Discussion
forums and Informal communication (Email, Telephone and Chat).”
E301: “One part of the experienced efficiency of IM seems to be caused by its informality in
comparison to email.”
E530: “Instant Messenger was utilized to facilitate informal contact and its use was actively
encouraged.”
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E602: “Five interviewed experts reported that instant messengers are regarded as most
efficient. To a certain extent, instant messengers can substitute verbal informal
communication and are used spontaneously.”
E773: “Only one third harnesses instant messaging for spontaneous and in-between
communication though this is a key factor to project success in distributed projects.”
 Sistemas de Mensageiro Instantâneo foram utilizados para discutir sobre
questões curtas.
E301: “Most of the interviewees using IM were satisfied with its ability to deliver messages
quickly, and thus they were using it to get quick clarifications on small questions.”
E357: “Chat discussions for short questions and agreeing on time slots for face-to-face or
videoconference meetings.”
 Sistemas de Mensageiro Instantâneo possibilitam realizar a comunicação
com uma atenção parcial dos interlocutores.
E147: “As instant messaging is a lightweight way of communication, it allows communicating
while simultaneously working on other tasks: The multitasking ability was often used
in meetings, both co-located and distributed. In such meetings, it is often very difficult
— if not impossible — to use verbal communication (e.g. phone) with people outside the
meeting, and still attend the meeting itself, without severely disturbing the flow of the
meeting.”
E301: “As IM is a lightweight way of communication, it allows communicating while
simultaneously working on other tasks. This multitasking ability was often used in
meetings, both co-located and distributed.”
E544: “Instant messaging was also considered an efficient tool for communicating across
teams, as one could participate in one or more discussions at once, while resuming
other activities at the same time.”
 Apesar de ser uma ferramenta para comunicação em tempo real, foi
possível persistir o histórico da conversa, tornando-a off-line.
E262: “Instant Messenger (IM) ‘…can be used as a last resort at critical stages of the MSLite
project … All IM conversations are to be logged’”.
E310: “One interviewee stated that time zone can be alleviated by emails and offline chats.”
E425: “Loops is a web-based persistent chat system whose aim is to support collaboration
amongst corporate work groups. The Persistent Chat pane: Each place has a chat
pane in which those who are in the place can ‘talk.’ Since the chat text is time-stamped
and persists across sessions, conversations may be synchronous or asynchronous. The
Fargo team continues to find their Loop to be an important part of their repertoire of
communication tools.”
102
E558: “Instant messaging applications proved especially effective. They indicated the
availability of remote colleagues, facilitated application sharing and allowed the
recording of synchronous communications.”
E581: “Chat and data conferencing is the second most widely used technique. It includes the
ability to maintain a record of conversations through history. This helps to back track
history and clear understanding about discussed points as and when needed.”
 Houve preferência do uso do IM por pessoas que não dominavam o
idioma utilizado no projeto (incentivo à comunicação menos rica).
E329: “During my field study I observed and talked with informants with the following
accents: Irish, Spanish, Polish, British, American, Chinese, Malaysian, Indian, and
Japanese. This increased the reliance on written communication and therefore email
and IRC were often favored over phone conversations.”
E218: “Outside of the stand-ups we were able to use instant messaging as an alternative to
voice calls to eliminate misinterpretation due to differences in accent.”
E493: “A combination of synchronous and asynchronous tools is mostly used: mailing lists in
combination of instant messengers, former in a more sophisticated version like Google
Groups, and latter mostly Skype, MSN and Gtalk. Our questionnaires show that they
prefer text-based communication instead of using audio/video calls for meetings. The
reasons are mostly related to language: it is hard to understand somebody with a
strong accent, and some students need more time to think how to express their
thoughts in English, so they rather write than speak.
 Sistemas de Mensageiro Instantâneo permitem conversação aberta.
E045: “Communico - To this end we have developed such a space called Communico which
makes it possible to overhear Instant Messaging conversations. In the interviews these
two were also seen as well exploited by Communico, however the interviewees also
reported a significant increase in Involvement with the rest of the team due to being
able to overhear their conversations with Communico. In general we can see that
knowing about the Commitment is increasingly more important as the level of
Involvement increases.”
E421: “Communico - Therefore we suggest that a tool supporting a virtual open conversation
space should indicate per conversation (i) who is aware of it and (ii) who participates
in it. The third way in which Communico differentiates itself from existing tooling is
with respect to persistence. By making conversations persistent it becomes possible to
access the knowledge created by having these conversations, both by the participants
of the conversations and by others. In the interviews these two were also seen as well
exploited by Communico however the interviewees also reported a significant increase
in Involvement with the rest of the team due to being able to overhear their
conversations with Communico.”
103
E425: “Loops is a web-based persistent chat system whose aim is to support collaboration
amongst corporate work groups. The Social Proxy: the social proxy is an awareness
component that depicts people as small colored dots. It provides a glimpse of how
many are in the current place and how recently they were active (people move to the
center when active, and drift to the edge over about 15 minutes of idleness).”
 Sistemas de Mensageiro Instantâneo também foram utilizados por
equipes co-localizadas.
E067: “SameTime (11% of total), IBM’s IRC tool, was used locally for quick questions or
comments; in the remote communication it was used for longer conversation or to
request a phone call.”
E147: “As instant messaging is a lightweight way of communication, it allows communicating
while simultaneously working on other tasks: The multitasking ability was often used
in meetings, both co-located and distributed. In such meetings, it is often very difficult
— if not impossible — to use verbal communication (e.g. phone) with people outside the
meeting, and still attend the meeting itself, without severely disturbing the flow of the
meeting.”
E301: “As IM is a lightweight way of communication, it allows communicating while
simultaneously working on other tasks. This multitasking ability was often used in
meetings, both co-located and distributed.”
E462: “Figure 5 shows tools used by software developers to support collaboration in both
distributed and co-located settings. F2F, Whiteboard, Paper, Text Editors, Lotus Note.”
Nome: P5. Utilizar telefone
Descrição: As chamadas por telefone possibilitam o envio e recebimento de
mensagens de voz em tempo real. Foi declarado como um meio de comunicação
inconveniente por interromper o trabalho.
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 As chamadas de telefone foram utilizadas para discutir sobre questões
urgentes.
E177: “Telephone calls and teleconferencing are strongly encouraged to enable engineers to
clear problems immediately avoiding lengthy email exchanges and develop a personal
rapport between employees in different locations.”
E329: “Phone conversations were useful as they allowed synchronous communication and
allowed reduction in turnaround time. They also facilitated quick updates that put
everyone on common ground immediately.”
 As chamadas de telefone foram utilizadas para discutir sobre problemas.
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E301: “In urgent or emergency situations, performance and telephone calls were related to
each other: telephone calls were found to be an especially efficient way of
communicating urgent issues requiring immediate action. Many team members
considered using telephone very intrusive and interruptive to the work.”
Nome: P6. Utilizar plataformas de colaboração
Descrição: As plataformas de colaboração apoiam as diversas atividades de
Engenharia de Software (Gestão de Projetos, Engenharia de Requisitos,
Gerenciamento de Configuração, Testes, entre outras), possibilitando que as
equipes trabalhem de forma independente, mas visando atingir um objetivo
comum. Essas ferramentas foram utilizadas principalmente para informar sobre
o progresso das atividades do projeto. Conforme a colaboração acontece e as
ferramentas são manipuladas, as informações sobre as atividades do projeto são
registradas e podem ser acompanhadas pelas equipes, reduzindo a necessidade
da comunicação verbal propriamente dita. Além disso, pode haver canais de
comunicação em tempo real (chats) integrados e mecanismos configuráveis
para o envio automático de e-mail. E as plataformas de colaboração foram
utilizadas para compartilhar artefatos do sistema.
Ferramentas e métodos: O uso de ferramentas para a Gestão de Projetos
gera uma lista compartilhada de itens de trabalho. A movimentação desses itens
de trabalho em status de progresso e os comentários associados gera a troca de
informação entre as equipes. A ferramenta Jazz (E434) permite o uso de nuvens
de tagging, em que é possível adicionar marcações aos itens de trabalho, como
um mecanismo de comunicação informal entre as equipes.
Os softwares de Controle de Configuração são utilizados para administrar
mudanças nos itens de configuração do sistema, e anotação também podem ser
associadas aos itens. A ferramenta Subversion (E181) possui um chat integrado,
através do qual os interlocutores podem se comunicar em tempo real; A
ferramenta Elvin (E112) também possui integração com uma interface IM, em
que eventos de alterações são enviados automaticamente para um chat
disponível às equipes, que podem dessa forma discutir a mudança em tempo
real; O GitHub (E806) possui funcionalidade de rede social, em que é possível
visualizar uma página como o perfil dos integrantes com dados biográficos, uma
lista de seus projetos (linguagem de programação e atividades desempenhadas),
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um “activity feed” que mostra as ações recentes de alterações nos itens de
configuração, e lista os “seguidores” do perfil.
Os Ambientes de Desenvolvimento Integrado (IDE) são utilizados para
atividades de codificação do sistema. O Estudo E063 apresentou o IDE Eclipse
modificado com plugin de chat eConference, que possui função de tradução
automática realizada pela API do Google Translate; Em outro estudo (E066), o
Eclipse recebeu o plugin ASU que envia automaticamente a atividade atual do
usuário para o status do Gtalk, informando sobre sua disponibilidade; Paynal
(E201) é um plugin para o IDE Eclipse, com diversas funções para comunicação
entre as equipes distribuídas: chat, fórum e compartilhamento de documentos;
Outra funcionalidade de destaque para IDEs é o uso de nuvens de tagging, em
que é possível adicionar marcações aos artefatos do sistema como um
mecanismo de comunicação informal entre as equipes. Esta função é disponível
nas ferramentas Paynal e TagSEA (E201, E323).
A Engenharia de Requisitos trata das atividades de levantamento e
especificação dos requisitos do sistema. O estudo E408 evidenciou a ferramenta
DisIRE-X, que possui mecanismo para gravar as reuniões com stakeholders,
realizar cortes nos áudios, e permitir anexá-los a páginas de um wiki, formando
toda a documentação dos requisitos; Já a ferramenta EGRET (E774) funciona
como um repositório de requisitos integrado a um chat para conversa entre os
stakeholders.
As ferramentas de Testes centralizam os resultados das verificações e
validações, mantendo informações sobre erros do software entre clientes,
testadores e desenvolvedores. A ferramenta FS (E855) foi utilizada por clientes
em seus testes de aceitação, e possui função para enviar um print screen no
momento em que acontece o erro na tela. Através dessa ferramenta, os testes
foram passadas para os desenvolvedores sem muitas perdas de informação.
Demais ferramentas citadas: Bugzilla, Issuezilla, MR, Online Learning and
Training (OLAT), GENESIS, Assembla, Agilefant, CRI Model, Lotus Note, Spira,
JIRA, SoftFab, CruiseControl.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Gerenciamento de projetos
 Utilizado para informar sobre o progresso das atividades
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E067: “Bugzilla was used in this project not only as a bug tracking system, but also to host
discussion about design and implementation of work items. Team members in Ottawa
and the US agreed to use Bugzilla and its notification functionality as a mechanism to
keep members alerted about changes in the implementation of work items.”
E092: “Issuezilla, however, supports coordination and communication by grouping
information by issue, and logging progress and status.”
E171: “Work items represent single assignable and traceable tasks. Different types of work
items are created to represent defects, enhancements, and general tasks. Commenting
on the work items is the main task-related communication channel.”
E357: “The backlog management tool Agilefant for creating awareness for ongoing or
completed work. A Canadian student: ‘I thought that Agilefant did a good job of
communicating the status of the stories, to see where the groups are in terms of
burndown.’”
E410: “The basis of the CRI model (continuum of relevance index) is the monitoring of core
interactions with system artefacts (program files) such as views, updates, creates and
deletes. The model is used to provide relevance rankings that depend on the context of
work being carried out by a developer. Rankings are then provided of tasks,
developers and artefacts in that context. The feedback snippet from Luke suggests that
he did not need any formal or informal collocated meeting with other members of his
group to obtain awareness of the state of the File Demo task. Through his use of CRI,
he was able to understand that it had only been Tony that had been working on File
Demo.”
E434: “Jazz is an extensible technology platform that helps teams integrates tasks across the
software life cycle. Developers using Jazz organize their work around so-called work
items which can be interpreted as development tasks. As can be seen in Fig. 1, there is
an optional tag field in which developers can insert an arbitrary number of tag
instances per work item. From the interviews, we were able to discern that these tag
keywords also played an awareness role in informing others and being informed
about work items.”
 Utilizado para realizar discussões informais
E434: “Jazz is an extensible technology platform that helps teams integrates tasks across the
software life cycle. Developers using Jazz organize their work around so-called work
items which can be interpreted as development tasks. As can be seen in Fig. 1, there is
an optional tag field in which developers can insert an arbitrary number of tag
instances per work item. From the interviews, we were able to discern that these tag
keywords also played an awareness role in informing others and being informed
about work items. With the shift to team-based software development and the
corresponding increasing importance of articulation work, informal processes,
communication mechanisms, social computing mechanisms such as tagging may play
an important role beyond work items.”
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 Permite a integração com canais de comunicação
E067: “Bugzilla was used in this project not only as a bug tracking system, but also to host
discussion about design and implementation of work items. Team members in Ottawa
and the US agreed to use Bugzilla and its notification functionality as a mechanism to
keep members alerted about changes in the implementation of work items.”
E425: “Lotus Notes email is the primary means of communication. In addition, two Lotus
Notes databases used to fulfill different functions: a document store, and an action
item list. Notes databases permit comments to be attached to items, and so can support
annotation, status tracking, and limited threaded conversation.”
 Permite a redução da necessidade de interação entre as equipes
E410: “The basis of the CRI model (continuum of relevance index) is the monitoring of core
interactions with system artefacts (program files) such as views, updates, creates and
deletes. The model is used to provide relevance rankings that depend on the context of
work being carried out by a developer. Rankings are then provided of tasks,
developers and artefacts in that context. The feedback snippet from Luke suggests that
he did not need any formal or informal collocated meeting with other members of his
group to obtain awareness of the state of the File Demo task. Through his use of CRI,
he was able to understand that it had only been Tony that had been working on File
Demo.”
 Controle de Configuração
 Permite a integração com canais de comunicação
E112: “In this paper, we report on the augmentation of CVS with real-time notification and
chat facilities in the same interface and its long term use by one developer group. A
simple event notification service, Elvin, sends CVS log messages to a tickertape (or
other client interface) that also supports informal chat among the development team.
We were motivated to look at this because developers had told us that they started to
see their CVS log entries more as a communication act than an archival log entry.”
E153: “The source code repository and Spira™ system provide possibilities to change the state
of the common artifact and provide limited possibilities to communicate through
annotations related to the source code units and tasks.”
E181: “On Subversion, an IRC (Internet Relay Chat) channel is used (#svn); on NetBSD, the
project runsits own private chat server using the ICB system (Internet CB radio). Both
IRC and ICB allow any number of people to be present in the session, and all
conversation is seen by all participants. Commit logs are the records of changes made
to the source code. These records are kept in the project’s version control system (CVS
for NetBSD and http, or SVN for Subversion). The record for each change includes
information such as the person committing the change, the files affected, the number of
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changes, and the ‘diff’ (difference) between the old and new versions. Changes are
automatically sent to a mailing list that developers can subscribe to. They can see what
type of changes are being made, and by whom, just by reading the subject lines of the
mail messages.”
 Ambiente de Desenvolvimento Integrado
 Permite a integração com canais de comunicação
E063: “Multilingual group meetings were run using eConference, a tool built on Eclipse RCP,
the primary functionality of which is a closed group chat, augmented with agenda,
meeting minutes editing, and typing awareness capabilities. In addition, we extended
the tool developing an ad hoc plugin that enables the automatic translation of
incoming messages, using the Google Translate APIs. In fact, whenever a new message
is processed by eConference, the MT plugin invokes the MT web-service in order to
show the translated messages, along with the original text. Addition, especially the
least proficient subject of a multilingual group seemed to benefit from machine
translation, as their percentage of contributed messages grows when language
switched from English to native.”
E066: “We developed a tool called Automatic Status Update (ASU) that determines a user’s
activity in their Eclipse-based development environment and automatically publishes
that activity information as their current status in Google Talk.”
E201: “In this work, we present a CSE application named Paynal, which extends the Eclipse
IDE by adding groupware tools. This collaborative application assists programmers
by enabling them interact with their team-mates through direct conversations, instant
messaging, participation in discussion forum, and exchange of files, among other
features. A tag cloud is a visual representation composed of a set of words, known as
tags, in which the size of the font, the color or any other formatting feature indicate
different characteristics of the tags. For example, the frequency of appearance of a
word in a text message determines the size of the word in the cloud. In Paynal the
concept of tag cloud is used in a similar way. Tag clouds appeared with the advent of
different Internet services that provided social tagging, that is, these services enable
users to add an arbitrary number of tags to resources contained in a given site so that
other users could find those resources.”
 Engenharia de Requisitos
 Utilizado para compartilhar os artefatos do sistema
E408: “DisIRE-X (Distributed internet-based Requirements Engineering – Extension).
DisIRE-X supports stakeholders in distributed projects to collect their requirements.
Therefore, DisIRE-X uses the techniques interviews supported by audio recordings in
combination with a wiki. DisIRE-X. The method consists of five consecutive phases: A)
Project preparation: The goal of this first step is to support the successful launch of the
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project and to prepare the following initial meeting. A wiki enables the creation of an
initial project page for each upcoming project; B) Initial meeting: The meeting starts
with a round of introductions. Therefore, as much stakeholders as possible should
attend this meeting. The vision of the software to be developed will be officially
presented and discussed; C) Conducting the interviews: At the beginning of an
interview the start button is pressed and the audio recording starts. From that point
on everything which is said and discussed during the interview is recorded by the
system more relevant information; D) Post-processing of the interviews: the analyst
examines especially the area around the existing audio section to identify; E)
Documentation of the requirements: In order to create this documentation, the audio
sections, which are accessible to all stakeholders, can be used.”
E774: “EGRET aims to support the requirements communication and management across
distributed teams. The EGRET interface consists of a set of views, as the example in
figure 3 shows. The main views are as follows: A) Artifact Explorer shows the
hierarchical structure of project requirements, stored in a backend MySQL database.
B) Communications Record, the EGRET ‘in-box’ lets users access all the discussion they
have participated in and initiate new conversations with other stakeholders. C) Project
Stakeholders lists all stakeholders along with their roles in different modules and their
online status. In particular, reviewers felt that the persistence of ad hoc discussions
with remote team members would enable ‘knowledge logging’ while the use of
traceability
to
communicate
requirement
changes
would
help
‘“enforce
accountability’.”
 Testes e Integração
 Permite a redução da necessidade de interação entre as equipes
E037: “The first measure introduced was to establish build management (see Figure 2) and set
up a continuous integration environment. We decided to use the popular tool
CruiseControl. Setting up a common build environment entailed the following three
benefits: (B) Notifications on changes in the code are distributed faster as each build
result is sent to every team member by e-mail. This reduced the need to communicate
changes and allowed earlier detection of potential conflicts when two people were
working on the same code parts. Moreover, you get feedbacks from people working at
other locations. In a distributed setup, this can replace to some extent the informal
communication facilitated by a joint office.”
E181: “Issue and bug trackers. Provide information about assignments, and show focused
communication about each issue. Require explicit effort, and may remove
communication from other lists.”
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P7. Utilizar videoconferência
Descrição: Um sistema de videoconferência permite a comunicação em tempo
real, em que todos os participantes veem as suas expressões corporais através de
vídeo. Entretanto, necessita-se de equipamentos sofisticados de vídeo e áudio.
Ferramentas e métodos: NetMeeting, Eye-Catcher, Skype, Google Hangout,
WebEx, FlashMeeting.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Sistemas de videoconferência foram utilizados para informar sobre o
progresso das atividades do projeto.
E127: “Videoconferencing is an important part of a flawless DSD course, as we meet together
for lectures and project presentations every few weeks.”
E357: “All teams used Daily Scrums twice a week as videoconferences in Google Hangout.
These meetings created awareness on what was happening in the project and which
topics needed further discussion.”
E457: “We hold weekly meetings with the offshore team to monitor progress and discuss any
open issues.
We conduct them mainly by conference call and more recently by
videoconference.”
E589: “Videoconferencing (VC) was reported as most essential (consistently higher than F2F)
in supporting both the shared understanding and the group processes, with the highest
scores for removing ambiguities, communicating missing requirements and decision
making.”
E891: “There are weekly video conferences to discuss the progress against a strict agenda.”
 Sistemas de videoconferência foram utilizados para discutir sobre
planejamento do projeto.
E070: “Further, at both Telco and Manco, senior managers used videoconferencing on a
weekly basis to initiate new development cycles, assess progress at the end of each
cycle, and discuss critical issues.”
E591: “Meetings at the start and end of each cycle are held using sophisticated
videoconferencing equipment.”
 Sistemas de videoconferência foram utilizados pra a identificação dos
interlocutores.
E643: “Videoconference was most useful when information needed to be presented to many
people at the same time (S1-37, S1-53).”
E646: “Initially, team formation was done in a single videoconference session involving
participants from all sites. During the conference, project ideas were presented and
the students introduced themselves to their colleagues at the other sites. By now,
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fortunately, desktop videoconferencing is commonplace and readily available. For
video transmission of full classroom sessions (with four parties) we are using WebEx
and possible Skype, if voice through WebEx causes problems. We use Flashmeeting for
the sessions where students are allowed to participate from home.”
 Utilizado para realizar treinamentos
E117: “Virtual Meeting Tools enable real-time interactions through features such as chat tools
and audio, video, and user interface screen sharing. VMT can be applied for complex
technology training successfully.”
E127: “Videoconferencing is an important part of a flawless DSD course, as we meet together
for lectures and project presentations every few weeks.”
Nome: P8. Utilizar teleconferência
Descrição: Um sistema de teleconferência permite o envio e recebimento de
voz em tempo real, para muitos interlocutores simultaneamente.
Ferramentas e métodos: MeetRoom, Microsoft Open Communication
Server (OCS).
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Sistemas de teleconferência foram utilizados para informar sobre o
progresso das atividades.
E262: “Weekly Conference Calls ‘… are either proposed by the central team or the remote
team(s) to talk about the status of the project and clarify questions, or they take place
at dates specified in the project plan, usually to discuss deliverables …’”
E282: “Concerning the DSD GPX Cleaner project, early in the development process, the team
members agreed to run weekly teleconference meetings in order to discuss the current
project status and to distribute the workload among the team members in a more
flexible and effective manner.”
E301: “Audio conferencing was mainly used for weekly team meetings, in which all team
members reported their progress in, challenges of and new ideas for the project.”
E364: “The phone conference was an important temporal coordination mechanism through
which members aligned their individual work efforts. Although members shared much
information about the tasks and each other’s progress by enacting the status report
and update notification genres, the phone meeting was the central mechanism for
accomplishing the micro-coordination of the team, and for making critical formal
decisions for the company.”
E457: “We hold weekly meetings with the offshore team to monitor progress and discuss any
open issues. We conduct them mainly by conference call and more recently by
videoconference.”
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E496: “Daily Scrum - Also it took the team a while to find a good medium for the scrums. We
started with a telephone conference line and a speaker phone.”
E912: “The teleconference technology – called MeetRoom – connected all Team Gamma
members through phone lines complemented by a virtual meeting room, remote
desktop sharing and instant messaging software. The interface showed all people
online; it distinguished clearly between presenters and participants, and it identified
clearly the person who was sharing a document. A being-shared document (and hence,
desktop) would open in a new window, and the sharer would have the sole authority to
modify any documents being shared. This paper proffers a teleconference approach to
GSD coordination.”
 Sistemas de teleconferência foram utilizados para discutir sobre
problemas.
E177: “Also in addition to email, telephone calls and teleconferencing are strongly encouraged
to enable engineers to clear problems immediately avoiding lengthy email exchanges
and develop a personal rapport between employees in different locations.”
E533: “In case 2, when communication and cultural differences occurred, team members made
use of teleconferencing in an attempt to resolve issues and misunderstanding.”
E827: “We also used conference calls to resolve problems that required a complete information
exchange between engineers at various sites.”
 Sistemas de teleconferência foram utilizados para discutir sobre malentendidos.
E262: “Weekly Conference Calls ‘… are either proposed by the central team or the remote
team(s) to talk about the status of the project and clarify questions, or they take place
at dates specified in the project plan, usually to discuss deliverables …’”
E533: “In case 2, when communication and cultural differences occurred, team members made
use of teleconferencing in an attempt to resolve issues and misunderstanding.”
Nome: P9. Utilizar wiki
Descrição: Os Wikis são páginas na web possíveis de serem visualizadas e
editadas por diversas pessoas ao mesmo tempo.
Ferramentas e métodos: Confluence, OneNote.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Wikis foram utilizados principalmente compartilhar e editar artefatos do
sistema (documentação).
E166: “The team relied heavily on a wiki (Confluence) for requirements specification and
system documentation as well as team information like status updates.”
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E216: “To support team electronic communication and collaboration, a wiki-based
environment was built from open source software components. Basic features included
a threaded discussion board, file sharing repository, shared document creation and
editing, and a project calendar.”
E224: “We included all technical documentation on wiki site, so the developers could help to
write and share information about the framework architecture with others. It is a very
interesting approach, because all sites were responsible to improve the documentation,
contributing with the topic that they have more knowledge or feel more self-confident
to document.”
E296: “The use of a project wiki supported the communication of the extended teams and
increased team awareness by providing a common repository for all the artifacts
produced during the course of the project.”
E714: “A number of wikis served as communication and artifact repositories, and thus
facilitated team awareness and project management.”
E880: “MediaWiki was selected as the software to support the main entry point to the project.
All project related artifacts and process description were made available via this
infrastructure.”
 Wikis foram utilizados para informar sobre o progresso das atividades.
E166: “The team relied heavily on a wiki (Confluence) for requirements specification and
system documentation as well as team information like status updates.”
E227: “For Iris, to provide easy access to project status, a twiki page was developed with
Status and Schedule for the group. The team lead manages the content and works to
keep current schedule, goals, meeting notes and actions organized in such a way that a
simple web page is available to keep the team informed with detailed project
information whenever they need it.”
E773: “We asked how communication during the project progresses happened and what tools
were used for that. Wikis and video conferencing are also named but their usage is
rather uncommon.”
 Wikis foram utilizados para a transferência de conhecimento.
E224: “We included all technical documentation on wiki site, so the developers could help to
write and share information about the framework architecture with others. It is a very
interesting approach, because all sites were responsible to improve the documentation,
contributing with the topic that they have more knowledge or feel more self-confident
to document.”
E197: “Microsoft’s OneNote and Team Foundation Server supported knowledge sharing.
OneNote is a collection of wiki pages which can be tailored to any situation according
to needs. For this project a shared OneNote file with revision tracking and residing on
a Skydrive was used, so that everybody could contribute.”
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Nome: P10. Utilizar compartilhamento de tela
Descrição: Os sistemas de compartilhamento de tela oferece a visualização da
área de trabalho do computador de um interlocutor. Esses sistemas são
dependentes de outros canais de comunicação (voz de telefone, teleconferência,
por exemplo).
Ferramentas e métodos: Real VNC, NetMeeting, Lotus Note, Skype e Adobe
Acrobat Connect, Lync.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Sistemas de compartilhamento de tela foram utilizados principalmente
para discutir sobre artefatos do sistema (código fonte).
E153: “While talking to each other, team members often share screen. Referring to the same
indexical space, team members can discuss code, software behavior, or incident
description.”
E218: “Remote desktop pairing. When local and remote team members wanted to discuss or
review some code together we used remote desktop software. We found Real VNC was
a free and effective remote desktop implementation.”
E560: “Side-by-side programming, where in two programmers, sitting next to each other and
using different workstations, work together on the same task. Each developer in the
pair interacts with two computers (Figure 1) - one primary computer to act as the
driver of his subtask, and an awareness computer to act as the navigator for the
partner's subtask. Thus, each programmer interacts with the windows displayed on
his/her primary computer, and each awareness computer shows the screen of the
partner's primary computer. The developers use the phone to talk to each other.”
Nome: P11. Utilizar webpage (homepage/blog)
Descrição: Webpages são páginas disponíveis na Internet, com ligações de
hipertexto conectando uma as outras. São facilmente acessadas pelas equipes,
através de navegadores e Internet.
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Webpages foram utilizadas para compartilhar os artefatos do sistema
E092: “Homepage: The project web site contains a large amount of information intended for
users as well as developers. For developers there is extensive information available
through different kinds of project documentation. This documentation communicates
information to developers.”
E569: “Information on builds, releases, and problems is extracted from the configuration
management system and published on each sub-system team’s website.”
115
 Webpages foram utilizadas para informar sobre o progresso das
atividades
E127: “The project Web page is an important communication means. The students upload all
their work there and have some communication possibilities.”
E282: “These web pages were used for communication between local supervisors and the
teams; in particular, for sharing files required by the university-assigned milestones
(mostly documents and presentations), for sharing team summary weekly reports,
and for sharing minutes of meeting of internal team meetings.”
 Webpages foram utilizadas pra a identificação dos interlocutores, através
da publicação de (nome, foto, contato, entre outros).
E569: “Together with a description of the members of the team and the team organization, this
web-site is one of the primary sources of information for other subsystem teams.”
E655: “Knowing who is who across the project (directory). This practice intends to allow
project members to quickly know who is working within the project. This can be done
by providing a directory, consisting of e.g. phone or email contact information.”
Nome: P12. Utilizar fóruns
Descrição: Os sistemas de fóruns (ou grupo de discussões) promovem debates
por meio de mensagens relacionadas a uma questão específica.
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Os fóruns foram usados principalmente para discutir sobre artefatos do
sistema (código fonte).
E591: “The teams also utilize email, instant messaging and a discussion forum provided by
ERPSoft, for day-to-day communication regarding functional specifications, technical
design and other issues.”
E262: “Discussion Forum ‘… All discussions on any aspect of the GSP or MSLite system must
take place on the dedicated discussion forum …’”
Nome: P13. Utilizar rede social
Descrição: Uma rede social é uma estrutura composta por pessoas conectadas
por vários tipos de relações, como por exemplo, relação profissional.
Ferramentas e métodos: A rede social Trusty foi projetada exatamente para
equipes de DDS. Além de exibir informações de todos os interlocutores (E252),
possui um cálculo de disponibilidade seletiva (E404), em que é possível atribuir
status de disponível ou ocupado a depender da igualdade do projeto e atividade
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de dois interlocutores. Assim, para um integrante A, B pode estar ocupado, mas
ao mesmo tempo, B pode estar disponível para C; A rede social Yammer (E845)
é um microblogging privado em que a comunicação informal é realizada. A
frequência de atualização informa sobre a disponibilidade de interação entre os
interlocutores. Demais ferramentas: Facebook.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 As redes sociais foram utilizadas para apresentação dos interlocutores
remotos: saber quem são, suas habilidades técnicas, suas características
físicas, sua cultura, entre outras coisas.
E404: “Trusty - Furthermore, we considered that people that work or have worked together,
might want to share more information about them. To do so, we decided to group data
items into three different profiles (public, project and personal) to allow the
information to be organized correctly and to provide suitable levels of privacy.”
E252: “Trusty is a system based on the concept of social networking and has been designed for
companies that work with a distributed software development model. The tool offers
systems for synchronous and asynchronous communication, along with information
concerning how to make contact.”
 As redes sociais foram utilizadas para informar sobre a disponibilidade
dos interlocutores para iniciar uma interação.
E404: “On the contrary, Trusty includes a mechanism to help identifying the best moment to
initiate communication with other users based on their personal preferences. To do
this, user profiles in Trusty show information about the user’s working hours, the time
at his/her site, his/her current status regarding availability his/her preferred time to
be contacted, etc. Moreover, in order to make this information clearer for the users,
Trusty represents the user’s status with a colour code similar to that of CWS. This
colour code is guided by selective availability criteria, such as ‘I am available only to
people who are related to the task I am dealing with now and am not available to
other people’.”
E845: “This field study used Yammer to provide a private microblogging network. A timebased stream of team members’ work updates provided greater social awareness of
team partners, which in turn was helpful for managing expectations about others for
collaborative work.”
 Discussões informais se beneficiaram com o uso de redes sociais.
E845: “This field study used Yammer to provide a private microblogging network. We found
that microblogging were used as a lightweight informal communication media by co-
117
workers, filling a niche of sharing less-critical, non-action required, but still important
work related updates.”
 A transferência de conhecimento também se beneficiou com o uso de
redes sociais.
E252: “Trusty is a system based on the concept of social networking and has been designed for
companies that work with a distributed software development model. We designed
Trusty to have the following main capabilities: It provides mechanisms to support
knowledge management.”
Nome: P14. Utilizar Intranet
Descrição: Refere-se a uma rede de computadores de uso exclusivo, que só
pode ser acessada por um conjunto definido de pessoas. e para transferência de
conhecimento.
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 A Intranet foi utilizada principalmente como um repositório de
informações técnicas (artefatos do sistema).
E530: “Intranet sites were developed for each team to facilitate information sharing. It was
also where project specific process documentation and templates were stored and
accessed. Knowledge sharing was encouraged and bonuses were offered to those who
contributed relevant information.”
E827: “The team decided that an intranet publication would be the most expedient means to
communicate in a non–real-time mode, for activities such as sharing documents.”
 A Intranet foi utilizada para identificação dos interlocutores, com a
publicação de nome, foto, contato, etc.
E530: “Intranet sites were developed for each team to facilitate information sharing. Each
team had its own pages which contained photographs and information about team
members and their projects.”
 Utilizado para permitir transferência de conhecimento
E530: “Intranet sites were developed for each team to facilitate information sharing. It was
also where project specific process documentation and templates were stored and
accessed. Knowledge sharing was encouraged and bonuses were offered to those who
contributed relevant information.”
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Nome: P15. Utilizar documentos de papel
Descrição: Informações sobre o projeto também foram comunicadas através
de documentos de papel. O uso do papel foi necessário para documentos críticos
que necessitavam de assinaturas.
Ferramentas e métodos: Os papeis podem ser distribuídos por FAX.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 O uso do papel foi necessário para documentos críticos que necessitavam
de assinaturas.
E581: “Paper is the fourth most used medium; it is used because of the following facts: It is a
secure and reliable medium; Used where it is not possible to arrange computers; Used
in case of critical documents where approvals and signatures required.”
 Documentos de papel foram utilizados por equipes-co-localizadas.
E462: “Figure 5 shows tools used by software developers to support collaboration in both
distributed and co-located settings. F2F, Whiteboard, Paper, Text Editors, Lotus Note.”
Nome: P16. Utilizar VOIP
Descrição: Um sistema de VOIP utiliza linhas de telefônicas que funcionam
através da Internet.
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.

Foi utilizado como uma alternativa para superar a baixa qualidade das
chamadas por telefone.
E158: “Audio-based communication was mediated via telephone, via teleconferencing
equipment and voice-over-IP via instant messaging applications.”
E218: “Subsequently we tried using voice over IP software as an alternative to landlines. We
found it provided significantly improved sound quality and the connection was Nome:
Nome: P17. Utilizar quadro-branco compartilhado
Descrição: O quadro-branco é uma superfície branca e lisa e possibilita a
escrita através de uma caneta piloto. Considerado uma evolução do quadroverde, o seu uso pode ser acompanhado da fixação de post-its.
Ferramentas e métodos: O Designers’ Outpost (E045) é um sistema que
compartilha informações de um quadro-branco físico com os locais distribuídos.
Uma câmera acompanha as ações de adição, retirada e movimentação de postits físicos e as projeta virtualmente para os demais sites remotos. Além disso, o
119
conteúdo dos post-its e sombras das pessoas em frente do quadro-branco são
projetados para os quadros-brancos remotos; O sistema Tele-Board (E641) é um
aplicativo de quadro-branco que é acessível a todas as equipes. As ações que
ocorrem em um quadro são transferidas automaticamente para todos os outros
quadros. Os post-its podem ser criados com uma variedade de dispositivos,
como um smartphone ou um laptop.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 O quadro branco compartilhado foi utilizado principalmente para a
comunicação de designers, enquanto realizavam atividades criativas.
E405: “Our remote collaboration system extends the Designers’ Outpost, a collaborative web
site design tool that employs physical Post-it notes as interaction primitives. Users
have the same fundamental capabilities with the Outpost system as with paper and
whiteboards. Users create new objects by writing on Post-it notes and adding them to
the electronic whiteboard, and organize information by physically moving Post-it
notes around on the board. The Designers’ Outpost was originally a single location
interface. We extended Outpost to communicate between two remote hosts. The shared
communication consists of user actions (e.g., adding and moving notes) augmented
with remote awareness information (a vision-tracked shadow of the remote users and
transient ink). Designers found with Outpost’s functionality made it easy to make
changes and communicate their intent to others.”
E641: “Tele-Board is a tool that supports creative teamwork, such as design thinking, even if
team members are located at different locations. As it is our main objective to support
distributed teams, all actions that take place at one whiteboard instance are
automatically transferred to all other connected whiteboards that show the same
content. Sticky notes can be created directly at a digital whiteboard or with a variety
of other devices, as for example, a smartphone, a digital pen, or a laptop. All users can
create sticky notes at the same time in order to enable parallel work and prevent
‘production blocking’. By complementing existing tools, Tele-Board offered a new
communication channel that was used by team members, especially at the
subsidiaries.”
 O quadro-branco também foi utilizado por equipes co-localizadas.
E462: “Where co-located interaction is possible, there is an overwhelming preference for and
use of face-to-face communication, often in conjunction with whiteboards.”
Nome: P18. Utilizar ambiente virtual 3D
Descrição: Um sistema virtual 3D é um ambiente artificial que simula os
aspectos da vida real e social das pessoas. Foi utilizado para socialização entre
120
os interlocutores. O ambiente 3D foi declarado como sendo mais instigante que
reuniões face a face.
Ferramentas e métodos: Second Life.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Ambientes virtuais 3D foram úteis na identificação dos interlocutores
E714: “Socialization activities were facilitated by chats and in 2008 by the use of the Second
Life virtual world environment.”
Nome: P19. Utilizar câmeras de vídeo
Descrição: Câmeras de vídeo são dispositivos que capturam imagens do
ambiente em tempo real.
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Câmeras de vídeo foram utilizadas para exibir a disponibilidade dos
interlocutores nos locais remotos.
E333: “Low-level support such as a list of project members who are logged into the project
account and who are working on their computer, or even a video picture from the
room occupied by the remote team, can show who is present and who is available for a
chat.”
E376: “Awareness of participants at the Sydney site is increased through a video image
capturing the Sydney location and displayed on the organization intranet web site.”
Nome: P20. Utilizar galeria de imagens
Descrição: Uma galeria de imagens reúne dados biográficos dos integrantes
das equipes (nome, foto, contato).
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 A galeria de imagem foi utilizada para identificação dos interlocutores
remotos.
E172: “While it may not be a conventional form of collaboration technology, two projects set
up a photo gallery to help people get a sense of those they were collaborating with. In
one project, these photo galleries were printed and put up in almost every cubicle,
while in the other a photo-annotated organization chart was created and posted.”
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Nome: P21. Utilizar robô de presença remota
Descrição: O Sistema de Presença Remota (MRP) é um robô que permite ser
pilotado através da Internet. Através do robô, é possível que as equipes
“caminhem” no ambiente de trabalho remoto.
Ferramentas e métodos: O Texai Alpha consiste em uma base móvel, tela
sensível ao toque, microfone, alto-falantes, webcam, câmera grande-angular e
lasers. Pilotos remotos acionam o sistema MRP usando um navegador web e
sistema de videoconferência.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 O uso de robô de presença remota foi útil para as discussões informais.
E002: “Mobile Remote Presence (MRP) system. In the context of remote collaboration, the
MRP is a physically embodied audio-video system that remote workers can drive
around the workplace. The Texai Alpha prototype consists of a mobile base, touch
screen, microphone, speakers, webcam, wide-angle camera, and two laser range
finders; it stands approximately 5’ 2” tall. Remote pilots drive the MRP system by
using a web browser and video conferencing application. The results of these
exploratory studies suggest that the MRP could support informal communication and
connection in distributed teams.”
Nome: P22. Realizar reuniões frequentemente
Descrição: Realizar reuniões entre as equipes remotas com uma frequência
diária ou semanal.
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 As reuniões periódicas foram ideais para informar sobre o progresso das
atividades do projeto.
E142: “The team also used daily status meetings between the development manager and the
development team to discuss progress and technical issues.”
E160: “Online Daily Meetings - Since the participants were not at the same city, online daily
meeting of fifteen minutes were managed in order to discuss the problems and define
the activities from each day.”
E218: “One of the first issues we faced with the distribution of team members was setting up
and maintaining regular communication mechanisms. Each of us quickly discusses
what we had been working on and our plans for the next 24 hours.”
E235: “Frequent Communication - Daily stand-up meetings during which developers tell each
other what they did since the last stand-up and what they intend to do until the next
122
one. These meetings help to evenly spread knowledge about what goes on in every
corner of the project.”
E344: “A constant stream of communication and clarification is needed at every stage of the
project and one of the challenges is to keep remote members of global teams updated
on the project status.”
E357: “All teams used Daily Scrums twice a week as videoconferences in Google Hangout.
These meetings created awareness on what was happening in the project and which
topics needed further discussion.”
E495: “Agile methods have fewer artifacts, and rely on frequent feedback to ensure that the
team is doing the right thing.”
E891: “There are weekly video conferences to discuss the progress against a strict agenda. The
open issue list is discussed at these sessions.”
 As reuniões periódicas foram utilizadas para discutir mal-entendidos.
E137:
“To
encourage
frequent
communication:
this
practice
is
useful
to
solve
misunderstandings that may occur due to the diversity of the culture and language
among the distributed teams.”
E165: “Following the Scrum project life-cycle, the team members meet daily in the stand-up
meetings. With the daily meetings and the more frequent feedback that the team
members can get and receive, misunderstandings between them have been eliminated
and issues are now resolved faster.”
E572: “Participants reported that frequent interactions promoted an understanding of other
cultures in terms of diverse working styles, humor, use of language, and shared
knowledge. Frequent interactions also helped participants read the ‘tone’ of someone’s
communications.”
 Realizar reuniões periódicas foi útil para transferência de conhecimento.
E572: “Participants reported that frequent interactions promoted an understanding of other
cultures in terms of diverse working styles, humor, use of language, and shared
knowledge. Frequent interactions also helped participants read the ‘tone’ of someone’s
communications.”
Nome: P23. Utilizar múltiplos canais de comunicação
Descrição: Refere-se ao uso simultâneo de múltiplos canais de comunicação:
face a face e mediada por ferramenta, síncrona e assíncrona, formal e informal.
Manter diversos canais de comunicação “abertos” 24 horas por dia, durante os 7
dias da semana é uma tentativa de se assemelhar à riqueza da comunicação face
a face realizada por equipes co-localizadas.
123
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 A prática de múltiplos canais de comunicação foi utilizada para manter
comunicação em tempo real
E086: “Thus, mechanisms must be in place to support communication requirements during the
optimal periods to mimic quality results of collocated teams. Apply a blend of
synchronous and asynchronous methods for use throughout the development.”
E331: “In terms of providing rich information for local site communication, a mix of technical
(architecture) and local peer-to-peer (face-to-face) communication mechanisms were
perceived to provide the richest information (see Table 6).”
 O incentivo à comunicação informal também foi possível através do uso
de múltiplos canais de comunicação.
E070: “Improved communication achieved through a wide range of balanced channels for
anytime anyplace access was the key to mitigating this challenge. These practices
helped increase the efficiency and effectiveness of informal communication that was a
challenge in a distributed environment.”
Nome: P24. Utilizar um ponto de comunicação
Descrição: Um ponto de comunicação se forma quando um integrante é eleito
como responsável pela comunicação de uma equipe. Assim, todas as decisões e
informações sempre passam por esse profissional, responsável pela distribuição
de informações e resolução dos problemas de comunicação. É comum aliar a
função de ponto de comunicação com os gerentes, líderes ou embaixadores.
Segundo o estudo E254, o processo de negócio da organização ITechnologies é
funcionar como um ponto de comunicação entre empresas envolvidas em um
projeto DDS. Além disso, um ponto de comunicação pode funcionar para
realizar reuniões separadas, em que uma equipe (A), por exemplo, se reúne
inicialmente com uma equipe (B), e repete posteriormente a reunião com uma
equipe (C), distribuindo informações entre as três equipes (E329, E824). É ideal
para situações em que há uma diferença temporal grande entre as equipes.
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Foi comum o uso de gerentes ou líderes como pontos de comunicação
E047: “Allocating one person (test leader) as a link between the local and remote testing team
is very important to avoid a large communication network and, consequently noises.
Thus, all information and decisions would always pass through this professional,
124
responsible for distributing information, solving impedances and communication
problems, and making the testing tasks easier.”
E070: “To minimize this problem, one project lead was designated as the primary point of
contact for each location. They were responsible for facilitating communication across
the teams.”
E160: “Each team has a project manager responsible for coordinating the activities and easing
the communication among the groups. Liaisons were also defined to handle the
communication with the customers.”
E197: “Since George was the product owner and Scrum master, he was regularly
communicating with most of the team members as well as members of the other
product groups and advisors and was managing the development of the project
therefore he was acting as an information hub.”
E216: “One member, however, saw her subgroup leader’s efforts to be spokesperson for the
group as draconian: ‘We don’t have contact and don’t stay in touch. I tried, but our
leader stopped me as she is supposed to be the one communicating with the ‘other side.’
I don’t quite agree with her views, but I respect her wishes.’”
E218: “Bridging relationships - Each manager represented their local team, collecting issues,
requests for help and questions and passing them on to his remote counterpart. These
bridging relationships improved communication between the teams, allowing the
managers to co-ordinate the activities of their local teams. It also allowed a deeper
trust to form between the two managers as they were able to rely on the frequent
communication to follow up on any concerns or actions.”
E227: “The team lead manages the content and works to keep current schedule, goals, meeting
notes and actions organized in such a way that a simple web page is available to keep
the team informed with detailed project information whenever they need it.”
E557: “Finally, the project manager and liaison role was charged with creating the project
plan,
midterm
presentation,
retrospective
report,
final
presentation,
and
communication between remote teams. The liaison role was included because of the
multitude of remote teams and importance of keeping up communication.”
E729: “The outsourcing manager, supplier manager, or technical supplier manager (TSM) is
part of two companies. The TSM is clearly responsible for all communication between
the onsite and the offshore team. The onsite team has a communication partner for
each issue.”
E763: “Supplier managers managed particular student teams. They were responsible for
monitoring progress of the team, being the first point of contact and coordinating the
communication between the teams and other project members. Teams, as a rule, were
not permitted to communicate directly with one another but spoke directly to their
supplier manager.”
E061: “Once some of the developers spent a significant amount of time at the other site, they
became contact people or liaisons. A visitor from the UK, for example, would often be
used by those in Germany to help them figure out who to contact. When these people
125
returned to their own sites, they also acted as the first contact point for people at the
other site.”
E457: “Depending on the project structure, a lead from the offshore team comes onsite to
participate in the concept, analysis, and design phases. This lead typically returns
offshore during the construction phase to oversee development and function as a
liaison to communicate issues and status to onsite project stakeholders.”
E795: “Gaelic Systems have been bringing ODC-based Indian engineers to Ireland for
training. They spend about 6 months there and then return to work in India. As
mentioned previously, Sameer is Indian and is based in Ireland, so he is a link between
both countries.”
Nome: P25. Selecionar canal de comunicação
Descrição: Refere-se à escolha dos canais de comunicação que serão utilizados
pelas equipes distribuídas. Há métodos que levam em consideração elementos
cognitivos dos integrantes, e outros que analisam a adequação do canal às
atividades a serem realizadas.
Ferramentas e métodos: O modelo RE-GSD (E013) estabelece um método
de escolha de meios de comunicação que leva em consideração a preferência da
equipe e suas características culturais; De forma semelhante, o método FelderSilverman (E188) utiliza quatro categorias e oito subcategorias de preferências
pessoais para estabelecer os canais.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Seleção do canal de comunicação que considera a preferência da equipe
E013: “Framework RE-GSD (Requirement Elicitation for Global Software Development
projects) PHASE 1: Preliminary data collection: RE-GSD focus on any cultural
information relating to them, along with the technology that they are most familiar
with or that they are able to use. PHASE 2: A) Virtual team definition & problem
detection and solution B) Evaluating the factors that may be a source of future
problems time overlap, cultural difference, level of knowledge about a common
language, and group type regarding stakeholders’ cognitive aspects. C) Proposing
strategies to minimize communication problems (Strategy I: Learning about Cultural
Diversity, Strategy II: Using ontologies as communication facilitators, Strategy III:
Selection of suitable technology) PHASE 3: Requirements gathering. Using groupware
tools, which are closer to the stakeholders’ cognitive styles (according to our set of
preference rules), seems to improve the stakeholders’ perception of communication
during the requirements elicitation process in a global environment.”
E158: “The selection for primary communication tools for the project seemed not to be
predetermined nor forced by project management, rather than an emergent,
consensus decision made during the project or inherited from previous projects.”
126
E188: “The Felder-Silverman (F-S) Model covers the categories defined by the most famous
LSMs. The Model introduces four categories (Perception, Input, Processing and
Understanding), each of them further decomposed into two subcategories (Sensing e
Intuitive; Visual e Verbal; Active e Reflective; Sequential e Global). According with
their authors, people with a mild preference are balanced on the two dimensions of
that scale. People with a moderated preference for one dimension are supposed to
learn more easily in a teaching environment, which favors that dimension. Finally,
people with a strong preference for one dimension of the scale may have difficulty
learning in an environment, which does not support that preference. In order to
support personal preferences when selecting technologies for virtual teams, we
propose a methodology that uses fuzzy logic and fuzzy sets to obtain rules from a set of
representative examples, in the way of patterns of behavior. The technology selection
process is done by studying and confronting the personal preferences of the people
that need to work together. “
E216: “These results suggest that if multiple means of communication are provided, members
will prefer, or have available to use, some subset of them. However, preferences for
communicating within subgroups and between subgroups may differ in the ways
suggested here.”
E329: “Personalization was the other critical element related to technology use and refers to
the option of using technology based on the preference of workers–if not all the time
but for the majority of interactions.”
E493: “Students are advised to choose communication tools and methods they feel are best for
them.”
E495: “While some people will have more of an interest in tools than others, encourage the
team to participate in any decisions regarding tools you use to facilitate
communication.”
E908: “Adjusting style and content of communication (e.g. wording and selection of media) to
personal and cultural characteristics of remote counterparts.”
 Seleção do canal de comunicação que considera a adequação do canal à
atividade
E357: “Finding the Appropriate Amount, Style and Tools for Communication: Although
overwhelming at first, students settled on using certain tools depending on the purpose
of the communication. When email was the main communication medium it became
overused, resulting in the teams soon replacing part of email communication with
other media better suited for their needs. However we found that the documentation
available to the team gives no guidance on selecting the most effective media for each
communication cross point.”
E429: “Choose Appropriate Media. Technology may facilitate the sharing of resources, hut
feelings of detachment can arise. Recognize abilities of communication channels and
their limitations.”
127
E497: “Virtual teams engaged in one week of socialization prior to exchange of project details.
During this period, students exchanged profiles, determined viable communication
methods and media, and set initial expectations. Instructors should enable students to
determine which technology fits the task and their work habits.”
Nome: P26. Descrever o protocolo de comunicação
Descrição: Um protocolo de comunicação formaliza e regulamenta a forma
como as equipes distribuídas irão realizar a comunicação no projeto.
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 O protocolo de comunicação foi utilizado para indicar quais canais de
comunicação serão utilizados pelas equipes.
E047: “A communication protocol should be formalized, regulating how the teams should keep
contact with each other. That includes structure of emails, communication tools,
meetings, timetable, and so on. This is essential to avoid losing data, effort, and quality
in the software project.”
E605: “A communication protocol is a pre-defined model that defines the horizontal and
vertical channels of communication amongst team members and teams either
collocated or located at the various geographies. It is essential that such a protocol is
available to team members.”
E752: “Guidelines define how, when, and which technologies will be used (for example, when to
work separately vs. together), and how the team will deal with conflict and make
decisions. Establishing norms of behavior regarding communication task-technology
use will enhance the performance of GVTs separated by space, time, and culture.”
E825: “The communication items and roles should be defined, communication channels and
tools should be defined and the availability ensured, potential communication
bottlenecks should be identified and the mechanisms for managing them defined.”
 O protocolo de comunicação foi utilizado para indicar uma estrutura
padrão para responder e-mails incluindo uma estimativa de tempo de
resposta ideal.
E047: “A communication protocol should be formalized, regulating how the teams should keep
contact with each other. That includes structure of emails, communication tools,
meetings, timetable, and so on. This is essential to avoid losing data, effort, and quality
in the software project.”
E581: “Organization can build standard templates for emailing.”
E664: “The solution provided was a documented e-mail procedure in which guidelines were
agreed stating when, how and to whom problems should be highlighted.”
128
E714: “Protocols of communication needed to be clearly defined (e.g., maximum time to
answer emails and announcements of holidays at each location) to avoid frustration
within teams.”
E893: “Our experience in developing distributed projects has shown that a communication
plan for each project is a necessary condition for a successful project. This plan also
describes a communication protocol indicating the expected time to reply e-mails, and
how to proceed if there is no reply.”
P27. Verificar a comunicação
Descrição: Refere-se à coleta do resultado atual da comunicação entre as
equipes. A verificação da comunicação pode ser realizada através: da verificação
subjetiva, em que os critérios de análise não são bem definidos; por meio de
Análise de Rede Social, em que as comunicações são visualizadas em termos de
interlocutores (nó) e interações (arco); e através de métodos de classificação de
conteúdo, em que há classificação do conteúdo da comunicação em categorias a
fim de descobrir sobre o que se conversou.
Ferramentas e métodos: A ferramenta Paynal utiliza histórico de IM e
fóruns para gerar Análise de Rede Social. Os nós representam os interlocutores
e os arcos representam as interações entre eles. A espessura dos arcos está
relacionada com a quantidade das interações. Além disso, Paynal possui uma
função para verificar um interlocutor substituto através da análise de
interlocutores com arcos e marcações de tagging semelhantes. A ferramenta
Trusty foi utilizada para analisar vários aspectos da interação na rede social,
incluindo o tráfego de mensagens, as visitas em seu perfil, etc. A ferramenta
CodeSaw disponibiliza uma métrica simples, o número de palavras escritas no
e-mail na lista de discussão do projeto. O número bruto de palavras escritas na
lista de discussão do projeto determina a área de um triângulo. A ferramenta
ainda permite aos usuários deixar comentários sobre a própria visualização da
verificação da comunicação.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Verificação da comunicação através da avaliação subjetiva
E497: “Student learning was measured in several ways. At MU, students wrote weekly status
reports that reflected upon learning about project management, communications, and
virtual team management.”
E643: “After collaborating for a few weeks, the student teams are shown an analysis of their
own communication. This is usually an eye-opening experience, as the students are
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surprised to see how far their ‘natural’ behavior typically deviates from the best
practices of COINs that they have been taught during the introductory part of the
course.”
 Verificação da comunicação através da Análise de Rede Social
E201: “Paynal - Social network analysis enables us to obtain information about the
relationships among individuals. Networks or graphs have become the most important
tools to represent a social network in an illustrative way. Paynal enables users to
visualize the social network obtained when processing the information extracted from
chat conversations, instant messaging, and discussion forum. Nodes or actors
represent Paynal users, such as developers and project leaders. Edges or arcs
represent the interactions between them. The thickness of the edge is related to the
amount of interactions between two users. To analyze the general structure of the
social network, several algorithms have been developed that provide information
about this structure, such as components, density, and centrality, among others. When
a node in the network is deleted because, for example, the corresponding user leaves
the organization, we might want to keep the connectivity that such user had in the
network. We can do this by finding a node that connects the same nodes that the one to
be replaced, that is, a node having the same structural equivalence. The tool gives us a
hint to find a potential replacement, but we still have to analyze other factors, such as
the users’ skills or the tag clouds generated, which can give information about the
topics of interests of the users involved.”
E404: “Trusty - One of the main capabilities included during the design of Trusty was to
obtain information about the usage of the tool by team members. This information
may, for example, be useful to detect message overload to a particular person or the
lack of interaction between certain team members. The algorithm that implements this
capability is based on Social Network Analysis (SNA). The information is shown as a
graph on which nodes represent Trusty users. This statistical mechanism is accessible
to project managers and system administrators. The tool can be used to analyze
various aspects of interaction in the social network, including message traffic, event
publication, wall usage, profile visits, and knowledge repository usage.”
E846: “This approach is independent of any specific repository and applicable in any project
that stores collaborative tasks and related communication information. To explore the
communication, we start with the project-wide network, which is composed of
artifacts such as source-code changes, emails, or documentation and is related to a
task. Everyone who communicated about such an artifact or its respective task is
included in the network and connected to a task that relates to the artifact. Then, we
filter the completed tasks for the build, represented by white squares. Using the task
and team-member information, we connect the people for whom we’ve recorded taskrelated communications to complete the social network. In this case, we use comments
on tasks as communication records, represented as dashed lines between team
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members and tasks in the figure. By drawing a solid line (in this case, the blue line)
between the filtered people. To extract data of interest, we developed a plug-in for the
Eclipse-based Jazz client that used the provided Java API to query and retrieve the
desired data from the repository.”
 Verificação da comunicação através da análise de conteúdo
E076: “We designed CodeSaw as a community mirror for developers and users that rarely
meet face to face, yet construct a vibrant online social space. Using spatial messaging,
developers and users can reflect on their shared history in the same place where they
see it. We feel that spatial messaging represents a novel interaction technique for
social visualizations.
CodeSaw goes with a simple metric, the number of words
written in email on the project mailing list. The raw number of words written on the
project mailing list determines the area under the bottom triangles. Spatial messaging
allows users to leave comments on the visualization itself.”
E120: “Our method for automatic classification of requirements discussion uses one of the most
basic machine learning algorithms: the Naive Bayesian classifier. First, software
practitioners can apply this method to analyze historical communication records and
identify a catalogue of patterns in their project or organization. Second, the
application in real-time of our automatic pattern classifier to analyze current ongoing
requirements discussions supports managers in examining the health of a requirement
development based on the trajectory of clarification relative to other communication
about the requirement.”
E409: “Content Analysis Technique - Once the codes are assigned to each text, the codes are
then clustered to identify characteristics that maximally discriminate among the cases
in different segments. The hybrid clustering technique uses two methods namely kmeans and Ward’s hierarchical agglomerative clustering. Both techniques found that
communication among high performing teams was similar.”
Nome: P28. Reunir-se em hora-extra
Descrição: Estabelecer horários para reuniões em um tempo além da jornada
diária estabelecida pelo contrato de trabalho.
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Reunir-se em hora-extra foi útil para manter reuniões em tempo real
E106: “We report on the other mechanism used to deal with the lack of time synchronicity –
increasing ‘virtual’ synchronicity by communicating with remote colleagues outside of
regular office hours. Overall around 20% of the discussions happen out of work-hours
(6 PM to 9 AM).”
E175: “Respondents scheduled work and meetings outside standard business hours to overlap
with the other team’s work hours.”
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E357: “Having to schedule common meeting times for the informal distributed meetings
resulted in students considering meeting times so that sometimes Canadians had to
wake up early/stay up late and sometimes the Finns.”
E544: “The time difference between sites limits the scheduling of the meeting, and as a result,
team members at Indian site need to stay later at the office to participate in the
meeting. The time difference also somewhat limits the maximum length for the
meeting.”
E558: “It became a regular practice to prevent potential delays by supporting asynchronous
communications with telephone calls (often made from employee’s homes after
working hours).”
E708: “Extended work hours/shifts - helped deal with time zones and ensured synchronous
communication.”
 Reunir-se em hora-extra foi útil para resolver problemas.
E310: “Another interviewee also stated about time zone that we gain ‘extra hours’ for
completing requirements related issues and problems.”
 Reunir-se em hora-extra foi útil para informar sobre o progresso das
atividades
E543: “Employees took on the responsibility of staying at work late or arriving early for a
status conference call on a rotating basis, changing the site that needed to keep odd
hours every week.”
Nome: P29. Realizar treinamentos sobre as culturas
Descrição: Refere-se à utilização de exercícios específicos para a aquisição de
conhecimento e habilidade sobre diferenças culturais.
Ferramentas e métodos: O ambiente VENTURE (E110, E294) foca no
treinamento de diferenças culturais e linguísticas, mas sem a necessidade de um
interlocutor real. Em uma simulação de conversação, o ambiente é programado
para intervir e dar feedback no caso de detectar padrões definidos, por exemplo,
“eu preciso”, “você deve”, “você tem que”, etc.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 O treinamento sobre as culturas das equipes foi utilizado para aumentar
a percepção dos estilos diferentes de comunicação
E294: “VENTURE (Virtual ENvironment for Training cUlture and language problems in
global softwaRe dEvelopment). Simulating an Interaction - Fig 2 show an example of
a fragment of a conversation in which Alberto interacts in a too direct way and the VC
corrects him. In this case, the VC detects a direct intervention based on the detection of
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the patterns: ‘I need’, ‘you must’, ‘you have to’, etc. In case of detecting one of these
patterns in the context of this part of the conversation, the VC will intervene to provide
feedback. This rule is modeled in VENTURE as it follows, where the severity value is
used for evaluation purposes, indicating the penalty that will receive the user if this
rule is triggered. They all agreed that it could be useful in their companies and that are
interested in using it.”
E605: “The Vice-President of Dream Moon Software discussed the Corporate University for
training employees in cultural understanding, appropriate conduct and to provide
employees with the techniques to avoid the consequences related to cultural differences
and other matters. This university also educates employees in the English language, its
use and accent, communication style and issues.”
E891: “The cultural training helped the Indian team to understand their German counterparts
and vice versa. The training covered sensitizing the teams to the differences in
behavior, communication styles and differences in how individuals respect time. The
intercultural
training
highlighted
these
differences
with
an
emphasis
on
communication styles - for example a ‘yes’ in Germany is something completely
different from a ‘yes’ in India. In India it simply means ‘I am listening’, whereas in
Germany it means ‘I have understood and I will do.’”
 O treinamento sobre as culturas das equipes foi utilizado para utilizado
para padronizar o idioma
E110: “VENTURE (Virtual ENvironment for Training cUlture and language problems in
global softwaRe dEvelopment) consists of an architecture based on an e-learning
platform, which provides support to a complete GSD training framework focused on
the training of cultural and linguistic differences and also on improving collaborative
group work attitudes in the context of GSD without requiring real partners.”
E605: “The Vice-President of Dream Moon Software discussed the Corporate University for
training employees in cultural understanding, appropriate conduct and to provide
employees with the techniques to avoid the consequences related to cultural differences
and other matters. This university also educates employees in the English language, its
use and accent, communication style and issues.”
 O treinamento sobre as culturas auxiliou na redução de mal-entendidos
E137: “Cultural conscience between distributed teams is useful to solve terminology differences
and misunderstandings between team members. This practice has the objective of
institutionalize the information of all teams for the project stakeholders.”
E261: “A great deal of experience in intercultural communication had been gained through
working alongside Indian colleagues during their training visits to Germany, typically
over a period of three months. Such personal acquaintance was also regarded as
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crucial for achieving more open communication, particularly about work problems,
from the Indian side.”
E908: “Cultural conscience between distributed teams is useful to solve terminology
differences and misunderstandings between team members. This practice has the
objective of institutionalize the information of all teams for the project stakeholders.”
Nome: P30. Padronizar o idioma do projeto
Descrição: Refere-se à determinação de um único idioma a ser utilizado na
comunicação entre as equipes.
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 O Inglês se destacou como idioma padrão nos projetos de DDS.
E061: “The language on this project was English, and most of the native English speakers
found the phone useful for one-to-one communication.”
E110: “Each course can also contain virtual meetings, which are supported by means of the
GSD plugins and are designed to help learners to improve their communicative and
collaborative skills when using a common language (generally English) by interacting
with VAs from different cultures.”
E137: “To encourage the use of the standard language of the project: as described, the
language barrier is one of the main problems in GSD, so, is recommended the use of
common language on practice.”
E203: “Students participating in the study were randomly assigned to their groups. The
language for communication within the project teams was English.”
E329: “Even though English was the common language across the firm, different people had
different accents and style of speaking which often made it hard to follow them on the
phone.”
E557: “English was the language that was used for the all-team meetings.”
E605: “In Indian software companies English is formal language and the use of other
languages is mostly for informal communication.”
E639: “Usage of English language as the official course language accompanied by varying
language skills and region-specific pronunciations dominates among reasons this
difference’s frequency is the highest one.”
Nome: P31. Documentar artefatos do sistema
Descrição: Refere-se à escrita dos artefatos do sistema através de arquivos de
computador (tipo doc, pdf, etc). A documentação de artefatos foi utilizada para
a distribuição de informações técnicas (requisitos, arquitetura do software,
código-fonte).
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Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 É comum a documentação utilizar representações visuais de informações
para facilitar a comunicação.
E212: “Loss of communication richness - Solutions identified from companies (A & B): Visual
representation of requirements (Visualization), Face-to-face meetings, Discussion
forums, Informal communication (Email, Telephone and Chat) and visiting.”
E172: “In stark contrast to this experience, the Theta project used UML analysis models - built
precisely to serve this purpose - as the primary artifact in communicating with the
contracting organization.”
 A documentação auxilia na transferência de conhecimento entre as
equipes remotas.
E614: “In distributed projects most of the communication takes place in written form so that
less verbal formulated agreements or change requests may be lost. The documentation
then supports knowledge transfer or requirements’ visibility.”
 A documentação ajuda na identificação de habilidades técnicas dos
interlocutores, pela associação do documento ao seu escritor.
E061: “Knowing whom to contact - One way was to find the author of the relevant system
part’s documentation he or she often knew the answer or could point to an individual
who might.”
Nome: P32. Compartilhar uma agenda de reuniões
Descrição: Refere-se ao compartilhamento de uma lista cronológica de
reuniões a serem realizadas no projeto.
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 A agenda compartilhada possibilitou uma preparação adequada
individual para a participação destes compromissos.
E364: “The presence of an established meeting schedule is important in creating temporal
regularity in organizational life. Within LC, it reduced temporal ambiguity and
conflict by providing a common ground of temporal expectations around which other
individual schedules and personal commitments could be planned.”
E646: “Creating good agendas for each meeting with exact presentation schedules and clear
instructions for what to prepare is necessary to arrange effective virtual meetings.
Especially in the beginning, when the student groups gave their status or final
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presentations the schedule might slip quite a lot, which was not nice for teams at the
end of the agenda.”
Nome: P33. Prover infraestrutura apropriada
Descrição: Refere-se ao fornecimento de instalações essenciais à comunicação
realizada através de tecnologia. A infraestrutura apropriada considerou o uso de
serviços de Internet e linha telefônica de qualidade além do fornecimento de
ambientes exclusivos para reuniões e equipamentos específicos (microfones,
câmeras, fones de ouvido, etc).
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Prover infraestrutura apropriada envolve os ambientes exclusivos para
reuniões
E127: “In addition, students often asked us to provide additional meeting rooms with
equipment for distance communication, where they could meet with their remote team
members.”
E142: “The planning meetings were held in a conference room with the project management
team with the development lead in the Czech Republic on a speakerphone.”
E158: “Both companies also provided meeting rooms equipped with teleconferencing
equipment, and teleconferences were quite commonly used as a group communication
tool in the studied projects.”
E333: “Allocate a distinct workplace if a cooperative system of support is used. The space
should contain only those objects which build the inter-face or serve communication
between the teams. All other objects should be removed.”
 Prover infraestrutura apropriada envolve serviços de telefonia e internet
de qualidade
E212: “Besides, both Company A and Company B have good support of telecom infrastructure.
They claimed that RE is more human intensive activity which always requires sharing
and communicating knowledge over and over which is only possible with full support
of reliable telephone lines and high bandwidth internet.”
E739: “In the case of virtual meetings where people participate from different geographical
sites, a good phone line and file sharing in a computer pane are sufficient.”
Nome: P34. Repassar resultado da reunião aos ausentes
Descrição: Registrar a comunicação ou as partes relevantes para disponibilizar
aquelas pessoas que não participaram no momento real da interação.
Ferramentas e métodos: SkyDrive, OneNote.
136
Evidências: seguem as transcrições de evidências relacionadas à prática.
 O repasse dos resultados da reunião ocorreu quando a comunicação
envolvia o planejamento do projeto.
E147: “Often, if an important decision is made during IM conversation, email was used to
notify all other affected parties about the decision.”
E197: “Team conversations, demonstrations, presentations, advisory board meetings and
iteration planning meetings were recorded for later viewing by team members not
present, or for re-viewing when documenting or testing stories. Recordings were
stored through Skydrive and all retrospective comments were also stored in OneNote.”
Nome: P35. Realizar treinamentos sobre procedimentos e
ferramentas de comunicação
Descrição: Refere-se a exercícios específicos para a aquisição de conhecimento
e habilidade sobre os métodos e ferramentas de comunicação utilizadas no
projeto.
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Exercícios tipo puzzle foram utilizados para realizar os treinamentos
sobre procedimentos e ferramentas de comunicação.
E703: “Communication in distributed project is difficult. However, it is not enough only to
describe the problem of communication in a lecture. Before starting the projects, we
run several communication exercises, and we discuss the results in an exercise
session. For example one good game can be found in student books for the official
Microsoft MSF course.”
E893: “The dose project involves different universities with different curricula. To normalize
the level of the students, we run trainings before the course starts. The goal of these
exercise sessions is to emphasize the importance of good communication and project
management. An example of these exercises is the online group competition that we
organized in 2010. Each group consisted of eight students located in three different
countries. Each member in the team had a role: A, B, C1, C2, C3, D1, D2, or D3; before
the competition started, students had to select their roles in the group. During the
competition, they were allowed to use any tool (Skype, e-mail, etc.). When the
competition started, each participating student received the role card by e-mail. Each
card has an array of integers and a description of tasks to solve. The tasks were simple
(for example, find the maximum element in the arrays C1+C2+C3) but they involved
the array of the other team members. The feedback also reported that the exercise was
very interesting and they learned the importance of a project man-ager and good
communication.”
137
Nome: P36. Utilizar pauta compartilhada em reuniões
Descrição: A pauta de reunião lista um conjunto de assuntos sobre os quais
serão discutidos. Uma pauta compartilhada pode receber assuntos de qualquer
equipe do projeto de DDS que participará da reunião.
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 As pautas compartilhadas foram úteis para identificar questões críticas e
complexas.
E364: “Furthermore, the agenda genre often instigated e-mails describing issues related to the
suggested agenda, and it sometimes led members to engage in a preliminary round of
e-mail (or dyadic phone) discussions before the actual meeting. This practice allowed
members to inform each other about critical information ahead of a meeting.”
E413: “Before each visit, an agenda was created and the offshore team collected questions
which were more easily discussed face-to-face than by chat or email.”
 Utilizado para permitir preparação prévia para as reuniões
E192: “It is a good practice to prepare an agenda for the meeting in order that everyone
involved is aware of the planned discussion points. This document can then be
transcribed into the meeting’s minutes.”
E224: “We also used this opportunity to encourage all team sites to contribute with the
meeting agenda. Primarily, we posted the preliminary agenda at Wiki site, and then
all team members were able to update the agenda including any desired item to be
discussed.”
E641: “In most other cases, a meeting organizer created a panel and sent the link to it with the
meeting request and asked all participants to post agenda topics or questions on sticky
notes. In the meeting, everyone opened the panel and went through all topics on the
notes.”
Nome: P37. Utilizar moderador em reuniões
Descrição: Uma pessoa moderadora é responsável por conduzir e garantir a
organização de uma reunião.
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Foi comum o uso de gerentes ou líderes como moderadores de reunião.
E160: “Web-based communication tools were also used to handle and record the meetings, and
the group leader was responsible for coordinating this activity.”
E493: “The project teams work independently, but have continuous communication with their
supervisor, and the supervisor takes measures if potential problems are observed. The
138
measures include individual meetings with ‘problematic’ students, or a common
meeting with the group to discuss the problems, with supervisors as mediators and
moderators.”
Nome: P38. Proteger informações importantes
Descrição: Dados importantes têm sua distribuição restrita através de
mecanismos de segurança da informação.
Ferramentas e métodos: A rede social Trusty foi projetada exatamente para
equipes de DDS e agrupa informações do interlocutor de acordo com três níveis
de privacidade: público, profissional e pessoal (E404).
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Para a comunicação de informações importantes, também foi utilizado
contrato de confidencialidade.
E457: “Customers some-times express concern over that data’s security. We require all
offshore vendors and employees on the team to sign a confidentiality agreement with
WK.”
E736: “Two experts saw security policy issues a major question in collaboration. They felt that
they held them back from operating with a full arsenal on the project, as one of them
explained: ‘It would require a clear strategic vision from the company to show what
kind of information you can share, and how you can state it.’ Another two said that in
their work, all the necessary information is shared and the contracts protect the
security issues.”
E825: “In the third case, intellectual property right (IPR) management was addressed,
especially from the communication and agreement of IPR in the GSD viewpoint.”
 Para a comunicação de informações importantes foi utilizada ferramenta
com configuração de perfis com níveis de privacidade
E404: “Trusty - Furthermore, we considered that people that work or have worked together,
might want to share more information about them. To do so, we decided to group data
items into three different profiles (public, project and personal) to allow the
information to be organized correctly and to provide suitable levels of privacy. The
public, profile project and personal profile.”
Nome: P39. Padronizar o vocabulário
Descrição: Refere-se à criação de uma lista de termos e seus significados para
ser compreendidos igualmente por todas as equipes.
Ferramentas e métodos: A ferramenta REFSENO (E399) foi utilizada para
criar um mapa de conceitos, atributos e suas relações (ontologia).
139
Evidências: Seguem as transcrições de evidências relacionadas à prática,
organizadas de acordo com características de uso identificadas.
 O uso de um vocabulário comum, envolvendo termos associados a
artefatos do sistema, facilita a comunicação.
E304: “We noted some of the participants’ shared cultural norms, such as a common technical
vocabulary.”
E530: “In these circumstances it should have been anticipated that they would not be familiar
with the specific organizational terminology for artifacts, deliverables, procedures,
steps, practices and acronyms. This problem was finally addressed by the
establishment of a group of virtual team members focused on the development of a
common vocabulary. The group consisted of four Irish members and four Malaysian
members. The Irish members, based on their experience identified the terminology that
they considered would be relevant. This list was sent to the Malaysians members for
review. The list was reviewed amended and returned to the Irish members who wrote
clear and concise definitions for the terms identified. These definitions were then
reviewed by the Malaysian members and amended as required to add clarity and
remove any possibility of ambiguity. Finally each definition was reviewed by a joint
meeting of both the Irish and Malaysian group members, which took play by
teleconference. Only when total agreement was achieved on each definition, was it
accepted as part of the common vocabulary and published.”
 Ontologia é uma maneira específica de gerar um vocabulário padrão a ser
utilizado igualmente entre as equipes.
E399: “We decided to develop O-GSD by using a well-structured method to systematically
build the ontology. Taking into account that O-GSD is to be used in the software
engineering field, we decided to use REFSENO to develop and represent this ontology.
REFSENO provides constructs with which to describe concepts, their attributes and
their relationships. The detailed information of the ontology is represented in
REFSENO by means of a collection of tables. This ontology has provided a common
understanding of GSD projects and promotes the usage of the same terminology, thus
facilitating the communication between the practitioners and researchers involved in
ORIGIN.”
 Padronizar o vocabulário entre as equipes permite a transferência de
conhecimento.
E399: “We decided to develop O-GSD by using a well-structured method to systematically
build the ontology. Taking into account that O-GSD is to be used in the software
engineering field, we decided to use REFSENO to develop and represent this ontology.
REFSENO provides constructs with which to describe concepts, their attributes and
140
their relationships. The tasks carried out to develop the O-GSD according to the
REFSENO formalism were: Define the concept glossary from the knowledge sources.”
Nome: P40. Descobrir interlocutores essenciais
Descrição: Envolve a procura por um interlocutor essencial em uma causa
específica.
Ferramentas e métodos: O software Conscius indica os “especialistas”
através da uma análise do histórico de comunicações (e-mail) e relações com
artefatos (documentos e código fonte) (E300).
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Para descobrir os interlocutores remotos, os integrantes contam com a
indicação de pessoas de sua rede de relacionamentos.
E061: “Knowing whom to contact - Another strategy was to contact a system architect or
project manager at the other site because they had a broad knowledge of who was
working on what.”
E181: “Asking senior developers: allows use of social networks to find other people. Requires
explicit communication and an organizational culture that allows and promotes
contact.”
E616: “People (and groups) tend to rely mostly on their personal contacts when it comes to
find or recommend an expert in a specific matter.”
E778: “When communicating in the projects, the developers and the customer get familiar with
each other gradually. Through these people (named agent in this paper), an efficient
network to find the expertise and arrange the communication is established.”
Nome: P41. Formar subequipes
Descrição: Refere-se à divisão da equipe em equipes menores. A divisão pode
ser horizontal, onde o critério de divisão é a redução do quantitativo de pessoas.
Enquanto que na divisão vertical, é prioridade a inclusão de cada função da
Engenharia de Software para todas as subequipes formadas (analistas de
negócio, desenvolvedores, testadores, etc).
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 A divisão vertical reduz a dependência entre as equipes distribuídas o que
consequentemente reduz a necessidade de interações.
E007: “The data presented in Table 9 demonstrates that with M6 model (Hybrid Model) being
the most popular. While the actual size of a distributed team in particular could range
141
in the hundreds, the respondents were only in direct and constant communication with
a subset of these members.”
E166: “Best practice recommended by the Scrum Alliance is a Distributed Scrum of Scrums
model. This model partitions work across cross-functional, isolated Scrum teams while
eliminating most dependencies between teams. This encourages communication,
cooperation, and cross-fertilization and may be appropriate for newcomers to agile
development or those who have offshore limitations that cripple the productivity of the
fully distributed model.”
E218: “We noticed these effects, and split from one 30 person team into two smaller 10 person
teams distributed evenly across Sydney and Bangalore. Using two smaller teams
improved our ability to talk daily on the phone and made building relationships with
each member of our team achievable. In our second phase, we split our work
vertically, with each team working across an entire feature including user-interface
and back-end components. We found that this vertical work allocation encouraged
communication and improved coordination.”
Nome: P42. Padronizar práticas de comunicação
Descrição: Determinar práticas de comunicação padrão para todas as equipes
do projeto.
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Apesar de padronizar as práticas, é necessário reconhecer as diferenças
entre as equipes, fazendo com que as práticas sejam de fácil adesão para
todas. E que a adaptação seja possível, quando necessário.
E643: “In summary, standardized formats for communication and work processes also
provided needed structure, as long as they could be tailored to individual needs.”
E752: “While multiple communication options can be provided to GVTs, organizations must
recognize a technology can evoke different reactions among individuals with different
cultural orientations. The first step is to acknowledge these differences. The second
step is to work toward creating common team norms. Organizations should require
GVTs develop explicit and mutually agreed upon operating guidelines for how the
team will work.”
Nome: P43. Modelar fluxo de comunicação
Descrição: Abrange a criação do fluxo de comunicação através de notações
gráficas.
Ferramentas e métodos: A notação FLOW Map possui 6 elementos para
gerar fluxos de comunicação: documento, pessoa, grupo, conteúdo, tarefa e
142
armazenamento (E230). O estudo E695 apresenta uma notação para modelar
fluxos de comunicação com os seguintes elementos: papéis, locais, documentos
e relações.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 A modelagem do fluxo de comunicação pode ajudar no planejamento da
comunicação possibilitando a visualização antecipada dos problemas de
interação.
E230: “FLOW Map: Information flows could be represented by data flow diagrams (DFDs). A
visual notation helps to clarify certain information flow situations and patterns.
Symbols of the graphical FLOW notation: Document, Person, Group, Content, Storage,
Activity. It is supposed to transport the basic concepts and at the same time be open for
interpretations. The planned flows helped the coordinator to schedule and prioritize
communication activities. ”
E695: “This paper has described a new taxonomy and proposed a new visual notation for
modeling distributed requirements engineering processes. Symbols of the notation:
Roles, Sites, Artifacts, Relations between roles (also identified several common forms
of communication and work relations that occurred between the different roles and
artifacts). Our meta-model shows the Communicate distributed relationship as an
association relating roles while the communication medium is represented as a
stereotype during modeling. Figure 12 demonstrates how the simple act of modeling
the stakeholder interactions could bring these potential issues to light, enabling them
to be mitigated in early stages of the project.”
Nome: P44. Recrutar profissionais capacitados
Descrição: Refere-se à seleção cuidadosa das pessoas para integrar às equipes
dos projetos DDS.
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Recrutamento de profissionais com capacidade de expressão em línguas
estrangeiras, como o Inglês.
E703: “Students need a sufficient level in English to participate in the project. In Russia and
Ukraine, not all students speak English. To avoid communication problems, students
in Russian and Ukrainian universities had to pass a language test before joining the
curse.”
Nome: P45. Testar infraestrutura antecipadamente
143
Descrição: Momentos antes da reunião, verificar se a infraestrutura está
adequada para ser utilizada (serviços de internet e telefonia, bem como a sala e
equipamentos de áudio e vídeo).
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Testar a infraestrutura auxilia na organização das reuniões possibilitando
a resolução antecipada de problemas como o atraso na comunicação.
E127: “To reduce technical problems with the communication equipment, the staff on both sites
prepares in advance and tests the equipment early before the lectures start.”
E646: “There were always problems, however, and although we had learned that we had to
test the meeting room connections at least half an hour in advance of the meeting, it
frequently happened that we spent another half hour well into the meeting to get
sound and video working both ways.”
Nome: P46. Incentivar agilidade no feedback
Descrição: Refere-se à conscientização de uma atitude proativa na resposta às
informações solicitadas.
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 Incentivar agilidade no feedback foi utilizado para combater o atraso na
comunicação.
E171: “As indicated to us, Jazz project members are encouraged to immediately respond to
requests and comments from members of remote teams. This practice is conducive of
cross-site communication and, apart from reducing the communication delay across
sites.”
E898: “Software engineers in site NL are encouraged to take responsibilities and initiative and
act accordingly and they can quickly reply to their colleagues in site A, increasing the
speed of communication between the two remote locations.”
Nome: P47. Realizar traduções
Descrição: Abrange a produção de um texto em uma nova língua, mas que
exprima o mesmo significado que o texto original, na forma mais exata possível.
Ferramentas e métodos: Google Translate, Apertium.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 As traduções envolveram os artefatos do sistema (documentação).
E192: “Properly translate all documents before sending them offshore. It is essential to keep an
open-minded attitude toward the other culture and its implicit communication.”
144
E502: “We run a simulation in which we used two MT systems, namely Google Translate and
Apertium. Translation Quality Results: Figure 2 shows that, for Google Translate,
over a half of the whole test suite (2053 sentences) was judged adequate (63.3%).
Conversely, for Apertium over the 62.2% of the translated sentences was judged
inadequate. Conversely, for Apertium over the 62.2% of the translated sentences was
judged inadequate; Time performance results: Figure 3 shows that Apertium response
times are lower than those of Google Translate are.”
Nome: P48. Sincronizar os turnos de trabalho
Descrição: Refere-se à mudança do turno habitual de trabalho para um
horário diferente, de forma que corresponda aos turnos de trabalho das outras
equipes e haja o máximo possível de sobreposição de horas.
Ferramentas e métodos: não evidenciado.
Evidências: seguem as transcrições de evidências relacionadas à prática.
 A sincronização dos turnos de trabalho foi utilizada manter reuniões em
tempo real
E166: “The US proxy shifted part of his work day to the evening (approx. 8PM) and the India
team started a bit early (approx. 8AM) to create the overlap required for the standup
meetings.”
E795: “There is a 2 hours time difference between Ireland and Romania, and 1 hour between
Romania and Central Europe, but the Romanian developers agreed to work Irish
hours in order to maximize the time overlap.”
Sintetizando, os estudos selecionados evidenciaram 48 práticas utilizadas
para a comunicação em projetos de DDS. Nota-se que as equipes distribuídas
realizam comunicação direta através de duas práticas: P1. Realizar encontros
face a face (40/184) e P2. Enviar ‘embaixador’ a locais remotos (9/184).
As cinco práticas de comunicação apoiadas por ferramentas tecnológicas
que se destacam pela quantidade de evidências encontradas são: P3. Utilizar email (pessoal/lista) (72/184), P4. Utilizar mensageiro instantâneo (66/184), P5.
Utilizar telefone (35/184), P6. Utilizar plataformas de colaboração (34/184), P7.
Utilizar videoconferência (33/184).
Outras 5 práticas que se destacaram pela quantidade de evidências são:
P22. Realizar reuniões frequentemente (26/184) e P23. Utilizar múltiplos canais
de comunicação (21/184), P26. Descrever o protocolo de comunicação (14/184)
145
P30. Padronizar o idioma do projeto (7/184) e P32. Compartilhar uma agenda
de reuniões (7/184).
Mais detalhadamente, as práticas podem organizadas de acordo com as
características de uso identificadas. Houve práticas apropriadas para informar e
discutir sobre questões críticas e complexas (P1 e P36), curtas (P4), urgente
(P5), mal-entendido (P22, P8), problemas (P8, P5 e P28), planejamento do
projeto (P1, P3, P7, P34), artefatos (P3, P10, P12, P6, P9, P11, P13, P20, P14,
P18, P31), progresso das atividades (P6, P7, P8, P9, P11, P22, P28),
transferência do conhecimento (P1, P9, P13, P22, P2, P14, P31, P39) e
discussões informais (P1, P4, P6, P13, P21, P23). Houve prática relacionada ao
idioma (P30).
Houve práticas apropriadas para a identificação dos interlocutores (P2,
P40, P1, P41, P29, P3, P7, P11, P13, P20, P14, P18, P31) ou para informar sobre
sua disponibilidade para interação (P4, P13, P19). Práticas aliadas aos
gerentes ou líderes, pois harmonizam às suas habilidades (P24, P37, P46).
Além disso, houve práticas associadas à infraestrutura (P33, P35, P45),
a manutenção de uma comunicação rica (P23, P28, P48), ou pobre (P3, P4),
registrada (P3, P4), aberta (P4) e integrada (P6). Houve prática que envolve o
processo
de
comunicação
de
forma
geral,
descrevendo-o
(P26),
padronizando-o (P42), modelando-o (43) e verificando-o (P27). Assim como
práticas que reduzem a necessidade de interação entre as equipes remotas
(P2, P6, P41).
A Tabela 25 apresenta as práticas organizadas de acordo com as
características de uso e três etapas no processo de comunicação: planejamento,
execução e controle. Como define o PMBoK (2004), o planejamento se refere à
definição antecipada das ações relacionadas à comunicação entre as equipes.
Enquanto a gerência da refere-se exatamente à coleta e à troca de informação
entre os interlocutores. O controle refere-se à análise atenciosa do resultado da
comunicação.
É válido ressaltar que houve evidências do uso de algumas das práticas
por equipes co-localizadas: P1. Realizar encontros face a face, P3. Utilizar e-mail
(pessoal/lista), P4. Utilizar mensageiro instantâneo, P15. Utilizar documentos
de papel e P17. Utilizar quadro-branco compartilhado.
146
Tabela 25 – Síntese das Práticas Utilizadas na Comunicação no DDS.
Etapa
Planejamento da
comunicação
Práticas e características de uso
P25. Selecionar canal de comunicação
Considerar a preferência pessoal pelo canal/ adequação do canal à
atividade
P26. Descrever o protocolo de comunicação
Indicar canais escolhidos e padrão para envio de e-mail
P30. Padronizar o idioma do projeto
P44. Recrutar profissionais capacitados
Considerar o idioma Inglês
P32. Compartilhar agenda de reuniões
Discutir questão crítica/complexa
P38. Proteger informações importantes
Manter a confidencialidade
P42. Padronizar práticas de comunicação
Facilitar, porém, adaptação das equipes
P43. Modelar fluxo de comunicação
Antecipar problemas de comunicação
P48. Sincronizar os turnos de trabalho
Incentivar a comunicação rica (canal)
Etapa
Gerência da comunicação
Práticas e características de uso
P1. Realizar encontros face a face
P15. Utilizar documentos de papel
P36. Utilizar pauta compartilhada em reuniões
Discutir questão crítica/complexa
P4. Utilizar mensageiro instantâneo
Discutir questão curta
P5. Utilizar telefone
Discutir questão urgente
P8. Utilizar teleconferência
P22. Realizar reuniões frequentemente
P29. Realizar treinamentos sobre as culturas
Discutir Mal-entendidos
P17. Utilizar quadro-branco compartilhado
Envolver atividade de criatividade
P31. Documentar artefatos do sistema
Considerar representação visual de informações
P5. Utilizar telefone
P8. Utilizar teleconferência
P28. Reunir-se em hora-extra
Discutir problemas
P1. Realizar encontros face a face
P3. Utilizar e-mail (pessoal/lista)
P7. Utilizar videoconferência
P34. Repassar resultado da reunião aos ausentes
Discutir planejamento do projeto
147
Gerência da comunicação
P3. Utilizar e-mail (pessoal/lista)
P6. Utilizar plataformas de colaboração
P9. Utilizar wiki
P10. Utilizar compartilhamento de tela
P11. Utilizar webpage (homepage/blog)
P12. Utilizar fóruns
P14. Utilizar Intranet
P31. Documentar artefatos do sistema
P39. Padronizar o vocabulário
P47. Realizar traduções
Discutir sobre artefatos
P6. Utilizar plataformas de colaboração
P7. Utilizar videoconferência
P8. Utilizar teleconferência
P9. Utilizar wiki
P11. Utilizar webpage (homepage/blog)
P22. Realizar reuniões frequentemente
P28. Reunir-se em hora-extra
Discutir progresso das atividades
P1. Realizar encontros face a face
P2. Enviar ‘embaixador’ a locais remotos
P9. Utilizar wiki
P13. Utilizar rede social
P14. Utilizar Intranet
P22. Realizar reuniões frequentemente
P31. Documentar artefatos do sistema
P39. Padronizar o vocabulário
Permitir transferência de conhecimento
P1. Realizar encontros face a face
P4. Utilizar mensageiro instantâneo
P6. Utilizar plataformas de colaboração
P13. Utilizar rede social
P21. Utiliza robô de presença remota
P23. Utilizar múltiplos canais de comunicação
Promover discussões informais
148
Gerência da comunicação
Etapa
P1. Realizar encontros face a face
P2. Enviar ‘embaixador’ a locais remotos
P3. Utilizar e-mail (pessoal/lista)
P7. Uso de videoconferência
P11. Utilizar webpage (homepage/blog)
P13. Utilizar rede social
P14. Utilizar Intranet
P18. Utilizar ambiente virtual 3D
P20: Utilizar galeria de imagens
P29. Realizar treinamentos sobre as culturas
P31. Documentar artefatos do sistema
P40. Descobrir interlocutores essenciais
Permitir a identificação dos interlocutores
P4. Utilizar mensageiro instantâneo
P13. Utilizar rede social
P19. Utilizar câmeras de vídeo
Informar a disponibilidade dos interlocutores para interação
P24. Utilizar um ponto de comunicação
P37. Utilizar moderador em reuniões
P46. Incentivar agilidade no feedback
Considerar envolvimento do líder/gerente/embaixador
P16. Utilizar VOIP
P33. Prover infraestrutura apropriada
P45. Testar infraestrutura antecipadamente
Preocupar-se com infraestrutura
P23. Utilizar múltiplos canais de comunicação
P28. Reunir-se em hora-extra
P48. Sincronizar os turnos de trabalho
Incentivar a comunicação rica
P3. Utilizar e-mail (pessoal/lista)
P4. Utilizar mensageiro instantâneo
Incentivar a comunicação pobre
P4. Utilizar mensageiro instantâneo
Utilizar canais com registro, conversação aberta e atenção parcial.
P6. Utilizar plataformas de colaboração
Utilizar canais com integração
P35. Realizar treinamentos sobre procedimentos
e ferramentas de comunicação
Considerar o uso de puzzles
P2. Enviar ‘embaixador’ a locais remotos
P6. Utilizar plataformas de colaboração
P41. Formar subequipes
Reduzir a necessidade de interação
Práticas e características de uso
149
Controle da comunicação
P27. Verificar a comunicação
Considerar a Análise subjetiva /Rede Social/Análise de Conteúdo
Fonte – Elaborado pela autora.
150
4.3. Comparação com Trabalhos Relacionados
Os fatores que influenciam a comunicação em projetos de DDS
identificados nesta pesquisa foram comparados com os fatores de Santos (2011).
Apenas dois fatores do trabalho de Santos (“F14. Ferramentas de Colaboração” e
“F25. Modelos de Colaboração”) não foram evidenciados nesta RSL. Porém,
foram compreendidos como uma prática utilizada para a comunicação (P6.
Utilizar plataformas de colaboração). E surgiram dezenove fatores distintos,
conforme é apresentado na Tabela 26.
Tabela 26 – Comparação com trabalhos relacionados – Fatores.
Fatores (F1-F34)
Fatores
Santos (2011)
F1. Diferença cultural (53/184)
F1. Diferenças Culturais (8/20)
F3. Idioma/Barreiras Linguísticas (7/20)
F24. Diferentes Estilos de Comunicação (1/20)
F28. Processos de Tradução e Codificação (1/20)
F2. Diferença temporal (34/184)
F4. Distância Temporal (6/20)
F21. Sincronização dos Horários de Trabalho
(1/20)
F3. Diferença física (23/184)
F2. Dispersão Geográfica (7/20)
F4. Infraestrutura (16/184)
F8. Infra-Estrutura (5/20)
F15. Alta Largura de Banda (2/20)
F5. Atividade da Engenharia de Software
(13/184)
-
F6. Estrutura da equipe (12/184)
F19. Redes de Contato (2/20)
F22. Quantidade de Equipes Distribuídas (1/20)
F27. Tamanho das Redes Pessoais (1/20)
F7. Comunicação (constante, informal e
F2F) (10/184)
F7. Comunicação Informal limitada (6/20)
F9. Ausência de Interação face-a-face (5/20)
F8. Modelos de Processo de Software
(10/184)
F11. Aplicação de Abordagens Ágeis (4/20)
F9. Papel dos interlocutores (9/184)
F20. Definição de Papéis e Responsabilidades
(2/20)
F10. Confiança (8/184)
-
F11. Consciência sobre as equipes (7/184)
-
F12. Distribuição de tarefas (7/184)
F13. Familiaridade entre as equipes (7/184)
F13. Distribuição de Tarefas (4/20)
-
F14. Limitação do canal de comunicação
(7/184)
F10. Definição da Mídia de Comunicação (5/20)
F12. Seleção das Tecnologias de Comunicação
(4/20)
F15. Importância da mensagem (6/184)
-
F16. Preferência pessoal pelo canal de
comunicação (5/184)
F26. Múltiplos Canais de Comunicação (1/2)
151
F17. Capacidade técnica (4/184)
-
F18. Consciência sobre as tarefas (4/184)
F17. Consciência da Equipe (2/20)
F19. Habilidade de expressão (4/184)
F18. Habilidades de Comunicação (2/20)
F20. Custo monetário (3/184)
-
F21. Gestão do Conhecimento (3/184)
-
F22. Motivação (3/184)
-
F23. Pressão (3/184)
-
F24. Conflito (2/184)
-
F25. Consciência sobre disponibilidade
(2/184)
-
F26. Coordenação (2/184)
-
F27. Disponibilidade do interlocutor (2/184)
-
F28. Proteção da informação (2/184)
-
F29. Relação interpessoal (2/184)
F29. Relações Sociais Fracas (1/20)
F30. Sobrecarga de informação (2/184)
-
F31. Mudanças inesperadas (1/184)
-
F32. Planejamento da comunicação (1/184)
F16. Padrões de Comunicação (2/20)
F23. Políticas de Comunicação (1/20)
F33. Qualidade da documentação (1/184)
-
F34. Tamanho do projeto (1/184)
-
-
F14. Ferramentas de Colaboração (4/20)
-
F25. Modelos de Colaboração (1/20)
Fonte – Elaborado pela autora.
Da mesma forma, as práticas utilizadas para a comunicação em projetos
de DDS identificadas nesta pesquisa foram comparadas com as práticas de Iqbal
e Abbas (2011). Na maioria das vezes, houve diferença nas denominações das
práticas, por isso, foi necessário um pouco mais de interpretação para realizar a
comparação.
As práticas de comunicação P1, P3, P6, P23 encontradas em Iqbal e
Abbas não foram claramente evidenciadas no conjunto de práticas desta RSL.
Mas esta RSL evidenciou dezoito práticas distintas conforme apresentado na
Tabela 27.
Além disso, Iqbal e Abbas (2011) não citam o nome de ferramentas ou
métodos.
Acredita-se que as práticas P4, P6, P18, P19, P26, P31, P49, P53, P54 de
Iqbal e Abbas não são executadas para produzir exatamente a comunicação em
projetos de DDS.
152
Tabela 27 – Comparação com trabalhos relacionados – Práticas.
Práticas (P1-P48)
Práticas
Iqbal e Abbas (2011)
P1. Realizar encontros face a face
P12 - Promote socialization among team members
from the start of the project.
P37 - Knowledge people travel at early of the
project/component (kickoff) will increase team
moral at remote site and in term of understanding
requirement clearly.
P46 - Frequent travel to remote site will help for
building the trust.
P48 - Ensure the face to face meeting between
colleges, supervisor and managers.
P2. Enviar ‘embaixador’ a locais remotos
P30 - Ensure the proper procedure and training
for knowledge transfer to remote sites.
P40 - Temporal co-location especially during
critical phases and startup.
P59 - Encourage staff exchange.
P3. Utilizar e-mail (pessoal/lista)
P7. Promote text based communication when
technical persons or different language skill
persons communicate with each other.
P14 - Encourage the use Microsoft OCS.
P4. Utilizar mensageiro instantâneo
P7. Promote text based communication when
technical persons or different language skill
persons communicate with each other.
P14 - Encourage the use Microsoft OCS.
P55 - Encourage informal communication.
P5. Utilizar telefone
P16 - Encourage communication in term of
“problem resolution” “cognitive synchronous”,
“development”, “management”, and "conflict
resolve".
P6. Utilizar plataformas de colaboração
P10 - Establish collaborative environment where
the use of collaborative interfaces like forum
blogs, wiki adoption etc, are encouraged.
P15 - Encourage or motivate version control
(repository) among distributed sites.
P32 - Encourage project management tool, that
will helpful not only helpful in order to control
but also helpful in order to tract the working of
teams.
P33 - Negotiation support systems are more
reliable in term of individual outcome.
P39 - Encourage video or voice communication at
kick of meeting in order to negotiate the
requirements.
P41 - Promote groupware application tools.
P42 - GWSE likes tools help to manage the shift of
work, short duration tasks and asynchronous
collaboration.
P47 - Ensure the use of Global software project
153
management tools for allocating and distributing
the tasks, Like GWSE.
P51 - Promote the use of Internet-Bused
inspection System (IBIS) "asynchronous
discussions can be as effective as F2F meetings
when discriminating between true defects and
false positives".
P7. Utilizar videoconferência
P62 - Encourage video conferencing during
project.
P28 - Encourage verbal communication for
proper coordination especially with non-technical
persons or in decision making activities.
P8. Utilizar teleconferência
P9 - Encourage synchronous communication for
proper coordination.
P16 - Encourage communication in term of
“problem resolution” “cognitive synchronous”,
“development”, “management”, and "conflict
resolve".
P9. Utilizar wiki
P24 - Encourage the selection/use of effective
communication media at right time and motivate
team members to share necessary documents
among each other when required.
P30 - Ensure the proper procedure and training
for knowledge transfer to remote sites.
P10. Utilizar compartilhamento de tela
P11 - Motivate or encourage technical meetings
about discuss project scope.
P11. Utilizar webpage (homepage/blog)
P24 - Encourage the selection/use of effective
communication media at right time and motivate
team members to share necessary documents
among each other when required.
P12. Utilizar fóruns
P11 - Motivate or encourage technical meetings
about discuss project scope.
P13. Utilizar rede social
P14. Utilizar Intranet
P50 - Established Intranet between sites will
provide the ease of communication and
publication of the
Documents.
P60 - Ensure your identity or introduce yourself
with distributed team members from the start of
the project. This will increase trust loyalty and
faith.
P15. Utilizar documentos de papel
-
P16. Utilizar VOIP
-
P17. Utilizar quadro-branco compartilhado
-
P18. Utilizar ambiente virtual 3D
-
P19. Utilizar de câmeras de vídeo
-
P20. Utilizar galeria de imagens
-
P21. Utilizar robô de presença remota
-
154
P22. Realizar reuniões frequentemente
P5. Motivate employees to frequently use
communication tools in practices.
P17 - Apply agile practices such scrum(daily and
schedule meetings etc ) in order to frequently
communicate as well as get benefits from its short
iterations and early feedback as well as it increase
frequent deliveries.
P20 - Encourage frequent communications.
P23. Utilizar múltiplos canais de
comunicação
P27 - Encouraged a framework known as
communication fabric which having all the
communication channels in logical and physical
means like, phone, audio, video, emails, IM, Web
pages (to support knowledge management and
project management activities).
P36 - Encourage the use of effective
communication tools and techniques.
P43 - Use of rich communication.
P55 - Encourage informal communication.
P24. Nomear um ponto de comunicação
P33 - Appoint a liaison.
P25. Selecionar canal de comunicação
P24 - Encourage the selection/use of effective
communication media at right time and motivate
team members to share necessary documents
among each other when required.
P26. Descrever o protocolo de comunicação
P45 - Promote the use of proper communication
guidelines and communication styles in practice.
P27. Verificar a comunicação
-
P28. Reunir-se em hora-extra
-
P29. Realizar treinamentos sobre cultura
P29 - Encourage training of remote teams in
order to build effective communication and
resolving cultural linguistic, behavioral issues.
P44 - Promote the awareness of remote team
cultural.
P30. Padronizar o idioma do projeto
P22 - Encourage the use of common language in
practice i.e. English.
P57 - Ensure the common language.
P31. Documentar artefatos do sistema
P61 - Requirement should be properly document
(such as unified approach of requirement
engineering) in order to resolving the later
conflicts and misunderstandings.
P32. Compartilhar uma agenda de reuniões
P33. Prover infraestrutura apropriada
P34. Repassar resultado da reunião aos
ausentes
P35. Realizar treinamentos sobre
procedimentos e ferramentas de
comunicação
P36. Utilizar pauta compartilhada em
reuniões
P38 - Establish an appropriate communication
infrastructure/model.
P30 - Ensure the proper procedure and training
for knowledge transfer to remote sites.
-
155
-
P37. Utilizar moderador em reuniões
P38. Proteger informações importantes
P8 - Encourage proof of communication (POC) in
term of commitment which include cost time and
all the require things. This will help by any type of
hurdle or problems which can be occurred in
future.
P39. Padronizar o vocabulário
P25 - Try to avoid words like" did you
understand" and use "what did you understand"
this will help in term of proofing what he
understand.
P58 - Established a common terminology
dictionary.
-
P40. Descobrir interlocutores essenciais
P41. Formar subequipes
P 13 - Encourage and motivate functional group
meetings (this will help to get help in future,
when there will be any work with any functional
group).
P42. Padronizar práticas de comunicação
P 21 - Encourage standard or templates in order
to build common cultural society in the
organizations when distributed teams are
dependent on each other.
P43. Modelar fluxo de comunicação
-
P44. Recrutar profissionais capacitados
-
P45. Testar infraestrutura antecipadamente
-
P46. Incentivar agilidade no feedback
P52 - Encourage polite, complimentary behavior
and be enthusiasm.
P56 - Stay available as much as possible.
P47. Realizar traduções
P35 - Ensure the use of Multilingual tools for
improvement of the frequency and understanding
of the language complexities.
P48. Sincronizar os turnos de trabalho
P63 - Shifting working hours.
-
P1 - Apply Agile XP pair programming or pre
game phase to reduce socio cultural issue.
-
P2 - Near-shoring.
-
P3 - Encourage direct communication or pair to
pair links among team members located at
distributed sites.
-
P4 - Provide the training to employees for
increasing the abilities and expertise in domain
knowledge.
-
P6 - Encourage team building activities.
-
P18 - Encourage the separation of tasks
distributed among remote teams.
-
P 19 - To be honest with you and your customer.
-
P23 - Architectural center approach is the best
policy in order to resolve communication related
issue between designer and analyst.
-
P26 - Try to avoid uncertainty.
156
-
P31 - Ensure the proper knowledge management
practices.
-
P49 - Encourage management availability
throughout the project.
-
P53 - Do not be too quick to use judgment
statement like "you stupid".
-
P54 - Try to build long term relationship those
will increase the level of trust.
Fonte – Elaborado pela autora.
Os resultados desta RSL confirmam e acrescentam os achados de Santos
(2011) e Iqbal e Abbas (2011). Através desta dissertação foram encontrados 34
fatores, dos quais 19 são distintos ao trabalho relacionado. Os fatores podem
inibir ou potencializar a comunicação nos projetos de DDS, dependendo de
como cada fator é vivenciado pelas equipes.
Além disso, esta dissertação evidenciou 48 práticas, das quais, 18 práticas
são distintas ao trabalho relacionado. Além disso, evidenciou ferramentas e
métodos associados às práticas, que representam as tecnologias atuais utilizadas
na comunicação entre as equipes de projetos de DDS. É válido destacar que
nenhuma prática havia sido evidenciada nos trabalhos relacionadas para
realizar o controle da comunicação (P27), etapa importante da gestão da
comunicação, segundo o PMBoK (2004). Assim, fica evidente a contribuição
desta RSL para o avanço do conhecimento da área.
157
5.
CONCLUSÕES
5
Conclusões
“Não devemos ter medo dos confrontos. Até os
planetas se chocam e do caos nascem as estrelas.”
Charles Chaplin (1889-1977)
O software é cada vez mais indispensável para a sociedade moderna,
onde a globalização é uma característica fundamental. Atualmente diversas
empresas estão distribuindo seus processos de desenvolvimento de software ao
redor do mundo, visando ganhos de produtividade, redução de custos e
melhorias na qualidade. Neste cenário, a comunicação entre as equipes
distribuídas é uma atividade desafiadora, pois é predominantemente mediada
por dispositivos, envolve equipes de diferentes culturas, pode não haver a
possibilidade ser realizada em tempo real, entre outras características.
Uma Revisão Sistemática da Literatura (RSL) foi realizada a fim de
coletar dados de estudos empíricos relacionados à comunicação em projetos de
DDS. No total, 184 estudos relevantes foram selecionados a partir de 6 bases
eletrônicas, 11 jornais, 2 revistas e 16 conferências. O procedimento de análise
qualitativa de Merriam foi utilizado para interpretar os dados.
Como resultado, foi obtido um conjunto de 34 fatores que influenciam a
comunicação. Os cinco fatores que mais influenciam a comunicação são F1.
Diferença Cultural (53/184), F2. Diferença temporal (34/184), F3. Diferença
física (23/184), F4. Infraestrutura (16/184), F5. Atividades de Engenharia de
Software. Mais detalhadamente, os fatores influenciam de forma positiva ou
negativa cinco características da comunicação: frequência, riqueza, velocidade,
eficácia e percepção sobre os interlocutores. Ficou evidente que a característica
que mais sofre influência de fatores é a frequência da comunicação. Destaca-se o
fator F1. Diferença Cultural pela influência que exerce nas 5 características da
comunicação.
158
Foi obtido também, um conjunto de 48 práticas utilizadas para a
comunicação em projetos de DDS. Ficou evidente que as equipes distribuídas
realizam comunicação direta através de duas práticas: P1. Realizar encontros
face a face (40/184) e P2. Enviar ‘embaixador’ a locais remotos (9/184). As 5
principais práticas apoiadas por ferramentas tecnológicas são: P3. Utilizar email (pessoal/lista) (72/184), P4. Utilizar mensageiro instantâneo (66/184), P5.
Utilizar telefone (35/184), P6. Utilizar plataformas de colaboração (34/184) e
P7. Utilizar videoconferência (33/184).
Outras práticas que se destacaram pela quantidade de evidências foram:
P22. Realizar reuniões frequentemente (26/184), P23. Utilizar múltiplos canais
de comunicação (21/184), P24. Nomear um ponto de comunicação (21/184) e
P25. Selecionar canal de comunicação (14/184) e P26. Descrever o protocolo de
comunicação (14/184). As práticas também foram categorizadas de acordo com
3 etapas do processo de comunicação: planejamento, execução e controle e de
acordo com as características de uso, por exemplo, útil para discutir sobre
questões urgentes, problemas, artefatos, planejamento do projeto, informar
sobre o progresso das atividade ou a disponibilidade dos interlocutores, entre
outras.
Os resultados desta RSL confirmam e acrescentam os achados de Santos
(2011) e Iqbal e Abbas (2011). Através desta dissertação foram encontrados 19
fatores distintos e 18 práticas distintas, além de especificar ferramentas e
métodos associados às práticas, como por exemplo, tecnologias de redes sociais
(P13), quadro-branco compartilhado (P17), ambiente virtual 3D (P18) e robô de
presença remota (P21). É válido destacar que nenhuma prática para realizar o
controle de comunicação havia sido evidenciada por Iqbal e Abbas.
Dessa forma, é possível afirmar que esta pesquisa foi capaz de alcançar
seu objetivo geral: Identificar os fatores que influenciam a comunicação em
projetos de DDS e as práticas utilizadas pare realizá-la. As principais
contribuições deste trabalho foram:
 O próprio desenvolvimento da pesquisa, com apresentação da revisão da
literatura, metodologia, massa de dados e análise;
 O conjunto categorizado de fatores que influenciam a comunicação em
projetos de DDS;
159
 O conjunto categorizado de práticas utilizadas para a comunicação em
projetos de DDS, bem como ferramentas e métodos associadas a elas;
 O questionário para avaliação de protocolo de Revisões Sistemáticas da
Literatura;
 A relação dos principais autores sobre comunicação em projetos de DDS;
 A relação de fontes de estudos sobre comunicação em projetos de DDS;
Estas contribuições são importantes para os profissionais, que podem se
beneficiar com uma lista de fatores e práticas evidenciados a partir de estudos
empíricos; quanto para os pesquisadores uma vez que provê um diagnóstico do
que já tem sido realizado obtendo por consequência possíveis programas de
pesquisa.
5.1. Limitações da Pesquisa
A realização da pesquisa contou com a presença de limitações.
Inicialmente, o planejamento foi limitado pela pouca experiência do autor em
realizar pesquisas científicas. Então, o guideline para a realização de RSL da
Kitchenham e Chartes (2007) foi cuidadosamente seguido.
Uma das maiores preocupações de RSL é selecionar o máximo possível
dos estudos relevantes para responder as perguntas de pesquisa, e uma
cobertura de 100% das fontes não é possível por limitação de tempo e recurso.
Optou-se por seis fontes eletrônicas para busca automática, sendo a maioria
pertencente à lista de fontes relevantes à Computação, segundo Kitchenham e
Charters (2007). Devido às limitações dos motores de busca, artigos relevantes
ainda poderiam não ser encontrados. Para minimizar este problema, a busca
manual em principais Conferências, Revistas e Jornais da ES e CSCW foi
incluída para melhorar a qualidade dos resultados de pesquisa.
Outro desafio foi identificar se os termos usados na string de busca
retornariam todos os estudos relevantes. Então, buscou-se utilizar o máximo de
diferentes sinônimos para os termos retirados das perguntas de pesquisa.
Houve ainda a análise de títulos e palavras-chaves de estudos já conhecidos que
seriam certamente selecionados no proceso de seleção. Mas, ainda assim,
estudos importantes podem ter sido disperdiçados.
160
No protocolo avaliado havia um procedimento para análise de qualidade
dos estudos primários. Porém, durante a condução da RSL, a avaliação da
qualidade não foi realizada. Percebeu-se que não era prioritária a exclusão de
estudos primários com baixa qualidade, nem a síntese das evidências dando
destaque para as que vieram de estudos com maior qualidade. Além disso, a alta
quantidade de artigos selecionados (184) e a escassez de recurso humano e de
tempo reforçaram a inviabilidade da realização desta atividade.
5.2. Trabalhos Futuros
A seguir são propostos alguns direcionamentos para novas pesquisas, que
puderam ser identificados a partir desse estudo.

Estender o protocolo no período seguinte a Julho de 2013 e envolver
outras bases como Google scholar, Citeseer library e Inspec;
 Realizar o procedimento de análise de qualidade dos estudos primários;
 Realizar experimentos para medir de forma mais precisa o tamanho do
efeito que os fatores exercem na comunicação em projetos de DDS;

Realizar estudos de caso para entender o padrão de evolução das práticas
das organizações. Por exemplo, a prática “P1. Realizar encontros face a
face” apresentou-se de quatro formas distintas:
 1) Os encontros face a face envolvem pessoas-chave e ocorrem
conforme haja necessidade.
 2) Os encontros face a face envolvem a maioria das equipes e
ocorrem conforme haja necessidade.
 3) Planeja-se encontros face a face regulares para tratar de
características técnicas do projeto.
 4) Planeja-se encontros face a face regulares para tratar de
características sociais do projeto.
161
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International Conference on Global Software Engineering (ICGSE) (Indexado por IEEE)
URL: http://ieeexplore.ieee.org/xpl/mostRecentIssue.jsp?punumber=4031725
URL: http://ieeexplore.ieee.org/xpl/mostRecentIssue.jsp?punumber=4299825
URL: http://ieeexplore.ieee.org/xpl/conhome.jsp?punumber=1001266
International Conference on Intercultural Collaboration (ICIC) (Indexado por ACM)
URL: http://dl.acm.org/event.cfm?id=RE477&CFID=212374159&CFTOKEN=96730226
International Conference on Software Engineering (ICSE) (Indexado por ACM)
(ICSE, CHASE, CTGDSD, FLOSS, GSD, HSSE, WOSSE, Web2SE)
URL: http://dl.acm.org/event.cfm?id=RE228&CFID=212374159&CFTOKEN=96730226
International Conference on Supporting Group Work (GROUP) (Indexado por ACM)
URL: http://dl.acm.org/event.cfm?id=RE210&CFID=212374159&CFTOKEN=96730226
International Conference Professional Communication (IPCC) (Indexado por IEEE)
URL: http://ieeexplore.ieee.org/xpl/conhome.jsp?punumber=1000591
International Symposium on Empirical Software Engineering and Measurement (ESEM)
(ESEM, ISESE) (Indexado por ACM)
URL: http://dl.acm.org/event.cfm?id=RE242&CFID=212374159&CFTOKEN=96730226
Symposium on Advanced Management of Information for Globalized Enterprises (AMIGE)
(Indexado por IEEE)
URL: http://ieeexplore.ieee.org/xpl/conhome.jsp?punumber=1002551
Workshop de Desenvolvimento Distribuído de Software (WDDS) (Indexado por WDDS)
URL: http://www.wdds.ufpb.br/2013/index.php
Workshop on Wikis for Software Engineering (WIKIS4SE) (Indexado por IEEE)
URL: http://ieeexplore.ieee.org/xpl/conhome.jsp?punumber=1002754
167
APÊNDICE B – BUSCA EXPERIMENTAL PARA
CALIBRAÇÃO DA STRING
Buscas experimentais foram realizadas com a finalidade de testar a string de busca e
adaptá-las para cada base eletrônica. A seguir, são apresentadas as quantidades de
estudos retornados por cada base e as adaptações da string.
ACM Digital Library (148 estudos retornados)
String: ((Abstract:"Communication" OR Abstract:" Communicate" OR Abstract:"Communication
Management"
OR
Abstract:"Information
(Abstract:"Distributed
software
sharing"
development"
OR
OR
Abstract:"Information
Abstract:"Distributed
transfer"
)
AND
development"
OR
Abstract:"Distributed teams" OR Abstract:"Global software development" OR Abstract:"Global software
engineering" OR Abstract:"Global software teams" OR Abstract:"Globally distributed development" OR
Abstract:"Globally distributed work" OR Abstract:"Geographically distributed software development" OR
Abstract:"Collaborative software development" OR Abstract:"Collaborative software engineering" OR
Abstract:"Cooperative software development" OR Abstract:"Cooperative software engineering" OR
Abstract:"Offshore software development" OR Abstract:"Offshoring" OR Abstract:"Offshore" OR
Abstract:"Offshore outsourcing"))
Filtros: Published since = 1999.
El Compendex (1021 estudos retornados)
Substring 1: ((("Communication" OR "Communicate" OR "Communication Management" OR
"Information sharing" OR "Information transfer") WN AB) AND (("Distributed software development" OR
"Distributed development" OR "Distributed teams" OR "Global software development" OR "Global
software engineering" OR "Global software teams") WN AB)), English only
Substring 2: ((("Communication" OR "Communicate" OR "Communication Management" OR
"Information sharing" OR "Information transfer") WN AB) AND (("Globally distributed development" OR
"Globally distributed work" OR "Geographically distributed software development" OR "Collaborative
software development" OR "Collaborative software engineering" OR "Cooperative software development")
WN AB)), English only
Substring 3: ((("Communication" OR "Communicate" OR "Communication Management" OR
"Information sharing" OR "Information transfer") WN AB) AND (("Cooperative software engineering" OR
"Offshore software development" OR "Offshoring" OR "Offshore" OR "Offshore outsourcing") WN AB)),
English only
Filtros: Database= Compendex; Limit to Language = English; Limit to Year: 1999-2013.
Elsevier Science Direct (31 estudos retornados)
String: ABSTRACT("Communication" OR "Communicate" OR "Communication Management" OR
"Information sharing" OR "Information transfer") and ABSTRACT("Distributed software development"
OR "Distributed development" OR "Distributed teams" OR "Global software development" OR "Global
software engineering" OR "Global software teams" OR "Globally distributed development" OR "Globally
distributed work" OR "Geographically distributed software development" OR "Collaborative software
development" OR "Collaborative software engineering" OR "Cooperative software development" OR
168
"Cooperative software engineering" OR "Offshore software development" OR "Offshoring" OR "Offshore"
OR "Offshore outsourcing")
Filtros: Include: Jornals; Data Range = 1999-2013; Subject = Computer Science.
IEEEXplore Digital Library (338 estudos retornados)
String: ((( "Abstract":"Communication" OR "Abstract":"Communicate" OR "Abstract":"Communication
Management" OR "Abstract":"Information sharing" OR "Abstract":"Information transfer") AND (
"Abstract":"Distributed
software
development"
OR
"Abstract":"Distributed
development"
OR
"Abstract":"Distributed teams" OR "Abstract":"Global software development" OR "Abstract":"Global
software engineering" OR "Abstract":"Global software teams" OR "Abstract":"Globally distributed
development" OR "Abstract":"Globally distributed work" OR "Abstract":"Geographically distributed
software development" OR "Abstract":"Collaborative software development" OR "Abstract":"Collaborative
software engineering" OR "Abstract":"Cooperative software development" OR "Abstract":"Cooperative
software engineering" OR "Abstract":"Offshore software development" OR "Abstract":"Offshoring" OR
"Abstract":"Offshore" OR "Abstract":"Offshore outsourcing")))
Filtros: Search = Full Text & Metadata; Publication Year = 1999-2013.
Scopus (866 estudos retornados)
String:
(ABS("Communication"
OR
"Communicate"
OR
"Communication
Management"
OR
"Information" OR "Information sharing" OR "Information transfer") AND ABS("Distributed software
development" OR "Distributed development" OR "Distributed teams" OR "Global software development"
OR "Global software engineering" OR "Global software teams" OR "Globally distributed development" OR
"Globally distributed work" OR "Geographically distributed software development" OR "Collaborative
software development" OR "Collaborative software engineering" OR "Cooperative software development"
OR "Cooperative software engineering" OR "Offshore software development" OR "Offshoring" OR
"Offshore" OR "Offshore outsourcing")) AND (LIMIT-TO(PUBYEAR, 2013) OR LIMIT-TO(PUBYEAR,
2012) OR LIMIT-TO(PUBYEAR, 2011) OR LIMIT-TO(PUBYEAR, 2010) OR LIMIT-TO(PUBYEAR, 2009)
OR LIMIT-TO(PUBYEAR, 2008) OR LIMIT-TO(PUBYEAR, 2007) OR LIMIT-TO(PUBYEAR, 2006) OR
LIMIT-TO(PUBYEAR, 2005) OR LIMIT-TO(PUBYEAR, 2004) OR LIMIT-TO(PUBYEAR, 2003) OR
LIMIT-TO(PUBYEAR, 2002) OR LIMIT-TO(PUBYEAR, 2001) OR LIMIT-TO(PUBYEAR, 2000) OR
LIMIT-TO(PUBYEAR, 1999)) AND (LIMIT-TO(SUBJAREA, "COMP")) AND (LIMIT-TO(LANGUAGE,
"English")) AND (LIMIT-TO(SRCTYPE, "p") OR LIMIT-TO(SRCTYPE, "j"))
Filtros: Limit to Year = 1999-2013; Language = Inglês; Subject Area: Computer Science; Source Type:
Conference Proceedings, Journals.
Wiley InterScience (308 estudos retornados)
String: "Communication" OR "Communicate" OR "Communication Management" OR "Information
sharing" OR "Information transfer") in Abstract AND ("Distributed software development" OR
"Distributed development" OR "Distributed teams" OR "Global software development" OR "Global
software engineering" OR "Global software teams" OR "Globally distributed development" OR "Globally
distributed work" OR "Geographically distributed software development" OR "Collaborative software
development" OR "Collaborative software engineering" OR "Cooperative software development" OR
"Cooperative software engineering" OR "Offshore software development" OR "Offshoring" OR "Offshore"
OR "Offshore outsourcing") in Abstract between years 1999 and 2013
Filtros: Data Range Between = 1999 – 2013; Publication Type= Journals.
169
APÊNDICE C – QUESTIONÁRIO DE AVALIAÇÃO
DO PROTOCOLO
Após a leitura do Protocolo da Revisão Sistemática da Literatura sobre
Comunicação em Projetos Distribuídos de Software, por gentileza, responda as
questões a seguir. Para cada uma das 7 questões, devem ser considerados os seguintes
níveis de concordância ou discordância:

Concordo totalmente (Peso 4): deve ser atribuído no caso em que o
protocolo atenda totalmente aos critérios da questão;

Concordo parcialmente (Peso 3): deve ser atribuído no caso em que o
protocolo atenda parcialmente aos critérios da questão;

Neutro (Peso 2): deve ser atribuído no caso em que o protocolo não deixe
claro se atende ou não a questão;

Discordo parcialmente (Peso 1): deve ser atribuído no caso em que o
protocolo não atenda aos critérios contidos na questão;

Discordo totalmente (Peso 0): deve ser atribuído no caso em que o
protocolo não atenda de forma alguma aos critérios de avaliação, isto é, não
existe nada no protocolo que atenda aos critérios da questão.
Questões:
1) Pode ser encontrada uma questão importante de Engenharia de Software que a
revisão se dedica a resolver.
2) A string de busca é adequadamente derivada das perguntas de pesquisa.
3) A busca na literatura provavelmente cobrirá todos os estudos relevantes.
4) Os critérios para a inclusão e exclusão dos estudos primários são descritos e
adequados.
5) Os pesquisadores avaliarão adequadamente a qualidade/validade dos estudos
incluídos.
6) O procedimento de extração de dados aborda adequadamente as perguntas de
pesquisa.
7) O procedimento de análise dos dados é apropriado para responder às perguntas de
pesquisa.
8) Caso você tenha avaliado alguma questão como ‘Neutro’, ‘Discordo parcialmente’ ou
‘Discordo totalmente', pedimos que justifique abaixo os motivos para cada uma.
Entretanto, todas as questões estão abertas a feedback. Por fim, nos deixe
comentários gerais ou sugestões de melhoria para o protocolo.
Agradecemos sua participação!
170
APÊNDICE D – RESULTADO DA AVALIAÇÃO DO
PROTOCOLO
A seguir serão apresentadas as respostas do questionário da avaliação do protocolo.
Perfil dos respondentes
Formação acadêmica dos avaliadores
Doutor
2
Candidato a Doutor
Quantidade de
respondentes
5
0
1
2
3
4
5
6
Questão 1 - Pode ser encontrada uma questão importante de Engenharia de Software que a
revisão se dedica a resolver.
Concordo totalmente(4)
5
Concordo Parcialmente(3)
1
Neutro(2)
0
Discordo parcialmente(1)
0
Discordo totalmente(0)
Quantidade
de respostas
1
Média da Avaliação
3,29
0,0 1,0 2,0 3,0 4,0 5,0 6,0
Questão 2 - A string de busca é adequadamente derivada das perguntas de pesquisa.
Concordo totalmente(4)
3
Concordo Parcialmente(3)
2
Neutro(2)
1
Discordo parcialmente(1)
1
Discordo totalmente(0)
Quantidade
de respostas
0
Média da Avaliação
3,00
0,0
1,0
2,0
3,0
4,0
Questão 3 - A busca na literatura provavelmente cobrirá todos os estudos relevantes.
Concordo totalmente(4)
1
Concordo Parcialmente(3)
3
Neutro(2)
2
Discordo parcialmente(1)
Quantidade
de respostas
1
Discordo totalmente(0)
0
Média da Avaliação
2,57
0,0
1,0
2,0
3,0
4,0
171
Questão 4 - Os critérios para a inclusão e exclusão dos estudos primários são descritos e
adequados.
Concordo totalmente(4)
2
Concordo Parcialmente(3)
3
Neutro(2)
2
Discordo parcialmente(1)
Quantidade
de respostas
0
0
Discordo totalmente(0)
Média da Avaliação
3,00
0,0
1,0
2,0
3,0
4,0
Questão 5 - Os pesquisadores avaliarão adequadamente a qualidade/validade dos estudos
incluídos.
Concordo totalmente(4)
3
Concordo Parcialmente(3)
3
Neutro(2)
0
Discordo parcialmente(1)
Quantidade
de respostas
1
Discordo totalmente(0)
0
Média da Avaliação
3,14
0,0
1,0
2,0
3,0
4,0
Questão 6 - O procedimento de extração de dados aborda adequadamente as perguntas de
pesquisa.
Concordo totalmente(4)
6
Concordo Parcialmente(3)
1
Neutro(2)
0
0
0
Discordo parcialmente(1)
Discordo totalmente(0)
Quantidade
de respostas
Média da Avaliação
3,86
0,0 1,0 2,0 3,0 4,0 5,0 6,0 7,0
Questão 7 - O procedimento de análise dos dados é apropriado para responder às perguntas de
pesquisa.
Concordo totalmente(4)
6
Concordo Parcialmente(3)
1
Neutro(2)
0
0
0
Discordo parcialmente(1)
Discordo totalmente(0)
Quantidade
de respostas
Média da Avaliação
3,86
0,0
2,0
4,0
6,0
8,0
172
APÊNDICE E – FONTE DOS ESTUDOS PRIMÁRIOS
Quanto ao local de publicação, 72,28% (133) dos estudos vieram de Conferências, e os
outros 27,71% (51) vieram de Jornais e Revistas, como detalhado abaixo.
Conferências
International Conference on Global Software Engineering
International Conference on Computer Supported Cooperative Work
International Conference on Software Engineering
Workshop on Collaborative Teaching of Globally Distributed Software
Development
International Symposium on Empirical Software Engineering and
Measurement
Hawaii International Conference on System Sciences
International Conference on Requirements Engineering
International Conference on Product-Focused Software Process
Improvement
Pacific Asia Conference on Information Systems
Software Engineering Approaches For Offshore and Outsourced
Development
Agile Conference
Conference on Human Factors in Computing Systems
Conference on Computer Personnel Research
International Symposium on Empirical Software Engineering
International Conference on Collaborative Computing: Networking,
Applications and Worksharing
European Conference on Information Systems
International Conference on Computer and Management
International Workshop on Web 2.0 for Software Engineering
International Workshop on Groupware: Design, Implementation, and
Use
International Conference on Global Software Engineering Workshops
International Symposium on Collaborative Technologies and Systems
International Conference on Human-Computer Interaction
International Symposium on Management, Engineering and
Informatics
International Conference on Information Systems
International Workshop on Recommendation Systems for Software
Engineering
International Conference on Open Source Systems
Malaysian Conference in Software Engineering
International Conference on Product Focused Software
International Symposium on Computer and Information Sciences
Conference of The Center for Advanced Studies on Collaborative
Research
Conference on Software Engineering and Advanced Applications
International Conference on Collaboration and Technology
International Workshop on Global Sourcing of Information
Technology and Business Processes
International Conference on Agile Processes in Software Engineering
and Extreme Programming
Estudos
primários
44
10
8
33,08
7,52
6,02
8
6,02
4
3,01
4
3
3,01
2,26
3
2,26
3
2,26
3
2,26
3
2
2
2
2,26
1,50
1,50
1,50
2
1,50
2
1
1
1,50
0,75
0,75
1
0,75
1
1
1
0,75
0,75
0,75
1
0,75
1
0,75
1
0,75
1
1
1
1
0,75
0,75
0,75
0,75
1
0,75
1
1
0,75
0,75
1
0,75
1
0,75
(%)
173
International Workshop on Intercultural Collaboration
International Conference on Supporting Group Work
International Workshop on Social Software Engineering
On the Move to Meaningful Internet Systems Workshops
Conference on Software Maintenance and Reengineering
Canadian Conference on Electrical and Computer Engineering
Computer Software and Applications Conference
International Conference Companion on Object Oriented
Programming Systems Languages and Applications Companion
International Multitopic Conference
India Software Engineering Conference
International Professional Communication Conference
Total
Jornais/revistas
IEEE Software
Communications Of The ACM
Journal of Software: Evolution And Process
IET Software
Expert Systems
Information Systems Journal
Software Process: Improvement and Practice
Information and Software Technology
Transactions on Professional Communication
Transactions on Software Engineering
SPIE Conference
Journal of Universal Computer Science
Journal of Systems and Software
International Conference on Collaboration Technologies and Systems
Research Journal of Applied Sciences, Engineering and Technology
International Journal Empirical Software Engineering
Information Technology & People
Electronic Markets
Journal of Theoretical and Applied Electronic Commerce Research
Asia-Pacific Software Engineering Conference
Requirements Engineering
International Workshop on Global Software Development for the
Practitioner
Information Systems Management
International Workshop on Managing Requirements Knowledge
The Computer Journal
Journal of Information Technology
Conferences on Advances in New Technologies, Interactive Interfaces
and Communicability
International Journal of Information and Communication
Engineering
International Journal of Project Management
Total
1
1
1
1
1
1
1
0,75
1
0,75
1
1
1
133
0,75
0,75
0,75
100
Estudos
primários
(%)
5
5
4
4
3
3
2
2
2
2
1
1
1
1
1
1
1
1
1
1
1
1
9,80
9,80
7,84
7,84
5,88
5,88
3,92
3,92
3,92
3,92
1,96
1,96
1,96
1,96
1,96
1,96
1,96
1,96
1,96
1,96
1,96
1,96
1
1
1
1
1
1,96
1,96
1,96
1,96
1,96
1
1,96
1
51
1,96
100
0,75
0,75
0,75
0,75
0,75
0,75
174
APÊNDICE F – AUTORES DOS ESTUDOS
PRIMÁRIOS
Os estudos primários estão associados a 431 autores diferentes, os quais são lsitados
abaixo, seguido da quantidade de seus estudos primários produzidos entre parênteses.
Damian, Daniela E (14)
Bass, Len (2)
Nguyen, Thanh H D (2)
Baldanza, Jonathan (1)
Vizcaíno, Aurora (9)
Betz, Stefanie (2)
Nitto, Elisabetta Di (2)
Barbosa, Yuri (1)
Lassenius, Casper (9)
Bjorn-Andersen, Niels (2) Parviainen, Päivi (2)
Basoglu, K. Asli (1)
Herbsleb, James D (8)
Brazile, Robert (2)
Paulish, Daniel J (2)
Battin, Robert D (1)
Paasivaara, Maria (7)
Čavrak, Igor (2)
Philip, Tom (2)
Begel, Andrew (1)
Lanubile, Filippo (5)
Chang, Klarissa T (2)
Piri, Arttu (2)
Bendas, Dan (1)
Piattini, Mario (5)
Cleland-huang, Jane (2)
Prause, Christian R. (2)
Berczuk, Steve (1)
Aranda, Gabriela N (4)
Clerc, Viktor (2)
Prikladnicki, Rafael (2)
Bhatla, Ashok (1)
Bass, Matthew (4)
Conchúir, Eoin Ó (2)
Redmiles, David F (2)
Bietz, Matthew J (1)
Calefato, Fabio (4)
Dafoulas, George (2)
Reiners, René (2)
Bin, Xu (1)
Meyer, Bertrand (4)
Deshpande, Sadhana (2)
Rosson, Mary Beth (2)
Bird, Christian (1)
Nordio, Martin (4)
Dittrich, Yvonne (2)
Say, Moniphal (2)
Bjørn, Pernille (1)
Richardson, Ita (4)
Dullemond, Kevin (2)
Schneider, Kurt (2)
Boden, Alexander (1)
Vliet, Hans Van (4)
Ehrlich, Kate (2)
Schwabe, Gerhard (2)
Boneventura, Nina (1)
Ågerfalk, Pär J (3)
Estler, H Christian (2)
Sengupta, Bikram (2)
Borchers, Greg (1)
Al-Ani, Ban (3)
Fitzgerald, Brian (2)
Serce, Fatma Cemile (2)
Brinkkemper, Sjaak (1)
Casey, Valentine (3)
Ghezzi, Carlo (2)
Šmite, Darja (2)
Bugde, Shilpa (1)
Cataldo, Marcelo (3)
Giuffrida, Rosalba (2)
Solingen, Rini van (2)
Bull, IanRigby, Peter (1)
Crnković, Ivica (3)
González, V M (2)
Storey, Margaret-anne (2) Bures, Hynek (1)
Hiltz, Starr Roxanne (3)
Gotel, Olly (2)
Sunetnanta, T (2)
Busko, Ivo (1)
Kulkarni, Vidya (3)
Grinter, Rebecca E (2)
Swigger, Kathleen (2)
Bynum, Wayne (1)
Kwan, Irwin (3)
Hernández, José Luís (2)
Tihinen, Maarit (2)
Caballero, I (1)
Marczak, Sabrina (3)
Holmström, Helena (2)
Tschannen, Julian (2)
Caballero, Ismael (1)
Morán, Alberto L (3)
Hyysalo, Jarkko (2)
Wolf, Timo (2)
Cao, Lan (1)
Nagappan, Nachiappan (3) Jaanu, Tuomas (2)
Žagar, Mari (2)
Carlson, Patrick (1)
Niinimäki, Tuomas (3)
Jeffery, Ross (2)
Abrahamsson, Pekka (1)
Carneiro, Pedro J de S (1)
Alpaslan, Ferda Nur (3)
Junior, Ivaldir H de F (2)
Agrawal, Puneet (1)
Cechich, Alejandra (1)
Ocker, Rosalie J (3)
Khan, Hashim (2)
Aguirre, Nazareno (1)
Chandra, Satish (1)
Orlić, Marin (3)
Kitchenham, Barbara (2)
Ahsan, Dr Ali (1)
Cheng, Li-Te (1)
Palacio, Ramón R (3)
Knauss, Eric (2)
Akram, Adnan (1)
Ciccozzi, Federico (1)
Plotnick, Linda (3)
Korkala, Mikko (2)
Almeida, Ana Carina M (1) Collins, Eliane (1)
Scharff, Christelle (3)
Lago, Patricia (2)
Almeida, Eduardo
Conboy, Kieran (1)
Adya, Monica (2)
Lopez, Victor (2)
Santana de (1)
Conte, Tayana (1)
Ahmad, Arshad (2)
Mahnke, Volker (2)
Arbor, Ann (1)
Corbellini, Alejandro (1)
Alnuem, Mohammed
Mallardo, Teresa (2)
Ärlig, Ulf (1)
Corbitt, Brian (1)
Abdullah (2)
Manteli, Christina (2)
Arvanitis, T N (1)
Cresitello-Dittmar, M (1)
Alpaslan, Ferda Nur (2)
Monasor, Miguel J (2)
Aurum, Aybüke (1)
Crocker, Ron (1)
Avram, Gabriela (2)
Mullick, Neel (2)
Aversano, Lerina (1)
Cunnington, Sharon K (1)
Azevedo, Ryan R. De (1)
Cusick, James (1)
Babar, Muhammad Ali (2) Nath, Dhruv (2)
175
Dabbish, Laura (1)
Graham, T C N (1)
Kornstädt, Andreas (1)
Melnik, Grigori (1)
D'Abrusco, Raffaele (1)
Green, R (1)
Kotlarsky, Julia (1)
Menten, Achim (1)
Daim, Tugrul U (1)
Gumienny, Raja (1)
Kreidler, Joe (1)
Mettovaara, Vesa (1)
Dascalu, Madalina (1)
Gumm, Dorina-c (1)
Kristjánsson, Baldur (1)
Mikawa, Suzanne P (1)
Datta, Subhajit (1)
Gutwin, Carl (1)
Kumar, Kuldeep (1)
Milewski, Allen E (1)
De Lucia, Andrea (1)
Ha, Anita (1)
Kumar, N (1)
Miller, Christine (1)
Delaney, Brendan (1)
Hadwin, Allyson (1)
Kurpick, Thomas (1)
Minervini, Pasquale (1)
Delone, William (1)
Hall, Tracy (1)
Lamersdorf, Ansgar (1)
Mishra, Alok (1)
Dencheva, Silviya (1)
Halverson, Christine A (1) Landay, James A (1)
Mishra, Deepti (1)
Devanbu, Premkumar (1)
Handel, Mark (1)
Lane, Michael T (1)
Mitin, Roman (1)
Dewan, Prasun (1)
Hanisch, Jo (1)
Larbi, Nancy E (1)
Mockus, Audris (1)
Dias-Neto, Arilo (1)
Hegde, Rajesh (1)
Laurent, Paula (1)
Moe, Nils Brede (1)
Doe, Stephen (1)
Heikkilä, Ville T (1)
Laurino, Omar (1)
Mohan, Kannan (1)
Dubé, Line (1)
Heinz, Markus (1)
Layman, Lucas (1)
Montoya-Weiss, Mitzi (1)
Durasiewicz, Sandra (1)
Heiss, Michael (1)
Lee, Gwanhoo (1)
Moraes, Alan (1)
Ebert, Rick (1)
Helms, Remko (1)
Lee, Min Kyung (1)
Moran, Thomas (1)
Edwards, H. Keith (1)
Herbsleb, Jim (1)
Lee, Robert (1)
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177
APÊNDICE G – LISTA DE ESTUDOS PRIMÁRIOS SELECIONADOS
A seguir são apresentados dados dos 184 estudos primários selecionados nesta RSL.
ID
E002
E005
E007
Título
"Now, I Have a Body": Uses and Social Norms for Mobile
Remote Presence in the Workplace
A Case Study of Customer Communication in Globally
Distributed Software Product Development
A Comparative Empirical Study of Communication in
Distributed and Collocated Development Teams
Autor (es)
Lee, Min Kyung ; Takayama, Leila
Korkala, Mikko ; Pikkarainen, Minna ;
Conboy, Kieran
Al-Ani, Ban ; Edwards, H. Keith
Fonte
Conference on Human Factors in
Computing Systems
International Conference on Product
Focused Software
International Conference on Global
Software Engineering
International Symposium on Empirical
Software Engineering and
Measurement
Ano
2011
2010
2008
E010
A Controlled Experiment on the Effects of Synchronicity in
Remote Inspection Meetings
Calefato, Fabio ; Lanubile, Filippo ;
Mallardo, Teresa
E013
A framework to improve communication during the
requirements elicitation process in GSD projects
E036
Agile vs. Structured Distributed Software Development: A
Case Study
Aranda, Gabriela N. ; Vizcaíno, Aurora ;
Piattini, Mario
Estler, H.-Christian ; Nordio, Martin ; Furia,
Carlo a. ; Meyer, Bertrand ; Schneider,
Johannes
E037
Aligning Software Maintenance to the Offshore Reality
Seybold, Christian ; Keller, Rudolf K.
An Empirical Study of Global Software Development:
Distance and Speed
An empirical study of requirements engineering in
distributed software projects: is distance negotiation more
effective?
Herbsleb, James D ; Mockus, Audris ;
Finholt, Thomas A ; Grinter, Rebecca E
An Exploratory Study on Open Conversation Spaces In
Software Engineering
Dullemond, Kevin ; Gameren, Ben van ;
Solingen, Rini van
An Industrial Experience on the Application of Distributed
Testing in an Agile Software Development Environment
Architectures, Coordination , and Distance : Conway's Law
and Beyond
Assessing the Impact of Real-Time Machine Translation
on Requirements Meetings: A Replicated Experiment
Collins, Eliane ; Macedo, Gisele ; Maia,
Nayane ; Dias-Neto, Arilo
International Conference on
Collaborative Computing: Networking,
Applications and Worksharing
International Conference on Global
Software Engineering
Herbsleb, James D ; Grinter, Rebecca E
IEEE Software
1999
Calefato, Fabio ; Lanubile, Filippo ; Conte,
Tayana ; Prikladnicki, Rafael
International Symposium on Empirical
Software Engineering and
2012
E041
E043
E045
E047
E061
E063
Damian, Daniela
2007
Requirements Engineering
2010
International Conference on Global
Software Engineering
2012
Conference on Software Maintenance
and Reengineering
International Conference on Software
Engineering
Asia-Pacific Software Engineering
Conference
2008
2001
2001
2011
2012
178
E066
E067
E070
E076
E080
E082
E086
E088
E089
E090
E092
E093
E094
E098
E104
E105
E106
Automatic Status Updates in Distributed Software
Development
Awareness in the Wild: Why Communication Breakdowns
Occur
Can distributed software development be agile?
CodeSaw: A Social Visualization of Distributed Software
Development
Collaboration Patterns and the Impact of Distance on
Awareness in Requirements-Centred Social Networks
Collaborative Embedded Systems Development: Survey of
State of the Practice
Communication and Quality in Distributed Agile
Development: An Empirical Case Study
Communication in Distributed Agile Development: A Case
Study
Communication Metaphors-in-Use: Technical
Communication and Offshore Systems Development
Communication Networks in Geographically Distributed
Software Development
Communication, coordination and control in distributed
development: an OSS case study
Communication, Knowledge and Co-ordination
Management in Globally Distributed Software
Development: Informed by a scientific Software
Engineering Case Study
Communications in Global Software Development: An
Empirical Study Using GTK + OSS Repository
Computer-mediated communication to support
distributed requirements elicitations and negotiations
tasks
Coordination Practices in Distributed Software
Development of Small Enterprises
Coping with cultural and maturity inequality in offshore
outsourcing: is minimizing interaction the solution ?
Coping with Distance: An Empirical Study of
King, Abayomi ; Lyons, Kelly
Damian, Daniela ; Izquierdo, Luis ; Singer,
Janice ; Kwan, Irwin
Ramesh, Balasubramaniam ; Cao, Lan ;
Mohan, Kannan ; Xu, Peng
Measurement
International Workshop on Web 2.0
for Software Engineering
International Conference on Global
Software Engineering
Communications Of The ACM
2011
2007
2006
Persson, Anna ; Lings, Brian ; Lundell, Björn
; Mattsson, Anders ; Ärlig, Ulf
International Conference on HumanComputer Interaction
International Conference on
Requirements Engineering
International Symposium and
Workshop on Engineering of Computer
Based Systems
International Journal of Information
and Communication Engineering
Conference on Software Engineering
and Advanced Applications
Transactions on Professional
Communication
Internationl Conference on Computer
Supported Cooperative Work
International Conference on Open
Source Systems
Taweel, Adel ; Delaney, Brendan ; Arvanitis,
Theodoros N.; Zhao, Lei
International Conference on Global
Software Engineering
2009
Yu, Liguo ; Ramaswamy, Srini ; Mishra,
Alok; Mishra, Deepti
On the Move to Meaningful Internet
Systems Workshops
2011
Calefato, Fabio ; Damian, Daniela ; Lanubile,
Filippo
International Journal Empirical
Software Engineering
2011
Boden, Alexander ; Nett, Bernhard; Wulf,
Volker
International Conference on Global
Software Engineering
European Conference on Information
Systems
Gilbert, Eric ; Karahalios, Karrie
Damian, Daniela ; Marczak, Sabrina ; Kwan,
Irwin
Hyysalo, Jarkko ; Parviainen, Päivi ; Tihinen,
Maarit
Green, R; Mazzuchi, T ; Sarkani, S
Korkala, Mikko ; Abrahamsson, Pekka
Wareha, Jonathan ; Mahnke, Volker ; Peters,
Sanjay ; Bjorn-Andersen, Niels
Cataldo, Marcelo ; Herbsleb, James D
Hertzum, Morten ; Pries-Heje, Jan
Sindhgatta, Renuka ; Sengupta, Bikram ;
International Conference Companion
2007
2007
2010
2007
2007
2008
2005
2007
2011
179
Communication on the Jazz Platform
E108
E110
E112
E117
E120
Critical issues of offshore software development project
failures
Cultural and linguistic problems in GSD: a simulator to
train engineers in these issues
CVS Integration with Notification and Chat: Lightweight
Software Team Collaboration
Design, Implementation, and Evaluation of a Virtual
Meeting Tool-Based Innovation for UML Technology
Training in Global Organizations
Detecting and Classifying Patterns of Requirements
Clarifications
E127
Distributed Software Development Course: Students' and
Teachers' Perspectives
E137
Elicitation of Communication Inherent Risks in
Distributed Software Development
E142
Essential communication practices for Extreme
Programming in a global software development team
E146
Evolving an Infrastructure for Student Global Software
Development Projects : Lessons for Industry
E147
Experiences of Instant Messaging in Global Software
Development Projects: A Multiple Case Study
E151
E152
E153
E155
E156
Datta, Subhajit
Philip, T; Schwabe, G; Ewusi-Mensah, K
Monasor, Miguel J ; Vizcaíno, Aurora ;
Piattini, Mario
Fitzpatrick, Geraldine ; Marshall, Paul ;
Phillips, Anthony
Koivulahti-Ojala, Mervi ; Käkölä, Timo
Knauss, Eric ; Damian, Daniela ; Poocaamaño, Germán ; Cleland-huang, Jane
Feljan, Juraj ; Crnković, Ivica ; Bosnić, Ivana
; Orlić, Marin ; Mario, Žagar
Junior, Ivaldir H. De Farias ; Azevedo, Ryan
R. De ; Moura, Hermano P. De ; Silva,
Dennis S. Martins Da
Layman, Lucas ; Williams, Laurie ; Damian,
Daniela ; Bures, Hynek
Gotel, Olly ; Kulkarni, Vidya ; Phal, Des ; Say,
Moniphal ; Scharff, Christelle ; Sunetnanta,
Thanwadee
on Object Oriented Programming
Systems Languages and Applications
Companion
International Conference on
Information Systems
Journal of Software: Evolution And
Process
Internationl Conference on Computer
Supported Cooperative Work
Hawaii International Conference on
System Sciences
International Conference on
Requirements Engineering
Workshop on Collaborative Teaching of
Globally Distributed Software
Development
2009
2012
2006
2012
2012
2012
International Conference on Global
Software Engineering Workshops
2012
Information and Software Technology
2006
India Software Engineering Conference
2009
Niinimäki, Tuomas ; Lassenius, Casper
International Conference on Global
Software Engineering
2008
Exploring the communication breakdown in global virtual
teams
Daim, Tugrul U. ; Ha, Anita ; Reutiman,
Shawn ; Hughes, Brennan ; Pathak, Ujjal ;
Bynum, Wayne ; Bhatla, Ashok
International Journal of Project
Management
2012
Exploring the Media Mix during IT-Offshore Project
Wende, Erik ; Schwabe, Gerhard ; Philip,
Tom
Exploring the Role of Instant Messaging in a Global
Software Development Project
Extending Socio-technical Congruence with Awareness
Relationships
Extreme programming in global software development
Dittrich, Yvonne ; Giuffrida, Rosalba
Kwan, Irwin ; Damian, Daniela
Xiaohu, Yang ; Bin, Xu ; Zhijun, He
International Workshop on Global
Sourcing of Information Technology
and Business Processes
International Conference on Global
Software Engineering
International Workshop on Social
Software Engineering
Canadian Conference on Electrical and
Computer Engineering
2010
2011
2011
2004
180
Factors Affecting Audio and Text-Based Communication
Media Choice in Global Software Development Projects
Five Years of Lessons Learned from the Software
Engineering Course: Adapting Best Practices for
Distributed Software Development
From RUP to Scrum in Global Software Development: A
Case Study
Fully Distributed Scrum: Linear Scalability of Production
between San Francisco and India
Global Software Development and Delay: Does Distance
Still Matter?
Global Software Development at Siemens: Experience
from Nine Projects
Global software development projects in one of the biggest
companies in Latvia: is geographical distribution a
problem?
Niinimaki, Tuomas ; Piri, Arttu ; Lassenius,
Casper
E175
Global Software Development: Who Does It?
Begel, Andrew ; Nagappan, Nachiappan
E177
Global Software Servicing: Observational Experiences at
Microsoft
Bugde, Shilpa ; Nagappan, Nachiappan ;
Rajamani, Sriram ; Ramalingam, G.
E178
Global Virtual Teams: How to manage them
Johnston, K A ; Rosin, K
E181
Group Awareness in Distributed Software Development
Gutwin, Carl ; Penner, Reagan ; Schneider,
Kevin
E188
How to Choose Groupware Tools Considering
Stakeholders' Preferences During Requirements
Elicitation?
Aranda, Gabriela N ; Vizcaíno, Aurora ;
Cechich, Alejandra ; Piattini, Mario
E192
IBM Industry Practice: Challenges in Offshore
Musio, Ilario
E194
Impact of Changing Communication Media on Conflict
Resolution in Distributed Software Development Projects
Khan, Huma Hayat ; Malik, Nauman
E197
Information Flow within a Dispersed Agile Team: A
Distributed Cognition Perspective
Sharp, Helen ; Giuffrida, Rosalba ; Melnik,
Grigori
E201
Intelligent Analysis of User Interactions in a Collaborative
Software Engineering Context
Corbellini, Alejandro ; Schiaffino, Silvia ;
Godoy, Daniela
E203
Interaction Patterns among Global Software Development
Serce, Fatma Cemile ; Swigger, Kathleen ;
E158
E160
E165
E166
E171
E172
E173
Neto, Crescencio Rodrigues Lima ; Almeida,
Eduardo Santana de
Noordeloos, Ramon ; Manteli, Christina ;
Vliet, Hans Van
Sutherland, Jeff ; Schoonheim, Guido ;
Kumar, N. ; Pandey, V. ; Vishal, S.
Nguyen, Thanh ; Wolf, Timo ; Damian,
Daniela
Herbsleb, James D ; Paulish, Daniel J ; Bass,
Matthew
Šmite, Darja
International Conference on Global
Software Engineering
Workshop on Collaborative Teaching of
Globally Distributed Software
Development
International Conference on Global
Software Engineering
Agile Conference
International Conference on Global
Software Engineering
International Conference on Software
Engineering
Software Process: Improvement and
Practice
International Conference on Global
Software Engineering
International Conference on Global
Software Engineering
International Conference on Computer
and Management
Internationl Conference on Computer
Supported Cooperative Work
International Workshop on
Groupware: Design, Implementation,
and Use
Software Engineering Approaches For
Offshore and Outsourced Development
Malaysian Conference in Software
Engineering
International Conference on Agile
Processes in Software Engineering and
Extreme Programming
Conferences on Advances in New
Technologies, Interactive Interfaces
and Communicability
International Symposium on
2009
2012
2012
2009
2008
2005
2006
2008
2008
2011
2004
2007
2009
2011
2012
2011
2009
181
Learning Teams
E208
E212
E216
E218
E219
E224
Investigating an 'Agile-Rigid' Approach in Globally
Distributed Requirements Analysis
Knowledge Management: A Solution to Requirements
Understanding in Global Software Engineering
Leadership Roles and Communication Issues in Partially
Distributed Emergency Response Software Development
Teams: A Pilot Study
Lessons Learned from an eXtremely Distributed Project
Leveraging expertise in global software teams: Going
outside boundaries
Managing Communication among Geographically
Distributed Teams: A Brazilian Case
E226
Managing coordination and cooperation in distributed
software processes: the GENESIS environment
E227
Managing distributed software development in the Virtual
Astronomical Observatory
E230
E235
E237
E238
E248
E252
E254
E261
Managing knowledge on communication and information
flow in global software projects
Mastering Dual-Shore Development – The Tools and
Materials Approach Adapted to Agile Offshoring
Media Choices and Trust in Partially Distributed Global
Teams
Media Choices over Time in Partially Distributed Teams
Mum Effect as an Offshore Outsourcing Risk: A Study of
Differences in Perceptions
Obtaining Requirements for Designing a Tool to Support
Distributed Development
Offshore middlemen: transnational intermediation in
technology sourcing
Offshoring Attitudes, Relational Behaviours, And
Alpaslan, Ferda Nur ; Brazile, Robert ;
Dafoulas, George ; Lopez, Victor
Yadav, Vanita ; Adya, Monica ; Nath, Dhruv ;
Sridhar, V
Khan, Hashim ; Ahmad, Arshad ; Alnuem,
Mohammed A
Collaborative Technologies and
Systems
Pacific Asia Conference on Information
Systems
Research Journal of Applied Sciences,
Engineering and Technology
2007
Plotnick, Linda ; Ocker, Rosalie ; Hiltz, Starr
Roxanne ; Rosson, Mary Beth
Hawaii International Conference on
System Sciences
2008
Hogan, Ben
Agile Conference
International Conference on Global
Software Engineering
Software Engineering Approaches For
Offshore and Outsourced Development
Ehrlich, Kate ; Chang, Klarissa
Almeida, Ana Carina M ; Junior, Ivaldir H De
Farias ; Carneiro, Pedro Jorge De S
Aversano, Lerina ; De Lucia, Andrea ; Gaeta,
Matteo ; Ritrovato, Pierluigi ; Stefanucci,
Silvio ; Luisa Villani, Maria
Evans, Janet D. ; Plante, Raymond L. ;
Boneventura, Nina ; Busko, Ivo ; CresitelloDittmar, Mark ; D'Abrusco, Raffaele ; Doe,
Stephen ; Ebert, Rick ; Laurino, Omar ;
Pevunova, Olga ; Refsdal, Brian ; Thomas,
Brian
Stapel, Kai ; Schneider, Kurt
2012
2006
2006
2009
Software Process: Improvement and
Practice
2004
SPIE Conference
2012
Expert Systems
2012
Plotnick, Linda ; Hiltz, Starr Roxanne ;
Ocker, Rosalie J
Plotnick, Linda ; Hiltz, Starr Roxanne ;
Ocker, Rosalie J.
Software Engineering Approaches For
Offshore and Outsourced Development
Hawaii International Conference on
System Sciences
Hawaii International Conference on
System Sciences
Sajeev, A.S.M. ; Ramingwong, S.
The Computer Journal
2009
Journal of Universal Computer Science
2012
Journal of Information Technology
2008
Kornstädt, Andreas ; Sauer, Joachim
Hernández, José Luis ; Vizcaíno, Aurora ;
Caballero, Ismael ; Aranda, Gabriela
Mahnke, Volker ; Wareham, Jonathan ;
Bjorn-Andersen, Niels
Não informado
European Conference on Information
2007
2010
2012
182
E262
E263
E264
E265
E276
E282
Departmental Culture
On Coordination Mechanisms in Global Software
Development
On Educating Globally Distributed Software Development
– a Case Study Distances in GSD
On the Need for Mixed Media in Distributed
Requirements Negotiations
On The Roles of APIs in the Coordination of Collaborative
Software Development
Out of Sight but Not Out of Mind? Informal Networks ,
Communication and Media Use in Global Software Teams
Performing a Project in a Distributed Software
Development Course: Lessons Learned
Cataldo, Marcelo ; Bass, Matthew ; Herbsleb,
James D ; Bass, Len
Mäkiö, Juho ; Betz, Stefanie
Damian, Daniela ; Lanubile, Filippo ;
Mallardo, Teresa
Souza, Cleidson R. B. ; Redmiles, David F.
Chang, Klarissa T ; Ehrlich, Kate
Ciccozzi, Federico ; Crnkovic, Ivica
E294
Providing Training in GSD by Using a Virtual
Environment
Monasor, Miguel J ; Vizcaíno, Aurora ;
Piattini, Mario
E296
Quality indicators on global software development
projects: does getting to know you' really matter?
Gotel, Olly ; Kulkarni, Vidya ; Say, Moniphal
; Scharff, Christelle ; Sunetnanta, Thanwadee
E300
Recommending Experts Using Communication History
Moraes, Alan ; Silva, Eduardo ; Trindade,
Cleyton ; Barbosa, Yuri
E301
E304
E310
E321
E323
E329
E331
Reflecting the choice and usage of communication tools in
global software development projects with media
synchronicity theory
Removing Barriers to Trust in Distributed Teams:
Understanding Cultural Differences and Strengthening
Social Ties
Requirements Understanding: A Challenge in Global
Software Development, Industrial Surveys in Kingdom of
Saudi Arabia
Selective availability: coordinating interaction initiation in
distributed software development
Shared Waypoints and Social Tagging to Support
Collaboration in Software Development
Sociomaterial bricolage: The creation of location-spanning
work practices by global software developers
Software Architecture as a Means of Communication in a
Globally Distributed Software Development Context
Systems
International Conference on Global
Software Engineering
International Symposium on Computer
and Information Sciences
Transactions on Software Engineering
Internationl Conference on Computer
Supported Cooperative Work
Conference of The Center for Advanced
Studies on Collaborative Research
International Conference on Global
Software Engineering
International Conference on ProductFocused Software Process
Improvement
Journal of Software: Evolution And
Process
International Workshop on
Recommendation Systems for Software
Engineering
2007
2009
2008
2009
2007
2010
2012
2012
2010
Niinimäki, Tuomas ; Piri, Arttu ; Lassenius,
Casper ; Paasivaara, Maria
Journal of Software: Evolution And
Process
2012
Mikawa, Suzanne P ; Cunnington, Sharon K ;
Gaskins, Scott A
International Workshop on
Intercultural Collaboration
2009
Alnuem, Mohammed Abdullah ; Ahmad,
Arshad ; Khan, Hashim
Computer Software and Applications
Conference
2012
IET Software
2012
Internationl Conference on Computer
Supported Cooperative Work
2006
Johri, Aditya
Information and Software Technology
2011
Svensson, Richard Berntsson ; Aurum,
Aybüke ; Paech, Barbara ; Gorschek, Tony ;
International Conference on ProductFocused Software Process
2012
Palacio, R.R. ; Morán, A L. ; González, V.M. ;
Vizcaíno, a.
Storey, Margaret-anne ; Cheng, Li-Te ; Bull,
Ian ; Rigby, Peter
183
E333
E344
E347
E357
E364
E375
E376
E387
Software Engineering Across Boundaries: Student Project
in Distributed Collaboration
Successful Collaborative Software Projects for Medical
Devices in an FDA Regulated Environment: Myth or
Reality?
Supporting Collaboration in the Geographically
Distributed Work with Communication Tools in the
Remote District SME's
Teaching Students Global Software Engineering Skills
using Distributed Scrum
Temporal coordination through communication: using
genres in a virtual start-up organization
The Impact of Media Selection on Stakeholder
Communication in Agile Global Software Development: A
Preliminary Industrial Case Study
The impact of stakeholders' geographical distribution on
managing requirements in a multi-site organization
Tool to facilitate appropriate interaction in global software
development
Sharma, Devesh
JOHANSSON, CONNY ; DITTRICH,
YVONNE ; JUUSTILA, ANTTI
Improvement
Transactions on Professional
Communication
Sudershana, Subita ; Villca-roque, Abel ;
Baldanza, Jonathan
International Conference on Global
Software Engineering
2007
Liukkunen, Kari ; Lindberg, Kai ; Hyysalo,
Jarkko ; Markkula, Jouni
International Conference on Global
Software Engineering
2010
Paasivaara, Maria ; Lassenius, Casper ;
Damian, Daniela ; Petteri, R ; Schr, Adrian
Im, Hyun-Gyung ; Yates, JoAnne ;
Orlikowski, Wanda
International Conference on Software
Engineering
2013
Information Technology & People
2005
Junius, Biyagamage Agra ; Hall, Tracy ;
Fitzpatrick, Anthony
Conference on Computer Personnel
Research
2011
Damian, Daniela E ; Zowghi, Didar
International Conference on
Requirements Engineering
2007
IET Software
2011
IET Software
2011
International Conference on
Collaboration and Technology
2011
Palacio, R.R. ; Vizcaíno, a. ; Morán, A .L. ;
González, V.M.
Vizcaíno, A. ; García, F. ; Caballero, I. ; Villar,
J.C. ; Piattini, M.
Aranda, Gabriela Noemi ; Vizcaíno, Aurora ;
Hernández, José Luís ; Palacio, Ramón R ;
Morán, Alberto L
Everitt, Katherine M ; Klemmer, Scott R ;
Lee, Robert ; Landay, James A
E399
Towards an ontology for global software development
E404
Trusty: A Tool to Improve Communication and
Collaboration in DSD
E405
Two Worlds Apart: Bridging the Gap Between Physical
and Virtual Media for Distributed Design Collaboration
E407
Understanding Lacking Trust in Global Software Teams: A
Multi-case Study
E408
Using Audio and Collaboration Technologies for
Distributed Requirements Elicitation and Documentation
E409
Using Content and Text Classification Methods to
Characterize Team Performance
E410
Using Developer Activity Data to Enhance Awareness
during Collaborative Software Development
Menten, Achim ; Scheibmayr, Sven ;
Klimpke, Lars
Swigger, Kathleen ; Brazile, Robert ;
Dafoulas, George ; Serce, Fatma Cemile ;
Alpaslan, Ferda Nur ; Lopez, Victor
Omoronyia, Inah ; Ferguson, John ; Roper,
Marc ; Wood, Murray
E413
Using Scrum in Distributed Agile Development: A
Paasivaara, Maria ; Durasiewicz, Sandra ;
Moe, Nils Brede ; Šmite, Darja
Conference on Human Factors in
Computing Systems
International Conference on ProductFocused Software Process
Improvement
International Workshop on Managing
Requirements Knowledge
1999
2003
2007
2010
International Conference on Global
Software Engineering
2010
Internationl Conference on Computer
Supported Cooperative Work
2009
International Conference on Global
2009
184
E421
E425
E427
E429
E434
E457
E458
Multiple Case Study
Virtual Open Conversation Spaces: Towards Improved
Awareness in a GSE Setting
What Counts as Success? Punctuated Patterns of Use in a
Persistent Chat Environment
What Is Chat Doing in the Workplace?
When No One's Home : Being a Remote Writer on
Distributed Teams
Work Item Tagging: Communicating Concerns in
Collaborative Software Development
A Practical Management and Engineering Approach to
Offshore Collaboration
A rule-based model for customized risk identi fi cation and
evaluation of task assignment alternatives in distributed
software development projects
Lassenius, Casper
Dullemond, Kevin ; van Gameren, Ben ; van
Solingen, Rini
Halverson, Christine A ; Erickson, Thomas ;
Sussman, Jeremy
Handel, Mark ; Arbor, Ann ; Herbsleb, James
D
Larbi, Nancy E ; Springfield, Susan
IEEE Software
2006
Lamersdorf, Ansgar ; Münch, Jürgen ; Torre,
Alicia Fernández- del Viso ; Sánchez, Carlos
Rebate ; Heinz, Markus ; Rombach, Dieter
Journal of Software: Evolution And
Process
2012
International Symposium on Empirical
Software Engineering
Agile Practices Reduce Distance in Global Software
Development
E477
An empirical study of groupware support for distributed
software architecture evaluation process
Holmström, Helena ; Fitzgerald, Brian ;
Ågerfalk, Pär J. ; Conchúir, Eoin Ó.
Babar, Muhammad Ali ; Kitchenham,
Barbara ; Zhu, Liming ; Gorton, Ian ; Jeffery,
Ross
E488
Assessing communication media richness in requirements
negotiation
E493
Avoiding Scylla and Charybdis in Distributed Software
Development Course
E504
E530
Developing Trust In Virtual Software Development Teams
2003
Cusick, James ; Prasad, Alpana
E469
E502
2002
2012
Graham, James Wu T C N ; Smith, Paul W
E497
2003
Transactions on Software Engineering
A Study of Collaboration in Software Design
Back to Basics: The Role of Agile Principles in Success
with an Distributed Scrum Team
Bringing Global Sourcing into the Classroom: Experiential
Learning via Software Development Project
Can Real-Time Machine Translation Overcome Language
Barriers in Distributed Requirements Engineering?
Collaboration in Global Software Projects at Siemens: An
Experience Report
2010
Treude, Christoph ; Storey, Margaret-Anne
E462
E495
Software Engineering
International Conference on Global
Software Engineering
International Conference on
Supporting Group Work
Internationl Conference on Computer
Supported Cooperative Work
International Professional
Communication Conference
Information Systems Management
2006
Journal of Systems and Software
2006
Erra, U. ; Scanniello, G.
IET Software
2010
Bosnić, Ivana ; Čavrak, Igor ; Orlić, Marin ;
Žagar, Mario ; Crnković, Ivica
Workshop on Collaborative Teaching of
Globally Distributed Software
Development
2011
Berczuk, Steve
Agile Conference
2007
Adya, Monica ; Nath, Dhruv ; Sridhar,
Varadharajan ; Malik, Amit
Calefato, Fabio ; Lanubile, Filippo ;
Minervini, Pasquale
Bass, Matthew ; Herbsleb, James D ;
Lescher, Christian
Conference on Computer personnel
research
International Conference on Global
Software Engineering
International Conference on Global
Software Engineering
Journal of Theoretical and Applied
Electronic Commerce Research
Casey, Valentine
2007
2010
2007
2010
185
E533
E539
Differentiating Local and Global Systems Requirements
Gathering Processes in IS Software Development Projects
Distributed Versus Face-to-Face Meetings for Architecture
Evaluation: A Controlled Experiment
Hanisch, Jo ; Corbitt, Brian ; Thanasankit,
Theerasak
Babar, Muhammad Ali ; Kitchenham,
Barbara ; Jeffery, Ross
Bird, Christian ; Nagappan, Nachiappan ;
Devanbu, Premkumar ; Gall, Harald ;
Murphy, Brendan
E543
Does Distributed Development Affect Software Quality?
An Empirical Case Study of Windows Vista
E544
Effects of Four Distances on Communication Processes in
Global Software Projects
Jaanu, Tuomas ; Paasivaara, Maria ;
Lassenius, Casper
E557
Experience and Recommendations for Distributed
Software Development
Carlson, Patrick ; Xiao, Nan
E558
Experiences in Global Software Development - A
Framework-Based Analysis of Distributed Product
Development Projects
Lane, Michael T. ; Ågerfalk, Pär J.
E560
Experiments in Distributed Side-By-Side Software
Development
Dewan, Prasun ; Agrawal, Puneet ; Hegde,
Rajesh
Global Software Development Challenges: A Case Study on
Temporal, Geographical and Socio-Cultural Distance
Global Software Development: Are Architectural Rules the
Answer?
Holmstrom, Helena ; Conchúir, Eoin Ó ;
Ågerfalk, Pär J ; Fitzgerald, Brian
Clerc, Viktor ; Lago, Patricia ; Vliet, Hans
Van
Al-Ani, Ban ; Bietz, Matthew J. ; Wang, Yi ;
Trainer, Erik ; Koehne, Benjamin ; Marczak,
Sabrina ; Redmiles, David ; Prikladnicki,
Rafael
E568
E569
E572
E581
E589
E591
E594
E602
Globally Distributed System Developers: Their Trust
Expectations and Processes
Impact of Discrepancies in Effective Written
Communication on Organizational Quality of
Geographically Dispersed Software Organizations in
Software Industry of Pakistan
Instructional Design and Assessment Strategies for Teach
ing Global Software Development: A Framework
Integration by communication: knowledge exchange in
global outsourcing of product software development
Investigating the Role of organizational Structure in
Developing Shared understanding of Requirements within
GSD
Knowledge Transfer in IT Offshore Outsourcing Projects:
Akram, Adnan ; Ahsan, Dr. Ali
Pacific Asia Conference on Information
Systems
International Symposium on Empirical
Software Engineering
International Conference on Software
Engineering
International Symposium on Empirical
Software Engineering and
Measurement
Workshop on Collaborative Teaching of
Globally Distributed Software
Development
International Conference on Global
Software Engineering
International Conference on
Collaborative Computing: Networking,
Applications and Worksharing
International Conference on Global
Software Engineering
International Conference on Global
Software Engineering
Internationl Conference on Computer
Supported Cooperative Work
2006
2009
2012
2012
2009
2009
2006
2007
2013
International Symposium on
Management, Engineering and
Informatics
Damian, Daniela ; Hadwin, Allyson ; Al-ani,
Ban
Kristjánsson, Baldur ; Helms, Remko ;
Brinkkemper, Sjaak
International Conference on Software
Engineering
2006
Expert Systems
2012
Humayun, Mamoona ; Gang, Cui
International Multitopic Conference
2012
Betz, Stefanie ; Oberweis, Andreas ; Stephan,
International Conference on Global
2010
186
E605
E614
E615
E616
E639
An Analysis of the Current State and Best Practices
Management at the Outsourcing Destination - Global
Software Development in India
Mutual Dependency of Distribution , Benefits and Causes:
An Empirical Study
Near-Synchronicity and Distance: Instant Messaging as a
Medium for Global Software Engineering
Of Deadlocks and Peopleware - Collaborative Work
Practices in Global Software Development
Rolf
Student Motivation in Distributed Software Development
Projects
Bosnić, Ivana ; Čavrak, Igor ; Orlić, Marin ;
Žagar, Mario
Supporting Creative Collaboration in Globally Distributed
Companies
Surviving the paradoxes of virtual teamwork
Deshpande, Sadhana ; Richardson, Ita
Gumm, Dorina-c
Jaanu, Tuomas ; Paasivaara, Maria ;
Lassenius, Casper
Avram, Gabriela
Software Engineering
International Conference on Global
Software Engineering
International Conference on Global
Software Engineering
International Conference on Global
Software Engineering
International Conference on Global
Software Engineering
Workshop on Collaborative Teaching of
Globally Distributed Software
Development
Internationl Conference on Computer
Supported Cooperative Work
Information Systems Journal
Workshop on Collaborative Teaching of
Globally Distributed Software
Development
International Conference on Global
Software Engineering
International Workshop on Global
Software Development for the
Practitioner
2009
2007
2012
2007
2010
E646
Teaching a Global Project Course: Experiences and
Lessons Learned
E655
The Usefulness of Architectural Knowledge Management
Practices in GSD
Gumienny, Raja ; Gericke, Lutz ; Wenzel,
Matthias ; Meinel, Christoph
Dubé, Line ; Robey, Daniel
Gloor, Peter ; Paasivaara, Maria ; Lassenius,
Casper ; Schoder, Detlef ; Fischbach, Kai ;
Miller, Christine
Clerc, Viktor ; Lago, Patricia ; Vliet, Hans
Van
E664
Uncovering the Reality Within Virtual Software Teams
Casey, Valentine ; Richardson, Ita
Using a Real-Time Conferencing Tool in Distributed
Collaboration: An Experience Report from Siemens IT
Solutions and Services
Virtual team collaboration: building shared meaning,
resolving breakdowns and creating translucence
A risk profile of offshore-outsourced development projects
A Taxonomy and Visual Notation for Modeling Globally
Distributed Requirements Engineering Projects
Advanced Hands-on Training for Distributed and
Outsourced Software Engineering
Ambidextrous coping strategies in globally distributed
software development projects
Damian, Daniela ; Marczak, Sabrina ;
Dascalu, Madalina ; Heiss, Michael ; Liche,
Adrian
International Conference on Global
Software Engineering
2009
Bjørn, Pernille ; Ngwenyama, Ojelanki
Information Systems Journal
2009
Iacovou, Charalambos L. ; Nakatsu, Robbie
Laurent, Paula ; Mäder, Patrick ; ClelandHuang, Jane ; Steele, Adam
Nordio, Martin ; Mitin, Roman ; Meyer,
Bertrand
Lee, Gwanhoo ; Delone, William ; Espinosa,
J Alberto
Communications Of The ACM
International Conference on Global
Software Engineering
International Conference on Software
Engineering
2008
Communications Of The ACM
2006
Workshop on Collaborative Teaching of
Globally Distributed Software
Development
2011
E641
E643
E666
E672
E690
E695
E703
E708
E714
An Evolving Collaborative Model of Working in Students'
Global Software Development Projects
Scharff, Christelle
2013
2008
2011
2009
2006
2010
2010
187
E729
Be successful, take a hostage or outsourcing the
outsourcing Manager
Collaboration in Software Development Lesson Learned
from Two Large Multinational Organizations
Pichler, Horst
E799
How Do Distribution and Time Zones Affect Software
Development A Case Study on Communication
E806
Impression Formation in Online Peer Production Activity
Traces and Personal Profiles in GitHub
Mettovaara, Vesa ; Siponen, Mikko T. ;
Lehto, Jari A.
Massey, Anne P ; Montoya-Weiss, Mitzi ;
Hung, Caisy ; Ramesh, V
Richardson, Ita ; Milewski, Allen E ; Keil,
Patrick ; Mullick, Neel
Prause, Christian R. ; Reiners, Rene ;
Dencheva, Silviya
Sengupta, Bikram ; Sinha, Vibha ; Chandra,
Satish
Xu, Bin ; Yang, Xiaohu ; He, Zhijun ; Ma,
Albert
Richardson, Ita ; Avram, Gabriela ;
Deshpande, Sadhana ; Casey, Valentine
Nordio, Martin ; Estler, H. Christian ; Meyer,
Bertrand ; Tschannen, Julian ; Ghezzi, Carlo
; Nitto, Elisabetta Di
Marlow, Jennifer ; Dabbish, Laura ;
Herbsleb, Jim
E814
Inter-team Coordination in Large-Scale Globally
Distributed Scrum Do Scrum-of-Scrums Really Work
Paasivaara, Maria ; Lassenius, Casper ;
Heikkilä, Ville T.
E825
Knowledge-related challenges and solutions in GSD
E827
Leveraging Resources in Global Software Development
E837
Managing the Iterative Requirements Process in a Multinational Project Using an Issue Tracker
Parviainen, Päivi ; Tihinen, Maarit
Battin, Robert D. ; Crocker, Ron ; Kreidler,
Joe ; Subramanian, K.
Prause, Christian R. ; Scholten, Marius ;
Zimmermann, Andreas ; Reiners, René ;
Eisenhauer, Markus
E845
Microblogging's Impact on Collaboration Awareness : a
field study of microblogging within and between project
teams
E846
E880
E736
E752
E763
E773
E774
E788
E795
Cultural Perceptions og Tassk-Technology Fit
Distributed Development – an Education Perspective on
the Global Studio Project
Empirical Study of Tool Support in Highly Distributed
Research Projects
Enabling Collaboration in Distributed Requirements
Management
Global Cooperative Design in Legacy System
Reengineering Project
Having a Foot on Each Shore - Bridging Global Software
Development in the Case of SMEs
International Conference on Global
Software Engineering
Pacific Asia Conference on Information
Systems
Communications Of The ACM
International Conference on Software
Engineering
International Conference on Global
Software Engineering
2007
2006
2001
2006
2010
IEEE Software
2006
Electronic Markets
2003
International Conference on Global
Software Engineering
2008
International Conference on Global
Software Engineering
2011
Internationl Conference on Computer
Supported Cooperative Work
International Symposium on Empirical
Software Engineering and
Measurement
Expert Systems
2013
2012
2011
IEEE Software
2001
International Conference on Global
Software Engineering
2008
Zhao, Dejin ; Rosson, Mary Beth ; Matthews,
Tara ; Moran, Thomas
International Conference on
Collaboration Technologies and
Systems
2011
Mining Task-Based Social Networks to Explore
Collaboration in Software Teams
Wolf, Timo ; Schröter, Adrian ; Damian,
Daniela ; Panjer, Lucas D ; Nguyen, Thanh
H.D.
IEEE Software
2009
Siemens Global Studio Project Experiences Adopting an
Integrated GSD Infrastructure
Mullick, Neel ; Bass, Matthew ; El Houda, Z ;
Paulish, Daniel J ; Cataldo, M ; Herbsleb, J D
International Conference on Global
Software Engineering
2006
188
E885
E891
E893
E898
E902
E903
E908
E912
Supporting Acceptance Testing in Distributed Software
Projects with Integrated Feedback Systems: Experiences
and Requirements
TAPER A generic framework for establishing an offshore
development center
Teaching Software Engineering using Globally Distributed
Projects: The DOSE Course
The Impact of Multi-site Software Governance on
Knowledge Management
The Software Engineering Impacts of Cultural Factors on
Multi-cultural Software Development Teams
Tool Support for Distributed Software Engineering
Towards Agility In Design In Global Component – Based
Development
Understanding the functions of teleconferences for
coordinating global software development projects
; Bass, L
Liskin, Olga ; Herrmann, Christoph ; Knauss,
Eric ; Kurpick, Thomas ; Rumpe, Bernhard ;
Schneider, Kurt
Höfner, Gerd ; Mani, V S
Nordio, Martin ; Ghezzi, Carlo ; Meyer,
Bertrand ; Nitto, Elisabetta Di ; Tamburrelli,
Giordano ; Tschannen, Julian ; Aguirre,
Nazareno ; Kulkarni, Vidya
Manteli, Christina ; Hooff, Bart Van Den ;
Tang, Antony ; Vliet, Hans Van
Borchers, Greg
Spanjers, Hans ; Huurne, Maarten ter ;
Bendas, Dan ; Graaf, Bas ; Lormans, Marco ;
Solingen, Rini van
KOTLARSKY, JULIA ; Oshri, Ilan ; Kumar,
Kuldeep ; Hillegersberg, Jos Van
Wiredu, Gamel O.
International Conference on Global
Software Engineering
2012
International Conference on Global
Software Engineering
2007
Workshop on Collaborative Teaching of
Globally Distributed Software
Development
2011
International Conference on Global
Software Engineering
International Conference on Software
Engineering
2011
2003
International Conference on Global
Software Engineering
2006
Communications Of The ACM
2008
Information Systems Journal
2011
189
APÊNDICE H – LISTA DE ESTUDOS EXCLUÍDOS
A seguir são apresentados os estudos excluídos e os critérios de exclusão adotados.
ID
Título
Autor (es)
Ano
CE adotado
E001
"I am kind of a nomad where I have to go places and places"… Understanding
mobility, place and identity in global software work from India
D’Mello, Marisa ; Sahay, Sundeep
2007
CE2
E003
2D and 3D Visualizations in WikiDev2.0
E004
3D Remote Design Collaboration: A Pedagogical Case Study of the Cross- Cultural
Issues Raised
E006
A Communication Process for Global Requirements Engineering
E008
A Conceptual Model of ICT-Supported Unified Process of International Outsourcing
of Software Production
E009
A Context Conceptual Model for a Distributed Software Development Environment
E011
E012
E014
E016
E017
A Feature Partitioning Method for Distributed Agile Release Planing
A Framework for the Analysis of Coordination in Global Software Development
A Lightweight Approach for Knowledge Sharing in Distributed Software Teams
A Methodology for Reducing Geographical Dispersion Problems during Global
Requirements Elicitation
A Model For Evaluating Affective Relationships In Distributed Work
A multi-criteria distribution model for global software development projects
E018
A Multi-criteria Model for Planning and Fine-Tuning Distributed Scrum Projects
E019
A proposal of an integrated approach of software development and testing to
distributed teams
E015
E020
E021
A Propose Framework for Requirement Change Management in Global Software
Development
A review of awareness in distributed collaborative software engineering
Fokaefs, Marios ; Serrano, Diego ;
Tansey, Brendan ; Stroulia, Eleni
Wyeld, Theodor G ; Prasolova-frland,
Ekaterina ; Chang, Teng-wen
Hashmi, Sajid Ibrahim ; Ishikawa,
Fuyuki ; Richardson, Ita
2010
CE2
2007
CE2
2013
CE8
Yalaho, Anicet
2006
CE2
-
CE8
2011
2006
2008
CE2
CE2
CE8
2008
CE4
2010
CE8
CE2
2011
CE8
2010
CE8
2012
CE2
2010
CE8
Chaves, Ana Paula ; Huzita, Elisa H M ;
Vieira, Vaninha ; Steinmacher, Igor
Szoke, Akos
Wiredu, Gamel O
Maalej, Walid ; Happel, Hans-jörg
Aranda, Gabriela N ; Vizcaíno, Aurora ;
Cechich, Alejandra ; Piattini, Mario
Pallud, Jessie ; Josserand, Emmanuel
Lamersdorf, Ansgar ; Münch, Jürgen
Almeida, Luis Henrique ; Albuquerque,
Adriano Bessa ; Pinheiro, Plácido
Rogerio
Camila, Gislaine ; Leal, Lapasini ;
Alberto, César ; Hatsue, Elisa ; Huzita,
Moriya ; Delamaro, Márcio Eduardo
Khan, Arif Ali ; Basri, Shuib ; Dominic,
PDD
Omoronyia, Inah ; Ferguson, John ;
190
E022
E023
E024
E025
A safe space to vent: Conciliation and conflict in distributed teams
A socio-technical approach to improving the systems development process
A Software Inspection Process for Globally Distributed Teams
A Structured Framework for Managing Offshore Outsourcing Risks on Software
Support Projects
E026
A Study on a Multidimensional Model of Mum Effect among IT Students
E027
A Survey on the Business Relationship between Chinese Outsourcing Software
Suppliers and Their Outsourcers
E028
A Systematic Tertiary Study of Communication in Distributed Software Development
Projects
E029
A Team Collaboration Space Supporting Capture and Access of Virtual Meetings
E030
A Tool Framework for Deriving the Application Architecture for Global Software
Development Projects
E031
A Training Tool for Global Software Development
E032
A Unified Process Support Framework for Global Software Development
Acquiring and sharing tacit knowledge in software development teams: An empirical
study
E033
E034
Adopting a Social Network Perspective in Global Software Development
E035
Advanced Services: Changing How We Communicate
E038
An Agent-Based Architecture for Context-Aware Services Supporting Human
Interaction
E039
An Architecture for Supporting Small Collocated Teams in Cooperative Software
Development
Roper, Marc ; Wood, Murray
Billings, Matt ; Watts, Leon A
Patnayakuni, Ravi ; Ruppel, Cynthia P.
Mishra, Deepti ; Mishra, Alok
Lascano, Natacha ; Maniasi, Sebastián ;
Colla, Pedro
Ramingwong, Sakgasit ; Sajeev, A.S.M.
; Inchaiwong, Lachana
Li, Jingyue ; Ma, Jianqiang ; Conradi,
Reidar ; Chen, Weibing ; Ji, Junzhong ;
Liu, Chunnian
Santos, Alinne C.C. Dos ; Junior, Ivaldir
H. De Farias ; Moura, Hermano P. De ;
Marczak, Sabrina
Geyer, Werner ; Richter, Heather ;
Fuchs, Ludwin ; Frauenhofer, Tom ;
Daijavad, Shahrokh ; Poltrock, Steven
Yildiz, Bugra M. ; Tekinerdogan, Bedir ;
Cetin, Semih
Monasor, Miguel J ; Vizcaíno, Aurora ;
Piattini, Mario
Sa, Jin ; Maslova, Elena
Ryan, Sharon ; O’Connor, Rory V.
Manteli, Christina ; Vliet, Hans Van ;
Hooff, Bart Van Den
Colbert, Raymond O ; Compton, Diane
S ; Hackbarth, Randy L ; Herbsleb,
James D ; Hoadley, Laurie A ; Wills,
Graham J
Axel, B ; Wilmuth, M ; Pfirrmann, Uwe
; Schenk, Manfred ; Dimakis, Nikolaos ;
Soldatos, John ; Polymenakos, Lazaros
Campagnolo, Bruno ; Tacla, Cesar A ;
Paraíso, Emerson C ; Sato, Gilson Y ;
Ramos, Milton P
2007
2008
2010
CE2
CE2
CE2
2010
CE2
2009
CE2
2007
CE2
2012
CE8
2001
CE2
2012
CE2
2010
CE8
2002
CE2
2013
CE2
2012
CE8
2001
CE2
2006
CE2
2009
CE2
191
E040
An Educational Environment for Training Skills for Global Software Development
E042
An empirical study of learning by osmosis in global software engineering
E044
An Exploration of Swedish Companies' Offshoring of R&D Activities to China
An Industrial Evaluation of Technological Support for Overhearing Conversations in
Global Software Engineering
An insight into the interplay between cultur , conflict and distance in globally
distributed requirements negotiations
An Introduction to Global Product Line Requirements Engineering
An Investigation Of How Culture Impacts Global Work: Unpacking The Layers Of
Culture
E046
E048
E049
E050
E051
Analyzing Ontology as a Facilitator During Global Requirements Elicitation
E054
Analyzing Stakeholders' Satisfaction When Choosing Suitable Groupware Tools for
Requirements Elicitation
Analyzing the scalability of coordination requirements of a distributed software
project
Antecedents of Awareness in Virtual Teams
E055
Applying a Distributed CSCL Activity for Teaching Software Architecture
E056
Applying Multi-Criteria Decision Analysis to Global Software Development with
Scrum Project Planning
E052
E053
E057
E058
E060
Architectural Task Allocation in Distributed Environment: A Traceability Perspective
Architectural Viewpoints for Global Software Development
Architecture Leadership and Management in Globally Distributed Software
Development
Architecture-Centric Global Software Processes
E062
Assessing a Multi-Site Development Organization for Architectural Compliance
E064
Augmenting Social Awareness in a Collaborative Development Environment
E059
Monasor, Miguel J. ; Vizcaíno, Aurora ;
Piattini, Mario
Lago, Patricia ; Muccini, Henry ; Babar,
Muhammad Ali
Hafström, L ; Magnusson, M ; Max, A
2010
CE8
2012
CE2
2010
CE2
Dullemond, Kevin ; Gameren, Ben Van
2012
CE4
Damian, Daniela E ; Zowghi, Didar
2002
CE4
Berenbach, Brian
2007
CE2
Street, Forest
2009
CE2
2009
CE4
2009
CE4
2012
CE2
2009
CE2
2011
CE2
2011
CE2
2012
2011
CE2
CE8
2008
CE8
2006
CE8
2007
CE2
2011
CE8
Aranda, Gabriela N. ; Vizcaino, Aurora ;
Piattini, Mario
Aranda, Gabriela N ; Vizcaíno, Aurora ;
Cechich, Alejandra ; Piattini, Mario
Souza, Cleidson R. B. ; Costa, Jean M.
R. ; Cataldo, Marcelo
Jang, Chyng-yang
Giraldo, Faber D ; Ochoa, Sergio F ;
Herrera, Myriam ; Clunie, Clifton ;
Neyem, Andres ; Zapata, Sergio ;
Arciniegas, Jose Luis ; Lizano, Fulvio
Almeida, Luis Henrique ; Pinheiro,
Plácido Rogério ; Albuquerque, Adriano
Bessa
Imtiaz, Salma
Yildiz, Bugra M. ; Tekinerdogan, Bedir
Sangwan, Raghvinder S ; Ros,
Johannes
Faria, Henrique Rocha de ; Adler, Gary
Clerc, Viktor ; Lago, Patricia ; Vliet,
Hans Van
Calefato, Fabio ; Lanubile, Filippo ;
Sanitate, Nicola ; Santoro, Giuseppe
192
E065
E068
E069
E071
Automated Requirements Elicitation for Global Software Development (GSD)
Environment
Awareness support in Global Software Development: A Systematic Review
Bridging Gaps between Developers and Testers in Globally-distributed Software
Development
Challenges of Globally Distributed Software Development – Analysis of Problems
Related to Social Processes and Group Relations
E072
Challenges on Adopting Scrum for Distributed Teams in Home Office Environments
E073
Chaos Issues on Communication in Agile Global Software Development
E074
CHIME: A Metadata-Based Distributed Software Development Environment
Cocreating Understanding And Value In Distributed Work: How Members Of Onsite
And Offshore
E075
E077
CODILA: A Collaborative and Distributed Learning Activity applied to software
engineering courses in Latin American Universities
E078
Cognitive-Based Rules As Ameans To Select Suitable Groupware Tools
E079
E081
Collaboration Maturity and the Offshoring Cost Barrier: The Trade- Off between
Flexibility in Team Composition and Cross-Site Communication Effort in
Geographically Distributed Development Projects
Collaboration should become a first-class citizen in support environments for
software engineers
E083
Collaborative Requirements Elicitation with Visualization Techniques
E084
Collaborative Software Engineering with a Digital Ecosystem
E085
E087
E091
Collabra: A Framework for Cooperative Software Maintenance
Communication cost of cognitive co-operation for distributed team
Communication Patterns in Geographically Distributed Software Development and
Ramzan, M ; Batool, Asma ; Minhas,
Nasir ; Qayyum, Zia Ul ; Jaffar, M
Arfan
Steinmacher, I ; Chaves, A ; Gerosa, M
Grechanik, Mark ; Jones, James A ;
Orso, Alessandro ; Hoek, André van der
Piri, Arttu
Luz, Marlon ; Gazineu, Daniel ; Teófilo,
Mauro
Kamaruddin, Nina Kamarina ; Arshad,
Noor Habibah ; Mphamed, Azlinah
Dossick, Stephen E ; Kaiser, Gail E
Vlaar, Paul W. L. ; Fenema, Paul C. van
; Tiwari, Vinay
Collazos, César a. ; Ochoa, Sergio F. ;
Zapata, Sergio ; Giraldo, Fáber D. ;
Lund, M. Inés ; Aballay, Laura ; de
Clunie, Gisela Torres
Aranda, Gabriela N ; Vizcaino, Aurora ;
Cechich, Alejandra ; Piattini, Mario ;
Castro-schez, Jose Jesus
Lasser, Stefan ; Heiss, Michael
Dulllemond, Kevin ; Van Gameren, Ben
; Van Solingen, Rini
Duarte, Diogo ; Farinha, Carla ; da
Silva, Miguel Mira ; da Silva, Alberto
Rodrigues
Heistracher, Thomas ; Kurz, Thomas ;
Marcon, Giulio ; Masuch, Claudius ;
Salzburg, A- Puch
Gupta, Ankur ; Qureshi, Salim Raza
Zhuge, Hai ; Shi, Xiaoqing
Cataldo, Marcelo ; Herbsleb, James D
2011
CE2
2010
CE2
2010
CE2
2008
CE2
2009
CE2
2012
CE8
CE8
2008
CE2
2010
CE2
2006
CE2
2005
CE2
2012
CE8
2012
CE2
2006
CE8
2011
2001
2008
CE8
CE8
CE2
193
E095
E096
E097
E099
E100
Engineers' Contributions to the Development Effort
Comparative analysis of Teams' growth in Offshore and Onshore Software
development Projects
Competencies Desirable For A Requirements Elicitation Specialist In A Global
Software Development
Computer Supported Cooperative Work In Software Engineering
Constructing Real-Time Collaborative Software Engineering Tools Using CAISE, an
Architecture for Supporting Tool Development
Content Oriented Virtual Domains for Secure Information Sharing Across
Organizations
E101
Context-Aware Mobile Assistant Agents in Software Project Management
E102
Context-Awareness on Software Artifacts in Distributed Software Development: A
Systematic Review
E107
Coordination implications of software architecture in a global software development
project
Could Global Software Development Benefit from Agile Methods?
E109
Cross-cultural educational needs in SE
E111
Cultural Differences in Temporal Perceptions and its Application to Running
Efficient Global Software Teams
E113
Daily Scrums in a Distributed Environment
E103
E114
E115
E116
E118
Data and information theft in e-commerce, jurisdictional challenges, related issues
and response of Indian laws
Design Discussion of the [braccetto] Research Platform: Supporting Distributed
Intensely Collaborating Creative
Design, experiences and user preferences for a web-based awareness tool
Designing a Simulator for the Training of Software Engineers in Global Requirements
Elicitation
Hashmi, J A I ; Ehsan, N ; Mirza, E ;
Ishaque, A ; Akhtar, A
Romero, Miguel ; Vizcaíno, Aurora ;
Piattini, Mario
Li, J. Jenny ; Li, Tangqiu ; Lin, Zongkai
; Mathur, Aidtya ; Kanoun, Karama
Cook, Carl ; Churcher, Neville
Sasaki, Takayuki ; Nakae, Masayuki ;
Ogawa, Ryuichi
Pasala, Anjaneyulu ; Sethuraman, Arun
; Niranjani, S ; Gorthi, Ravi Prakash ;
Gadde, Krupa Benhur
Vivian, Rafael Leonardo ; Huzita, Elisa
Hatsue Moriya ; Leal, Gislaine Camila
Lapasini ; Steinmacher, Ana Paula
Chaves
Avritzer, Alberto ; Paulish, Daniel ; Cai,
Yuanfang ; Sethi, Kanwarpreet
Paasivaara, Maria ; Lassenius, Casper
Linna, Petri ; Keto, Harri ; Jaakkola,
Hannu
Egan, Richard W ; Tremaine, Marilyn ;
Fjermestad, Jerry ; Milewski, Allen ;
O'Sullivan, Patrick
Ganis, Co-chairs Matt ; Surdek, Steffan
; Woodward, Elizabeth
Biswas, Tushar Kumar
Schremmer, Claudia ; Krumm-heller,
Alex ; Vernik, Rudi ; Epps, Julien
Lee, Alison ; Girgensohn, Andreas
Romero, Miguel ; Vizcaíno, Aurora ;
Piattini, Mario ; Vizcaino, Aurora ;
Piatini, Mario
2010
CE2
-
CE8
2004
CE2
2006
CE2
2010
CE2
2011
CE8
2011
CE8
2010
CE2
2006
CE2
2010
CE2
2006
CE2
-
CE2
2011
CE2
2007
CE2
2002
CE2
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194
E119
Designing an E-Mentoring Application for Facebook
E123
Determinants of software quality in offshore development – An empirical study of an
Indian vendor
Developing The Skills Needed For Requirement Elicitation In Global Software
Development
Dioptra: An Ethics Decision Support System
E124
Distributed GSS Facilitation and Participation: Field Action Research Research
E125
Distributed Requirements Elicitation Using a Spatial Hypertext Wiki
Distributed Requirements Specification: Minimizing The Effect Of Geographic
Dispersion
E121
E122
E126
E128
Distributing a Lean Organization: Maintaining Communication While Staying Agile
E129
Does Distributed Development Affect Software Quality? An Empirical Case Study of
Windows Vista
E130
Does Distributed Development Affect Software Quality? An Empirical Case Study of
Windows Vista
E131
E132
DsdK: An Ontology-Based System to Explore Distributed Software Development
Experiments
A Virtual Human Resource Organization Model in Dual-shore Collaborative Software
Development
E133
Effectiveness of Elicitation Techniques in Distributed Requirements Engineering
E134
Effects Of Distributed Teamwork And Time Pressure On Collaborative Planning
Quality
E135
Effects of Team Size on Participation , Awareness , and Technology Choice in
Geographically Distributed Teams
E136
Effects of time pressure and communication environment on team processes and
outcomes in dyadic planning
E138
Embedding Social Networking Information into Jazz to Foster Group Awareness
Lee, Hsun-ming ; Long, Ju ; Mehta,
Mayur R
2011
CE2
Kannabiran, G. ; Sankaran, K.
2011
CE2
-
CE8
-
CE2
1999
CE2
2010
CE8
-
CE2
2010
CE8
2009
CE4
2009
CE4
2012
CE2
2008
CE2
2002
CE2
2006
CE2
2002
CE2
2009
CE4
2009
CE8
Romero, Miguel ; Vizca, Aurora ;
Piattini, Mario
Mathieson, Kieran
Nicholas C. Romano, Jr. ; Briggs,
Robert O ; Mittleman, Daniel D ; Jay F.
Nunamaker, Jr.
Solis, Carlos ; Ali, Nour
Lopes, Leandro ; Prikladnicki, Rafael ;
Audy, Jorge L N ; Majdenbaum, Azriel
Meyer, Sebastian ; Knauss, Eric ;
Schneider, Kurt
Bird, By Christian ; Nagappan,
Nachiappan ; Devanbu, Premkumar ;
Gall, Harald ; Murphy, Brendan
Bird, Christian ; Nagappan,
Nachiappan ; Devanbu, Premkumar ;
Gall, Harald ; Murphy, Brendan
Rocha, Rodrigo G.C. ; Meira, Silvio
Liang, Xiejun ; Ma, Xiaohui ; Yang, Qi ;
Zhuo, Yue ; Xu, Bin ; Ma, Albert
Lloyd, Wesley James ; Rosson, Mary
Beth ; Arthur, James D
Kleij, Rick Van Der ; Rasker, Peter C ;
Lijkwan, Jameela T E ; Dreu, Carsten K
W De
Bradner, Erin ; Mark, Gloria ; Hertel,
Tammie D
van der Kleij, Rick ; Lijkwan, Jameela
T.E. ; Rasker, Peter C. ; De Dreu,
Carsten K.W.
Calefato, Fabio ; Gendarmi, Domenico ;
195
E139
within Distributed Teams
Empirical studies on the use of social software in global software development – A
systematic mapping study
Lanubile, Filippo
Giuffrida, Rosalba ; Dittrich, Yvonne
2013
CE8
E140
Enabling scientific teamwork
Hereld, Mark ; Hudson, Randy ; Norris,
John ; Papka, Michael E ; Uram,
Thomas
2009
CE2
E141
End-to-End Features as Meta-Entities for Enabling Coordination in Geographically
Distributed Software Development
Cataldo, Marcelo ; Herbsleb, James D
2009
CE2
E143
Evaluating Collaboration Platforms for Offshore Software Development Scenarios
2007
CE8
E144
Evaluating eXtreme Scenario-based Design in a Distributed Agile Team
2011
CE2
E145
Evaluating PresenceScape: A 3D Virtual World Application to Support Social
Awareness and Informal Communication in Distributed Teams
2012
CE2
E148
Experiences with Agile Practices in the Global Studio Project
2008
CE2
E149
Exploring Collaboration Patterns among Global Software Development Teams
2009
CE4
E150
E154
Exploring Propinquity in Global Software Engineering
Exploring the Role of Social Software in Global Software Development Projects
2009
2011
CE2
CE2
E157
Facilitating Understanding of Team-based Adaptation Policies
-
CE2
2012
CE2
2009
CE2
2011
CE4
2012
CE2
Tariq, Anum ; Khan, Aliya Ashraf
2012
CE8
Ellis, Jason B ; Luther, Kurt ; Bessiere,
Katherine ; Kellogg, Wendy A
2008
CE2
E159
E161
FADYRCOS, a semantic interoperability framework for collaborative model-based
dynamic reconfiguration of networked services
Flexible Global Software Development (GSD): Antecedents of Success in
Requirements Analysis
E162
FLOW Mapping: Planning and Managing Communication in Distributed Teams
E163
Foundations for the Design of Visualizations that Support Trust in Distributed Teams
Framework supporting team and project activities in Global Software Development
(GSD)
E164
E167
Games for Virtual Team Building
Rodriguez, Felix ; Geisser, Michael ;
Berkling, Kay ; Hildenbrand, Tobias
Lee, Jason Chong ; Judge, Tejinder K ;
McCrickard, D Scott
Willaert, Koen ; Lou, Zhe ; Broeck,
Sigurd Van ; Broeck, Marc Van den ;
Jacobs, An
Urdangarin, Roger ; Fernandes, Paulo ;
Avritzer, Alberto ; Paulish, Daniel
Serce, Fatma Cemile ; Alpaslan, FerdaNur ; Swigger, Kathleen ; Brazile,
Robert ; Dafoulas, George ; Lopez,
Victor ; Schumacker, Randy
Prikladnicki, Rafael
Giuffrida, Rosalba ; Dittrich, Yvonne
Hussain, Syed Sajid ; Veiel, Dirk ;
Haake, Joerg M ; Lukosch, Sephan
Kamoun, Aymen ; Tazi, Saïd ; Drira,
Khalil
Yadav, Vanita ; Adya, Monica ; Sridhar,
Varadharajan ; Nath, Dhruv
Stapel, Kai ; Knauss, Eric ; Schneider,
Kurt ; Zazworka, Nico
Trainer, Erik H ; Redmiles, David F
196
E168
E169
Generalised Environment for Process Management in Cooperative Software
Engineering
Global Requirements Engineering: Decision Support for Globally Distributed
Projects
E170
Global Software Development And Collaboration: Barriers And Solutions
E174
Global Software Development: Where are the Benefits?
E176
Global Software Project Management: A Case Study
E179
E180
E182
E183
E184
E185
Globally distributed product development using a new project management
framework
Globally Distributed Software Development and Pair Programming
Groupware adoption in a distributed organization: transporting and transforming
technology through social worlds
Growing and Sustaining an Offshore Scrum Engagement
Growth of Newcomer Competence: Challenges of Globalization
Handshaking Between Software Projects and Stakeholders Using Implementation
Proposals
E186
How a Good Software Practice Thwarts Collaboration – The multiple roles of APIs in
Software Development
E187
How Technological Support Can Enable Advantages of Agile Software Development
in a GSE Setting
E189
How Urgent is Urgent? The Impact of Culturally-Based Temporal Perceptions on
Virtual Teams
E190
HxI: Research Down Under in Distributed Intense Collaboration between Teams
E191
Hybrid Offshoring: Composite Personae and Evolving Collaboration Technologies
E193
E195
Identifying Key Success Factors for Globally Distributed Software Development
Project Using Simulation: A Case Study
Improving Global Software Development Project Performance Using Simulation
Gaeta, Matteo ; Ritrovato, Pierluigi
2002
CE8
Lescher, Christian ; Brügge, Bernd
2009
CE2
2010
CE8
2009
CE2
2010
CE2
2004
CE8
2006
CE2
Mark, Gloria ; Poltrock, Steven
2004
CE2
Uy, Edward ; Ioannou, Nikos
Zhou, Minghui ; Mockus, Audris
Fricker, Samuel ; Gorschek, Tony ;
Myllyperkiö, Petri
Souza, Cleidson R B De ; Redmiles,
David ; Cheng, Li-te ; Millen, David ;
Patterson, John
Dullemond, Kevin ; Gameren, Ben Van
; Solingen, Rini Van
Egan, Richard ; Tremaine, Marilyn ;
Fjermestad, Jerry ; Zhang, Suling ;
Milewski, Allen E. ; O'Sullivan, Patrick
Schremmer, Claudia ; MüllerTomfelde, Christian
Denny, Nathan ; Mani, Shivram ;
Sheshu, Ravi ; Swaminathan, Manish ;
Samdal, Jamie ; Gupta, Amar
2008
2010
CE2
CE2
2007
CE2
2004
CE2
2009
CE8
2009
CE2
2008
CE2
2009
CE8
Setamanit, Siri-on ; Raffo, David
2008
CE2
Setamanit, Siri-on ; Wakeland, Wayne ;
2007
CE8
Noll, By John ; Beecham, Sarah ;
Richardson, Ita
Conchúir, Eoin Ó ; Ågerfalk, Pär J ;
Olsson, Helena H ; FITZGERALD,
BRIAN
Björndal, Petra ; Smiley, Karen ;
Mohapatra, Prateeti
Pratim Ghosh, Partha ; Chandy
Varghese, Jacob
Flor, Nick V
197
E196
E198
E199
Improving Project Communication with Virtual Team Boards
In-Group (Us) versus Out-Group (Them) Dynamics and Effectiveness in Partially
Distributed Teams
Instant Messenger in Offshore Outsourced Software Development Projects:
Experiences from a Case Study
E200
Integration Starts on Day One in Global Software Development Projects
E202
Intelligent Decision Support to Assist Real-time Collaboration
Intercultural Communication Training in IT Outsourcing Companies in India: A Case
Study
E204
E205
Interorganizational Workflow Execution Based on Process Agents and ECA Rules
E206
Interpersonal trust in cross-functional, geographically distributed work: A
longitudinal study
E207
In-Time Role-Specific Notification as Formal Means to Balance Agile Practices in
Global Software Development Settings
E209
Issues and Strategy for Agile Global Software Development Adoption challenges
E210
Knowledge and Contextual Information Management in Global Software
Development: Challenges and Perspectives
E211
Knowledge Management in Distributed Agile Software Development
E213
E214
E215
E217
E220
Knowledge Sharing Management Risks in Outsourcing from Various Continents
Perspective: A Systematic Literature Review
Knowledge Transfer in ISD Offshore Outsourcing Project
Knowledge Transfer in Offshore Outsourcing: A Case Study of Japanese and
Vietnamese Software Companies
Learning to Work in Partially Distributed Teams: An Analysis of Emergent
Communication Structures and Technology Appropriation
LocaRhythms: Real-Time Data Mining for Continuous Detection and Prediction of
Raffo, David
Liskin, Olga ; Schneider, Kurt
Privman, Robin ; Hiltz, Starr Roxanne ;
Wang, Yiran
Wende, Erik ; Philip, Tom
Gotel, Olly ; Kulkarni, Vidya ; Scharff,
Christelle ; Neak, Longchrea
Phillips-wren, Gloria
Raju, Ritu
Lin, Donghui ; Sheng, Huanye ; Ishida,
Toru
Zolin, Roxanne ; Hinds, Pamela J ;
Fruchter, Renate ; Levitt, Raymond E
Wahyudin, Dindin ; Heindl, Matthias ;
Eckhard, Benedikt ; Schatten,
Alexander ; Biffl, Stefan
Dumitriu, Florin ; I, Bvd Carol ;
Mesnita, Gabriela
Huzita, Elisa Hatsue Moriya ; Leal,
Gislaine Camila Lapasini ; Balancieri,
Renato ; Tait, Tania F'tima Calvi ;
Cardoza, Edwin ; Penteado, Raqueline
Ritter De Moura ; Vivian, Rafael
Leonardo
Dorairaj, Siva ; Noble, James ; Malik,
Petra
Alam, Asad Ullah ; Khan, Siffat Ullah ;
Ali, Irshad
Yun, Huang Ling
Huong, Nguyen Thu ; Katsuhiro,
Umemoto ; Chi, Dam Hieu
Ocker, Rosalie J ; Webb, Heidi C ; Hiltz,
S Roxanne ; Brown, Ian D
Fetter, Mirko ; Gross, Tom
2012
CE2
2013
CE2
2011
CE4
2008
CE4
2008
CE2
2012
CE2
2007
CE2
2004
CE2
2008
CE8
-
CE8
2012
CE8
2012
CE2
2012
CE2
2009
CE2
2011
CE3
2010
CE2
2009
CE2
198
E221
E222
Stays
Low Degree of Separation Does Not Guarantee Easy Coordination
Managing a Supply Chain: What Communication Patterns Might Divulge about
Information Availability and Team Performance
E223
Managing Commitments and Risks: Challenges in Distributed Agile Development
E225
Managing Competence Transfer in Global Software Companies
E228
Managing Global Design Teams Vijay
E232
Managing Global R&amp;D Projects: Practical Experience in Building Project
Management Competency
Managing Knowledge Transfer in Offshore Software Development: The Role of
Copresent and ICT-Baed Interaction
Managing Risk In Offshore Systems Development
E233
Managing Risks in Global Software Engineering: Principles and Practices
E234
Managing Software Performance in the Globally Distributed Software Development
Paradigm Gaurav Caprihan
E236
Measuring and Monitoring Task Couplings of Developers and Development Sites
E239
Meeting the Challenge of Communication in Offshore Software Development
E240
Miler: A Toolset for Exploring Email Data
E241
Missing Links: Critical Social Ties For Collaborativa Teamwork
E242
Modeling to Support Communication and Engineering of Service-Oriented Software
E243
Modified Agile Practices for Outsourced Software Projects
E244
Monitoring Deployed Agent Teams
E245
Multi-agent Applications in a Context-Aware Global Software Development
Environment
E229
E231
Galvina, Zane ; Mite, Darja
Bennett, a. M. ; Galster, S. M. ; Dukes,
a. W. ; Nelson, W. T. ; Brown, R. D.
Kontio, Jyrki ; Höglund, Magnus ;
Rydén, Jan ; Abrahamsson, Pekka
Wesslin, Ville ; Linna, Petri ; Jaakkola,
Hannu
Bhusari, Vijay ; Monalisa, Mitali ;
Khamis, Rabah ; Mirani, Fahim ; Dash,
Pranabesh
2012
CE2
2008
CE2
2004
CE2
2011
CE2
2007
CE2
Singh, Rakesh ; Hofmann, Kurt
2012
CE2
Aman, Aini ; Nicholson, Brian
2009
CE3
SAKTHIVEL, S.
Ebert, Christof ; Murthy, Bvs Krishna ;
Jha, Namo Narayan
2007
CE2
2008
CE2
2006
CE2
2009
CE2
2007
CE8
2011
CE8
2008
CE2
2012
CE2
2009
CE8
2001
CE2
2012
CE8
Caprihan, Gaurav
Ye, Yunwen ; Nakakoji, Kumiyo ;
Yamamoto, Yasuhiro
Christiansen, Henrik Munkebo
Bacchelli, Alberto ; Lanza, Michele ;
D'Ambros, Marco
Oshri, Ilan ; Kotlarsky, Julia ;
Willcocks, Leslie
Razavian, Maryam ; Tamburri, Damian
A ; Gu, Qing ; Lago, Patricia
BATRA, DINESH
Kaminka, Gal A ; Pynadath, David V ;
Tambe, Milind
Monte-alto, Helio H L C ; Biasão,
Alberto B ; Teixeira, Lucas O ; Huzita,
Elisa H M
199
E246
Multi-agent Support for Distributed Engineering Design
E247
Multi-site Software Engineering Ontology Instantiations Management Using
Reputation Based Decision Making
E249
E250
E251
E253
Narrative-Based Collaboration Systems for Distributed Teams: Nine Research
Questions for Information Managers
New Data Transmission Standard Facilitates Synchronous Remote Modeling and
Surveillance via the Internet
NextMove: A Framework for Distributed Task Coordination
Occupational Stress, Knowledge Sharing and GSD Communication Barriers as
Predictors of Software Engineer's Creativity
E255
Offshore Middlemen: Transnational Intermediation Offshore Systems Development
E256
E257
Offshore Outsourcing: Current And Future Effects On American It Industry
Offshore Outsourcing: The Risk of Keeping Mum
E258
Offshore Software Development: Transferring Research Findings into the Classroom
E259
E260
OffshoreQA: A Framework for Helping Software Development Outsourcing
Companies Comply with ISO 9001:2008
Offshoring , Outsourcing , and the Future of Technical Communication
E266
Online collaboration: Collaborative behavior patterns and factors affecting globally
distributed team performance
E267
Onshore-Offshore : Product development that won ’ t break your designs
E268
Ontologies Supporting the Distributed Software Development: A Systematic
Literature Review
E269
Ontologies Supporting the Distributed Software Development: a Systematic Mapping
Study Categories and Subject Descriptors
E270
Ontology-based Multi-agent System to Multi-site Software Development
E271
Ontology-based multi-site software development methodology and tools
Chira, Camelia ; Chira, Ovidiu ; Roche,
Thomas
Wongthongtham, Pornpit ; Hussain,
Farookh Khadeer ; Chang, Elizabeth ;
Dillon, Tharam S
Fiore, Stephen M. ; McDaniel, Rudy ;
Jentsch, Florian
Standifird, W. ; Baksh, N. ; Edwards, S.
; Wu, V.
Mak, David K M ; Kruchten, Philippe B
Amin, Aamir ; Basri, Shuib ; Hassan,
Mohd Fadzil ; Rehman, Mubashir
Mahnke, Volker ; Wareham, Jonathan ;
Bjorn-Andersen, Niels
Pfannenstein, Laura L ; Tsai, Ray J
Ramingwong, Sakgasit ; Sajeev, A.S.M.
Berkling, Kay ; Geisser, Michael ;
Hildenbrand, Tobias ; Rothlauf, Franz
Annous, Hassan ; Livadas, Lelia ; Miles,
Gail
Thayer, Alexander
Serçe, Fatma Cemile ; Swigger,
Kathleen ; Alpaslan, Ferda Nur ;
Brazile, Robert ; Dafoulas, George ;
Lopez, Victor
Friedland, Liam
Junior, Alex Nery B. ; Azevedo, Ryan R.
De ; Silva, Fabio Q.B. Da ; Rocha,
Rodrigo G.C. ; Costa, Catarina
Borges, Alex ; Soares, Sérgio ; Meira,
Silvio ; Tomaz, Hilário ; Rocha, Rodrigo
; Costa, Catarina
Wongthongtham, P ; Chang, E ; Dillon,
TS
Wongthongtham, P. ; Chang, E. ;
Dillon, T.S. ; Sommerville, I.
2005
CE2
2008
CE8
2009
CE2
2006
CE2
2007
CE2
2011
CE8
2007
CE4
2004
2007
CE2
CE2
2007
CE2
2010
CE2
2005
CE2
2011
CE2
2007
CE8
2012
CE8
2013
CE8
2005
CE8
2006
CE8
200
E272
Optimal Data Quality in Project Management for Global Software Developments
E273
Optimized Feature Distribution in Distributed Agile Environments
Optimizing Dual-Shore Sqa Resource And Activities In Offshore Outsourced Software
Projects
Orchestration of Ux Methods as Critical Success Factor in Large Scale Software
Developments
Overcoming Bias in the Deliberations of Distributed Teams
Overhearing Conversations in Global Software Engineering - Requirements and an
Implementation
Overview of Communication in Global Software Development Process
Patterns of Communication and the Implications for Learning among Two
Distributed-Education Student Teams
People Side of IT Globalization
Philips experiences in global distributed software development
Plugging Into Offshore Outsourcing Of Software Development: An Exploratory Case
Study
E274
E275
E277
E278
E279
E280
E281
E283
E284
E285
Porting a Distributed Meeting System to the Eclipse Communication Framework
E286
E290
Power and Trust in Global Virtual Teams
Practices and Supporting Structures for Mature Inquiry Culture in Distributed
Software Development Projects
Preparing Students and Engineers for Global Software Development: A Systematic
Review
Problems? We All Know We Have Them. Do We Have Solutions Too? A Literature
Review on Problems and Their Solutions in Global Software Development
Procedural coordination and offshored software tasks: Lessons from two case studies
E291
Process Management Tools
E287
E288
E289
E292
E293
E295
E297
Process Support for Requirements Engineering Activities in Global Software
Development: A Literature Based Evaluation
Propinquity in global software engineering: examining perceived distance in globally
distributed project teams
Software Outsourcing Quality Achieved by Global Virtual Collaboration
Readiness And Mindset For It Offshoring: Insights From Banking And Insurance
Caballero, Ismael ; Vizcaíno, Aurora ;
Piattini, Mario
Szoke, Author
2009
CE2
2010
CE8
Xu, Bin ; Pan, Xiao-Ping
2006
CE2
Eberleh, Edmund ; Hoque, Fazlul
2011
CE2
Resnick, M. L.
Dullemond, Kevin ; van Gameren, Ben ;
van Solingen, Rini
Wu, Shujian
2009
CE2
2012
CE8
2012
CE8
Amponsah, Kofi
2003
CE2
Dekkers, Carol
Kommeren, Rob ; Parviainen, Päivi
2007
2007
CE2
CE2
Yalaho, A
2007
CE3
2007
CE8
2009
CE2
2006
CE2
2010
CE8
Gomes, Vanessa ; Marczak, Sabrina
2012
CE8
Mirani, Rajesh
García, Félix ; Vizcaíno, Aurora ; Ebert,
Christof
Javed, Barkha ; Minhas, Sumaira
Sultan
2007
CE2
2011
CE2
2010
CE2
Prikladnicki, Rafael
2012
CE2
Siakas, Kerstin V ; Balstrup, Bo
2006
2009
CE2
CE2
Calefato, Fabio ; Lanubile, Filippo ;
Scalas, Mario
Panteli, Niki ; Tucker, Robert
Mikulovic, Vesna ; Heiss, Michael ;
Herbsleb, James D
Monasor, Miguel J. ; Vizcaino, Aurora ;
Piattini, Mario ; Caballero, Ismael
Aydin, Mehmet N ; Jeroen de Groot ;
201
Organizations
E298
Real Time Communication – Modes Of Use In Distributed Teams
E299
Reasons For Success And Failure In Offshore
E302
Reflecting the Choice and Usage of Communication Tools in GSD Projects with
Media Synchronicity Theory
E303
Relevance-Based Context Sharing Through Interaction Patterns
E305
RepoGuard: A Framework for Integration of Development Tools with Source Code
Repositories
E306
Requirements Certification for Offshoring Using LSPCM
E307
Requirements Engineering for Distributed Development
E308
Requirements Engineering in Distributed Projects
Requirements for an Infrastructure to Support Activity-Based Computing in Global
Software Development
E309
E311
E312
E313
E314
E315
Requirements Validation Techniques In GSD: A Survey
Researching Collaborative Technologies in Global Virtual Teams: Empirical Studies
from an Interpretive Perspective
Review Of The Is Offshoring Literature: The Role Of Cross-Cultural Differences And
Management
Risk Factors that Affect Collaborative Software Development
Risks and Safeguards for the Requirements Engineering Process in Global Software
Development
Hillegersberg, Jos van
Riemer, Kai ; Frößler, Frank ; Klein,
Stefan
Fabriek, Matthias ; Brand, Mischa van
den ; Brinkkemper, Sjaak ; Harmsen,
Frank ; Helms, Remko
Nii, Tuomas ; Piri, Arttu ; Lassenius,
Casper ; Paasivaara, Maria
Gombotz, Robert ; Schall, Daniel ;
Dorn, Christoph ; Dustdar, Schahram
Legenhausen, Malte ; Pielicke, Stefan ;
Ruhmkorf, Jens ; Wendel, Heinrich ;
Schreiber, Andreas
Serebrenik, Alexander ; Mishra, Amrita
; Delissen, Thomas ; Klabbers, Martijn
Sayão, Miriam ; Filho, Aluízio
Haendchen ; Antonio do Prado,
Hércules
Damian, Daniela
-
CE8
-
CE2
2010
CE4
2006
CE2
2009
CE2
2010
CE2
2008
CE2
2006
CE2
Tell, Paolo ; Babar, Muhammad Ali
2011
CE2
Yousuf, Farzana ; Zaman, Zahid ;
Ikram, Naveed
2008
CE8
Clear, Tony
2009
CE2
Gregory ; Wayne, Robert
2010
CE8
Nayak, M.K. ; Suesaowaluk, P.
Lopez, Alejandro ; Nicolas, Joaquín ;
Toval, Ambrosio
Bacchelli, Alberto ; Lanza, Michele ;
Humpa, Vitezslav
2008
CE2
2009
CE2
2011
CE8
E316
RTFM (Read the Factual Mails) - Augmenting Program Comprehension with Remail
E317
SAMBA — agent-supported visual interactive control for distributed team building
and empowerment
Mehandjiev, N ; Odgers, B R
1999
CE2
E318
Scrum Practices in Global Software Development: A Research Framework
Hossain, Emam ; Bannerman, Paul L. ;
Jeffery, D. Ross
2011
CE8
202
E319
Secure Information Sharing Enabled by Trusted Computing and PEI Models
E325
Seeing inside: Using social network analysis to understand patterns of collaboration
and coordination in global software teams
Semantics for Accurate Conflict Detection in SMoVer: Speci?cation, Detection and
Presentation by Example
Similarity And Familiarity In Distributed Teams: A Perspective Of Identification On
Knowledge Sharing
Simulated Co-location in Distributed Software Development: An Experience Report
E326
Skoll: A Process and Infrastructure for Distributed Continuous Quality Assurance
E320
E322
E324
E327
E328
E330
E332
Social networks and coordination performance of distributed software development
teams
Social ties, knowledge sharing and successful collaboration in globally distributed
system development projects
Socio-Technical Congruence Sabotaged by a Hidden Onshore Outsourcing
Relationship: Lessons Learned from an Empirical Study
Software Architecture for Systems of Software Intensive Systems (S3): The Concepts
and Detection of Inter-System Relationships
E334
Software Engineering as Cooperative Work
E335
Solution Proposals for Japan-Oriented Offshore Software Development in China
E336
E338
Stakeholders in Global Requirements Engineering: from Practice
Storytelling – a Method to Start Knowledge Transfer in Offshore Software
Development Teams – Research in Progress Paper
Storytelling As A Tool For Knowledge Transfer In The It Industry
E339
Strategies To Recommend Groupware Tools Accordingto Virtualteam Characteristics
E340
Structural Characteristic of Large-scale Software Development Network
E341
Student Project Collaboration using Wikis
E337
Sandhu, Ravi ; Ranganathan, Kumar ;
Zhang, Xinwen
Ehrlich, Kate ; Valetto, Giuseppe ;
Helander, Mary
Altmanninger, Kerstin ; Schwinger,
Wieland ; Kotsis, Gabriele
Sha ; Xiqing ; Chang ; Ting-Ting,
Klarissa
Orsoletta, Roni a. Dall
Porter, Adam ; Yilmaz, Cemal ; Memon,
Atif M ; Schmidt, Douglas C ;
Natarajan, Bala
2006
CE2
2007
CE2
2010
CE2
2010
CE2
2012
CE2
2007
CE2
Hossain, Liaquat ; Zhu, David
2009
CE2
Kotlarsky, Julia ; Oshri, Ilan
2005
CE2
Darja, Š ; Galvi, Zane
Brøndum, John
Dittrich, Yvonne ; Randall, Dave W. ;
Singer, Janice
Zhang, Lei ; Zhang, Xuan ; Chai,
Meiping ; Tan, Yibing ; Miyake, Shigeru
; Taniguchi, Yoji ; Hosoya, Jun ; Mibe,
Ryota
Damian, Daniela
Vijayakumar, Varsha ; Gey, Ronny ;
Wende, Erik
Wende ; Erik ; Haghirian, Dr. ; Parissa
Aranda, Gabriela N ; Vizcaino, Aurora ;
Cechich, Alejandra ; Piattini, Mario ;
Aires, Buenos
Jie, Li ; Song, HUANG ; Xiao-ming,
LID
Chao, Joseph
CE2
2010
CE2
2009
CE2
2009
CE2
2007
CE2
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CE2
-
CE4
2008
CE2
2010
CE2
2007
CE2
203
E342
Studying Communication in Agile Software Development
E343
Success in offshoring of application development – does culture matter?
E345
Supporting Aggregation in Fine Grained Software Configuration Management
E346
E348
Supporting Collaboration Awareness with Real-Time Visualization of Development
Activity
Supporting Communication and Cooperation in Global Software Development with
Agile Service Networks
E349
Supporting Distributed Software Development through Context Awareness on
Software Artifacts: The DiSEN- CollaborAR Approach
E350
Supporting Group Awareness in Distributed Software Development
E351
Systems Engineering of Complex Software Systems
Tackling Offshore Communication Challenges with Agile Architecture-Centric
Development
E352
E353
Talk versus Work: Characteristics of Developer Collaboration on the Jazz Platform
E354
Task Coordination In An Agile Distributed Software Development Environment
E355
TDE UML Editor – A Success Development Case of a Software Extension
E356
Teaching a Globally Distributed Project Course Using Scrum Practices
E358
Teaching Students How to Work in Global Software Development Environments
E359
Team Situation Awareness Using Web-Based Fuzzy Group Decision Support Systems
E360
Technical Communication Outsourcing: The Twelve Driver Framework
E361
Technologies and Tools for Distributed Teams
E362
Technology Selection to Improve Global Collaboration
Niinimäki, Tuomas ; Piri, Arttu ;
Hynninen, Peitsa ; Lassenius, Casper
Winkler, Jessica K ; Dibbern, Jens ;
Heinzl, Armin H
Chu-carroll, Mark C ; Wright, James ;
Shields, David
Lanza, M ; Hattori, L ; Guzzi, A
2009
CE2
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CE2
2002
CE2
2010
CE2
2011
CE2
2013
CE8
Tamburri, Damian Andrew ; Lago,
Patricia
Vivian, Rafael Leonardo ; Huzita, Elisa
Hatsue Moriya ; Leal, Gislaine Camila
Lapasini
Gutwin, Carl ; Schneider, Kevin ;
Paquette, David ; Penner, Reagan
Huen, Wing H
-
CE2
2007
CE2
Kornstädt, Andreas ; Sauer, Joachim
2007
CE2
2012
CE2
2006
CE2
2006
CE2
2012
CE4
2006
CE2
2008
CE2
2007
CE2
2010
CE8
2006
CE4
Datta, Subhajit ; Sindhgatta, Renuka ;
Sengupta, Bikram
Mak, David K M ; Kruchten, Philippe B
Vanzin, Daniel D ; Martins, Ivan L ;
Filho, João Bosco A. Pereira
Damian, Daniela ; Lassenius, Casper ;
Paasivaara, Maria ; Borici, Arber ;
Schoter, Adrian
Swigger, Kathleen ; Brazile, Robert ;
Harrington, Brian ; Peng, Xiaobo ;
Alpaslan, Ferda
Lu, Jie ; Zhang, Guangquan ; Wu,
Fengjie
Padmanabhan, Poornima
Rodríguez, Javier Portillo ; Ebert,
Christof ; Vizcaino, Aurora
Aranda, Gabriela N ; Vizcaíno, Aurora ;
Cechich, Alejandra ; Piattini, Mario
204
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E365
E366
E367
Technology Support for Collaborative Inconsistency Management in Model Driven
Engineering
Temporal Patterns of Mental Model Convergence: Implications for Distributed
Teams Interacting in Electronic Collaboration Spaces
The Distributed Open Source Software Development Model: Observations On
Communication , Coordination And Control
The Effect of Time Separation on Coordination Costs in Global Software Teams: A
Dyad Model
E368
The effects of communication media on group performance in requirements
engineering -- Extended abstract --
E369
E370
The Global Application of Collaborative Technologies
The Hidden Experts in Software-Engineering Communication ( NIER Track )
E371
The Impact of Communication Structure and Interpersonal Dependencies on
Distributed Teams
E372
E373
E374
The Impact of Computer Mediated Communication on Information Overload in
Distributed Teams
The Impact of Global Software Cultural and Linguistic Aspects on Global Software
Development Process (GSD): Issues and Challenges Computer Science Department
North Dakota State University Fargo , ND 58105 Computer Science Department
North Dakota State U
The Impact Of Intercultural Factors On Global Software Development
E378
The impact of time separation on coordination in global software teams: a conceptual
foundation
The Impact On The Product Development Process When Offshoring Or Outsourcing
E379
The Implementation of 3TZ Model of Software Development
E380
The Perspectives, Motivators And Challenges Of Offshore Software Development
E381
The Problem of Private Information in Large Software Organizations
E382
E383
The Process Conducting and Member Audit in the Distributed Enterprise Modeling
The Role of Software Processes and Communication in Offshore Software
E377
Bartelt, Christian ; Schindler, Björn
2010
CE2
2010
CE2
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CE8
2004
CE2
2000
CE4
2001
2011
CE2
CE2
2012
CE2
1999
CE2
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CE8
Macgregor, Eve ; Hsieh, Yvonne ;
Kruchten, Philippe
2005
CE8
Espinosa, J. Alberto ; Carmel, Erran
2003
CE2
Hansen, Z N L ; Ahmed-Kristensen, S
Chaczko, Zenon ; Aslanzadeh, Shahrzad
; Jiang, Frank ; Klempous, Ryszard
Ahmed, F A Rrukh Shahzad ; Ahmed,
Shahbaz ; Aslam, Ammad ; Sher, Falak
Krein, Jonathan L ; Wagstrom, Patrick ;
Jr, Stanley M Sutton ; Williams, Clay ;
Knutson, Charles D
Zhiming, Cai ; Jun, Yin
2010
CE2
2012
CE2
2011
CE8
2011
CE2
2008
2002
CE8
CE2
McComb, S. ; Kennedy, D. ; Perryman,
R. ; Warner, N. ; Letsky, M.
Lundell, Björn ; Lings, Brian ; Ågerfalk,
Pär J ; Fitzgerald, Brian
Espinosa, J Alberto ; Carmel, Erran
Damian, Daniela E Herlea ; Eberlein,
Armin ; Shaw, Mildred L G ; Gaines,
Brian R
Davison, Robert ; Gert-Jan de, Vreede
Columbia, British ; Damian, Daniela
La Fond, Timothy ; Roberts, Dan ;
Neville, Jennifer ; Tyler, James ;
Connaughton, Stacey
Franz, Heike
Abufardeh, Sameer ; Magel, Kenneth
Gopal, Anandasivam ; Mukhopadhyay,
205
E384
The Solution Modelling System with Grouped Agents
E385
The Supporting Technology of Business Document Proofreading based on
Intercultural Differences misunderstanding caused by intercultural differences
E386
The temporal communication behaviors of global software development student
teams
E388
Tools used in Global Software Engineering: A systematic mapping review
E389
Toward a Unified Model for Requirements Engineering
Towards a Cognitive-Based Approach to Distributed Requirement Elicitation
Processes
E390
E391
Towards a collaborative modeling and simulation platform on the Internet
E392
Towards a Distributed Tool Platform Based on Mobile Agents
E393
Towards a Formal Model for Optimal Task-Site Allocation and Effort Estimation in
Global Software Development
E394
Towards a Framework for Offshore Outsource Software Development Risk
Management Model
E395
E396
E397
E398
Towards A Process To Information System Development With Distributed Teams
Towards a requirements reuse method using Product Line in distributed
environments
Towards Accurate Conflict Detection in a VCS for Model Artifacts: A Comparison of
Two Semantically Enhanced Approaches
Towards Adaptive Tasks Arrangement In Offshore Outsourcing Software
Development
Tridas ; Krishnan, Mayuram S
Zhiming, Cai ; Jun, Yin ; Liangli, Huang
Zu, Guowei ; Taira, Hiroshi ; Makino,
Kyoko ; Kano, Toshiyuki ; Matsumoto,
Shigeru
Swigger, Kathleen ; Hoyt, Matthew ;
Serçe, Fatma Cemile ; Lopez, Victor ;
Alpaslan, Ferda Nur
Portillo-Rodríguez, Javier ; Vizcaíno,
Aurora ; Piattini, Mario ; Beecham,
Sarah
Berenbach, Brian ; Gall, Mark
Aranda, Gabriela N ; Vizcaíno, Aurora ;
Cechich, Alejandra ; Piattini, Mario
Wang, Hongwei ; Johnson, Aylmer ;
Zhang, Heming ; Liang, Silv
Lehmann, Kolja ; Cabac, Lawrence ;
Moldt, Daniel ; Heiko, R
Narendra, Nanjangud C. ; Ponnalagu,
Karthikeyan ; Zhou, Nianjun ; Gifford,
Wesley M.
2008
CE2
2007
CE8
2012
CE4
2012
CE8
2006
CE2
CE8
2010
CE2
2005
CE2
2012
CE2
2011
CE2
2010
CE8
-
CE8
2006
CE2
Yang, Xiao-hu ; Xu, BIN
2005
CE2
Islam, Shareeful ; Houmb, Siv Hilde
Leal, Gislaine Camila Lapasini ; Silva,
César Alberto da ; Huzita, Elisa
HatsueMoriya ; Tait, Tania Fatima
Calvi
Ebling, Thais ; Audy, Jorge Luis Nicolas
; Prikladnicki, Rafael
Altmanninger, Kerstin ; Kotsis,
Gabriele
E400
Towards 'Ontology'-based Software Engineering for Multi-site Software Development
Wongthongtham, P ; Chang, E ; Dillon,
TS
2005
CE2
E401
Towards the Definition of a Multi-Agent Simulation Environment fot Education and
Romero, Miguel ; Vizcaíno, Aurora ;
2008
CE8
206
Training in Global Requirements Elicitation
E402
Trust Facilitating Good Software Outsourcing Relationships
E403
E406
Trust in Distributed Teams: Support through Continuous Coordination
Understanding a Lack of Trust in Global Software Teams: A Multiple-case
E411
Using Satisfaction Arguments to Enhance i* Modelling of an Air Traffic Management
System
E412
Using Scrum in a Globally Distributed Project: A Case Study
E414
E415
E416
Using Sentiment Analysis to Measure the Effects of Leaders in Global Software
Development
Using the Sociotechnical Approach in Global Software Developments: Is the Theory
Relevant today?
Using Virtual Agents for the Teaching of Requirements Elicitation in GSD
E418
Using Virtual Interactions to Explore Leadership and Collaboration in Globally
Distributed Teams
Vendor availability: a key factor for outsourcing in Chilean ICT sector
E419
VENTURE: Towards a Framework for Simulating GSD in Educational Environments
E417
E420
E422
Vicious and virtuous circles of offshoring attitudes and relational behaviours. A
configurational study of German IT developers
Virtual software team project management
E423
Virtual Teams and the Appropriation of Communication Technology: Exploring the
Concept of Media Stickiness
E424
Virtual workgroups in offshore systems development
E426
What Information Would You Like to Know about Your Co-worker? A Case Study
E428
When Do Distributed Student Teams Work?
E430
Which Groupware Tool is the Most Suitable for this Group?
Piattini, Mario
Siakas, Kerstin V ; Maoutsidis, Dimitri ;
Siakas, Errikos
Al-Ani, Ban ; Redmiles, David
BredeMoe, Nils ; Smite, Darja
Maiden, Neil ; Lockerbie, James ;
Randall, Debbie ; Jones, Sean ; Bush,
David
Paasivaara, Maria ; Durasiewicz,
Sandra
Brooks, Ian ; Swigger, Kathleen
Crofts, Merete ; Fraunholz, Bardo ;
Warren, Matthew
Romero, Miguel ; Vizca, Aurora ;
Piattini, Mario
Lewis, Sheena ; Ellis, Jason B ; Kellogg,
Wendy A
Kini, Ranjan B.
Monasor, Miguel J ; Vizcaíno, Aurora ;
Piattini, Mario
Zimmermann, Angelika ; Raab,
Katharina ; Zanotelli, Livio
Casey, Valentine
Huysman, Marleen ; Steinfield, Charles
; Jang, CHYNG-YANG ; David, Kenneth
; T, Mirjam Huis Veld I N ; Poot, JAN ;
Mulder, Ingrid
Sakthivel, Sachidanandam
Aranda, Gabriela N. ; Vizcaino, Aurora ;
Palacio, Ramon R. ; Morán, Alberto L.
Swigger, Kathleen ; Dafoulas, George ;
Lopez, Victor ; Serce, Fatma Cemile ;
Alpaslan, Ferda Nur
Aranda, Gabriela N. ; Vizcaino, Aurora ;
Piattini, Mario
2006
CE2
2009
2008
CE4
CE5
2007
CE2
2008
CE4
-
CE2
2008
CE2
2008
CE8
2010
CE2
2007
CE2
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CE8
2013
CE2
2010
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2003
CE2
2005
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2010
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2012
CE2
2009
CE4
207
E436
E437
E438
Why They Do Not Understand - A Model of Knowledge Discourse in the Transition
Phase of Globally Distributed Projects
Wiki Customization to Resolve Management
Will They Report It? Ethical Attitude of Graduate Software Engineers in Reporting
Bad News
Workgroup Structures in Offshore Software Development Projects: A Vendor Case
Study
Working from Home in a Globally Distributed Environment
Workshop on Cooperative Supports for Distributed Software Engineering Processes
XP Expanded: Patterns for Distributed eXtreme Programming
E439
A 3-Dimensional Relevance Model for Collaborative Software Engineering Spaces
E431
E432
E433
E435
E440
E441
E442
E443
E444
E445
A Collaborative Framework for Designers and Developers of Software-intensive
Systems
A Concerted Effort Towards Flourishing Global Software Development
A Context Aware Information Quality Framework
A Controlled Experiment on the Effects of Synchronicity in Remote Inspection
Meetings
A database approach for information communication in a peer-to-peer collaborative
CAD environment
A design knowledge management system to support collaborative information
product evolution
E446
A framework for design engineering education in a global context
E447
E449
A Global Software Inspection Process for Distributed Software Development
A middleware architecture to facilitate distributed programming DAROC: DataActivated Replicated Object Communications
A multi-method, holistic strategy for researching critical success factors in IT projects
E450
A Declarative Approach for Specifying User-Centric Communication
E451
A Framework for Awareness Support in Groupware Systems
E448
Wende, Erik ; Schwabe, Gerhard ;
Philip, Tom ; King, Gregory
Hohman, Jamie ; Saiedian, Dr. Hossein
2013
CE4
2008
CE8
Sajeev, A S M ; Crnkovic, Ivica
2012
CE2
2009
CE2
2011
2002
2006
CE2
CE2
CE8
2007
CE2
2006
CE2
2006
2009
CE2
CE2
2007
CE5
2007
CE2
2001
CE2
2010
CE2
2012
CE2
2006
CE2
2010
CE2
2006
CE2
-
CE2
Mathrani, Anuradha ; Parsons, David ;
Stockdale, Rosemary
Pierce, Robert ; Amant, Kirk St
Canfora, Gerardo ; Lucia, Andrea De
Braithwaite, Keith ; Joyce, Tim
Omoronyia, Inah ; Ferguson, John ;
Roper, Marc ; Wood, Murray
Kong, Jun ; Song, Guang-lei ; Zhang,
Kang ; Huang, Mao Lin
Ju, Dehua
Helfert, Markus ; Foley, Owen
Calefato, Fabio ; Lanubile, Filippo ;
Mallardo, Teresa
Ma, Haoxue ; Risch, Tore
Tiwana, Amrit ; Ramesh,
Balasubramaniam
Wodehouse, Andrew J. ; Grierson,
Hilary J. ; Breslin, Caroline ; Eris,
Ozgur ; Ion, William J. ; Leifer, Larry J.
; Mabogunje, Ade
Mishra, Deepti ; Mishra, Alok
Stack, Brian M. ; Hsiao, Gene ; Jenks,
Stephen F.
Remus, Ulrich ; Wiener, Martin
Clarke, Peter J ; Hristidis, Vagelis ;
Wang, Yingbo ; Prabakar, Nagarajan ;
Deng, Yi
Kirsch-Pinheiro, Manuele ; Lima, Jose
Valdeni de ; Borges, Marcos R S
208
E452
E453
A Framework for Supporting the Software Architecture Evaluation Process in Global
Software Development
A framework to improve communication during the requirements elicitation process
in GSD projects
E454
A MAS Supporting Intercultural Knowledge Management
E455
A Method for Specification of Collaborative Interfaces through the Use of Scenarios
E456
A P2P Architecture for Supporting Group Communication in CSCW Systems
E459
A Simple Approach to Improving Email Communication
E460
A Social Collaborative Virtual Environment for Software Development
E461
A Software Workshop for Cooperative Design Using Software Components
E463
A Test Specification Method for Software Interoperability Tests in Offshore Scenarios
: A Case Study
E464
A Theory of Branches as Goals and Virtual Teams
E465
A unified characterisation for shared multimedia CSCW workspace designs
E466
ACCM: a New Architecture Model for CSCW
E467
E468
E470
E471
E472
E473
E474
E475
Achieving Integrated Consistency Maintenance and Awareness in Real-Time
Collaborative Programming Environments : The CoEclipse Approach
Agile Practices in Global Software Engineering - A Systematic Map
Agile…and Offshore An interview with a new paradigm.
Agility from First Principles: Reconstructing the Concept of Agility in Information
Systems Development
Al Workflow Management in a Collaborative Environment
All-for-One and One-for-All? A Multi-Level Analysis of Communication Networks
and Individual Performance in Geographically Distributed Software Development
An Approach to Effectively Transfer Knowledge and Accelerate the Movement of
Software Services Offshore
An Empirical Investigation on Text-Based Communication in Distributed
Babar, Muhammad Ali
2009
CE2
2010
CE5
2011
CE2
-
CE2
2006
CE2
2006
CE2
2010
CE8
2003
CE2
2006
CE2
2011
CE2
1999
CE2
2007
CE2
Fan, Hongfei ; Sun, Chengzheng
2012
CE2
Jalali, Samireh ; Wohlin, Claes
Armour, Phillip G
2010
2007
CE8
CE2
Conboy, K.
2009
CE2
Cheatham, Michelle ; Cox, Michael T
2005
CE2
Ehrlich, Kate ; Cataldo, Marcelo
2012
CE2
Kumar, Sandeep ; Krishna, Ajit ; Mani,
V.S. ; Kulkarni, B.K. ; Arglebe, Carlos
2012
CE2
Calefato, Fabio ; Damian, Daniela ;
2007
CE4
Aranda, Gabriela N. ; Vizcaíno, Aurora ;
Piattini, Mario
Gonzalez, Omar ; Barthes, Jean-Paul ;
Ramos, Felix
Dumont, Anamaria Montandon ;
Pietrobon, Carlos Alberto Marques
Hual, Chen ; Jianfeil, Qian ; Qingming,
He
Jackson, Thomas W ; Burgess, Anthony
; Edwards, Janet
Bani-salameh, Hani ; Jeffery, Clinton ;
Al-Gharaibeh, Jafar
Desnoixly, Guillaume ; Barth, JeanPaul
Andaloussi, Brahim Sakout ; Braun,
Andreas
Bird, Christian ; Zimmermann, Thomas
; Teterev, Alex
Kamel, Nabil N
Elmarzouqi, Nabil ; Garcia, Eric ;
Lapayre, Jean-Christophe
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Requirements Workshops
E476
E478
E479
E480
An Empirical Study of Global Software Development : Distance and Speed
An Empirical Study of Speed and Communication in Globally Distributed Software
Development
An Exploratory Study of Trust Dynamics in Work-Oriented Virtual Teams
An Integrated Approach of Software Development and Test Processes to Distributed
Teams
E482
An Understanding of the Role of Trust in Knowledge Seeking and Acceptance
Practices in Distributed Development Teams
Analysis on the Costs of IT-Outsourcing
E483
Analytical Modeling of Software Development Teams in Globally Distributed Projects
E484
Analyzing Distributed Whiteboard Interactions
E485
Analyzing Human Resource Management Practices Within the GSD Context
E486
Applying Distributed Cognition to Cooperative Design
E487
Architectural Knowledge Management in Global Software Development: A Review
E489
E490
Assessing the Performance of e-Facilitators
Assigning tasks in a 24-h software development model
Asynchronous and distributed process improvement: the role of collaborative
technologies
E481
E491
E492
Augmenting Social Awareness in a Collaborative Development Environment
E494
Aw2SOA: An Aspect-Oriented Awareness Service for Distributed Groupware
E496
E498
Bridging Knowledge Distribution – The Role of Knowledge Brokers in Dis- tributed
Software Development Teams
Building Effective Global Software Test Teams through Training
Lanubile, Filippo
Herbsleb, James D ; Mockus, Audris ;
Finholt, Thomas A ; Grinter, Rebecca E
2001
CE5
Herbsleb, James D ; Mockus, Audris
2003
CE4
Kuo, Feng-Yang ; Yu, Chia-Ping
Leal, Gislaine Camila Lapasini ; Chaves,
Ana Paula ; Huzita, Elisa Hatsue
Moriya ; Delamaro, Marcio Eduardo
Al-Ani, Ban ; Wilensky, Hiroko ;
Redmiles, David ; Simmons, Erik
Gan, Weihua
Czekster, Ricardo M. ; Fernandes,
Paulo ; Sales, Afonso ; Webber, Thais
Gericke, Lutz ; Gumienny, Raja ;
Meinel, Christoph
Colomo-Palacios, Ricardo ; CasadoLumbreras, Cristina ; Soto-Acosta,
Pedro ; Misra, Sanjay ; García-Peñalvo,
Francisco José
Deng, Changzhi ; Wang, Changqing ;
Wang, Hongan ; Dai, Guozhong
Ali, Nour ; Beecham, Sarah ; Mistrik,
Ivan
Azadegan, Aida ; Macaulay, Linda
Jalote, Pankaj ; Jain, Gourav
2009
CE2
2012
CE2
2011
CE2
2006
CE2
2010
CE2
2011
CE2
-
CE2
2004
CE2
2010
CE8
2011
2006
CE2
CE2
Kock, Ned
2001
CE2
2012
CE8
2008
CE2
Boden, Alexander ; Avram, Gabriela
2009
CE4
Hackett, Michael
2007
CE2
Calefato, Fabio ; Moro, Bari A ;
Lanubile, Filippo
Bastos, Adriano ; Oei, Michel ;
Menezes, Leandro ; Maciel, Rita Suzana
P ; David, José Maria N
210
E499
Business Impact of Web 2.0 Technologies
E500
CAMEL: A Tool for Collaborative Distributed Software Design
E501
Can Diversity in Global Software Development be Enhanced by Agile Software
Development?
E503
Challenges and Solutions in Distributed Software Development Project Management:
A Systematic Literature Review
E505
Collaboration Patterns in Distributed Software Development Projects
E518
Collaboration Process Patterns and Efficiency of Issue Resolution in Software
Development
Collaboration should become a first-class citizen in support environments for
software engineers
Collaboration, Information Seeking and Communication: An Observational Study of
Software Developers' Work Practices
Collaborative Filtering via Epidemic Aggregation in Distributed Virtual
Environments
Collaborative Knowledge Management in e-Meetings
Collaborative Media Choice Processes in Virtual Teams
Collaborative Process Management and Virtual Teams
Collaborative Shape Conceptualization in Virtual Designg Environments
Communication Breakdowns in Global Software Development Teams: Is Knowledge
Creation the Answer?
Comparing two Communication Media in Use Case Modeling: Results from a
Controlled Experiment
Comparison of Selected Survey Instruments for Software Team Communication
Research
Conducting a Business Ethnography in Global Software Development projects of
small German enterprises
Configurations of Global Software Development: Offshore versus Nearshore
E519
Cooperation as a Communication process
E506
E507
E508
E509
E510
E511
E512
E513
E514
E515
E516
E517
Andriole, Stephen J
Cataldo, Marcelo ; Shelton, Charles ;
Choi, Yongjoon ; Huang, Yun-Yin ;
Ramesh, Vytesh ; Saini, Darpan ;
Wang, Liang-Yun
2010
CE2
2009
CE8
2006
CE2
2010
CE8
2012
CE2
2012
CE2
2012
CE2
2011
CE2
Gratz, Patrick ; Botev, Jean
2009
CE2
Han, Chia Y ; Luczaj, Jerome Eric
Bergener, Katrin ; Hofmann, Sara
Donker, Hilko ; Blumberg, Malte
Horváth, Imre ; Rusák, Zoltán
2005
2012
2008
2001
CE2
CE2
CE2
CE2
Jensen, Rasmus Eskild
2012
CE2
Erra, Ugo ; Portnova, Ana ; Scanniello,
Giuseppe
2010
CE2
Gowda, Raghava G ; Polzella, Donald J
2006
CE2
2011
CE2
2006
CE2
-
CE2
Hazzan, Orit ; Dubinsky, Yael
da Silva, Fabio Q.B. ; Costa, Catarina ;
Franca, a. Cesar C. ; Prikladinicki,
Rafael
Cavrak, Igor ; Orli, Marin ; Crnkovic,
Ivica
Fan, Shaokun ; Li, Xin ; Zhao, Leon
Dullemond, Kevin ; Gameren, Ben van ;
Solingen, Rini van
Gonçalves, Márcio Kuroki ; Souza,
Cleidson R. B. de ; González, Víctor M.
Boden, Alexander ; Müller, Claudia ;
Nett, Bernhard
Carmel, Erran ; Abbott, Pamela
Kotowicz, Jean-philippe ; Briffault,
Xavier
211
E520
Coordination in Large-Scale Software Teams
E521
Coping with Cultural Diversity in GSE Environments
E522
Corporate social responsibility and global IT outsourcing
E523
Crafting a Global Teaming Model for Architectural Knowledge
E524
Cultural Differences in Temporal Perceptions and its Application to Running
Efficient Global Software Teams
E525
Begel, Andrew ; Nagappan, Nachiappan
; Poile, Christopher ; Layman, Lucas
Avritzer, Alberto
Babin, Ron ; Briggs, Steve ; Nicholson,
Brian
Beecham, Sarah ; Noll, John ;
Richardson, Ita ; Ali, Nour
Egan, Richard ; Tremaine, Marilyn ;
Fjermestad, Jerry ; Milewski, Allen ;
Sullivan, Patrick O
Hsieh, Yvonne
Knupjesch, David ; Pryss, Rudiger ;
Reichert, Manfred
Drabble, Brian
2009
CE2
2006
CE2
2011
CE2
2010
CE8
-
CE2
2006
CE8
2012
CE2
2011
CE2
Bowen, Seth ; Maurer, Frank
2002
CE8
Keenan, Ed ; Steele, Adam
2011
CE8
Estácio, Bernardo Jose Da Silva
Cui, Wei ; Wang, Xianghui
Herbsleb, James D ; Mockus, Audris ;
Finholt, Thomas A ; Grinter, Rebecca E
Audy, Jorge ; Evaristo, Roberto ;
Watson-Manheim, Mary Beth
Brodlie, K W ; Duce, D A ; Gallop, J R ;
Walton, J P R B ; Wood, J D
Koshima, Amanuel ; Englebert, Vincent
; Thiran, Philippe
Arroyo, Ernesto ; Righi, Valeria ; Blat,
Josep ; Ardaiz, Oscar
Khan, Tariq M ; Pezeshki, Vahid ;
Clear, Fintan ; Al-Kaabi, Ahmed
2012
2011
CE2
CE2
2000
CE5
2004
CE2
2004
CE2
2011
CE8
2010
CE2
2010
CE2
E531
E532
Culture and Shared Understanding in Distributed Requirements Engineering
Data-Aware Interaction in Distributed and Collaborative Workflows: Modeling,
Semantics, Correctness
Dependency Based Collaboration: Ontology Based Information Management
Designing a Distributed Software Development Support System Using a Peer-to-Peer
Architecture
Developing a Pedagogical Infrastructure for Teaching Globally Distributed Software
Development
Development of a Set of Best Practices for Distributed Pair Programming
Development of an Information Model for Multi- domain Virtual Enterprise
E534
Distance, Dependencies, and Delay in a Global Collaboration
E535
Distributed Analysis: The Last Frontier?
E536
Distributed and Collaborative Visualization
E537
Distributed Collaborative Model Editing Framework for Domain Specific Modeling
Tools
E538
Distributed Multi-touch Virtual Collaborative Environments
E540
Diverse virtual social networks: implications for remote software testing teams
E541
Division of Effort, Productivity, Quality, and Relationships in FLOSS Virtual Teams:
Evidence from the FreeBSD Project
Giaglis, George M ; Spinellis, Diomidis
2012
CE2
E542
Document-Centric Collaborative Spaces for Increased Traceability in Knowledge -
Horvath, Greg ; Bolinger, Joe ;
2009
CE2
E526
E527
E528
E529
212
E545
E546
Intensive Processes
Efficacy of distributed pair programming
Efficient Team Formation Based on Learning and Reorganization and Influence of
Communication Delay
E547
Eleggua: An Event Infrastructure for Application Cooperation
E548
Elicitation of Communication Inherent Risks in Distributed Software Development
E549
E554
Engineering plug-in software components to support collaborative work
Enhancing collaborative synchronous UML modelling with fine-grained versioning of
software artefacts
Enterprise Application Integration based on Global Workflow Technologies
Enterprise Architecture Cybernetics for Complex Global Software Development:
Reducing the Complexity of Global Software Development Using Extended Axiomatic
Design Theory
Establishing and maintaining trust in software outsourcing relationships: An
empirical investigation
Evaluating a Model of Software Managers' Information Needs – An Experiment
E555
Evaluating distributed inspection through controlled experiments
E550
E551
E552
E553
E559
Evaluating the Usefulness and Ease of Use of a Groupware Tool for the Software
Architecture Evaluation Process
Experiences on Agile Seating, Facilities and Solutions: Multisite Environment
E561
Exploring defect causes in products developed by virtual teams
E556
E562
E563
E564
E565
Exploring the effects of SourceForge.net coordination and communication tools on
the efficiency of open source projects using data envelopment analysis
Extending Real-Time Collaborative Editing Systems with Asynchronous
Communication
Free Software Developers as an Occupational Community: Resolving Conflicts and
Fostering Collaboration
From integration to composition: On the impact of software product lines, global
development and ecosystems
Ramanathan, Jay ; Ramnath, Rajiv
Bandukda, Maryam ; Nasir, Prof. Zafar
Katayanagi, Ryota ; Sugawara,
Toshiharu
Casallas, Rubby ; Lopez, Nicolás ;
Correal, Darío
Junior, Ivaldir H. De Farias ; Azevedo,
Ryan R. De ; Moura, Hermano P. De ;
Silva, Dennis S. Martins Da
Grundy, John ; Hosking, John
De Lucia, A ; Fasano, F. ; Scanniello, G.
; Tortora, G.
Baosen, Yang ; Lu, Liu
2010
CE2
2011
CE2
-
CE2
2012
CE4
CE2
2007
CE8
2008
CE2
2012
CE2
2007
CE2
2010
CE2
2009
CE2
2007
CE4
2011
CE2
2005
CE2
Koch, Stefan
2008
CE2
Ignat, Claudia-lavinia ; Norrie, Moira C
2003
CE2
Elliott, Margaret S ; Scacchi, Walt
2003
CE2
Bosch, Jan ; Bosch-Sijtsema, Petra
2010
CE2
Kandjani, Hadi ; Bernus, Peter ; Wen,
Lian
Ali Babar, Muhammad ; Verner, June
M. ; Nguyen, Phong Thanh
Jedlitschka, Andreas
De Lucia, A. ; Fasano, F. ; Scanniello, G.
; Tortora, G.
Babar, Muhammad Ali ; Winkler,
Dietmar ; Biffl, Stefan
Hallikainen, Minna
Jacobs, Jef ; van Moll, Jan ; Krause,
Paul ; Kusters, Rob ; Trienekens, Jos ;
Brombacher, Aarnout
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E566
Geography is alive and well in virtual teams
E567
Global IT Management Structuring for Scale, Responsiveness, and Innovation
E570
E571
Global software engineering and agile practices : a systematic review
Global Virtual Teams
E573
Governing Web 2.0
E574
E575
Guest editorial: Studying work practices in Global Software Engineering
How Cadforce Makes Quality Part of the Bottom Line for Its Distributed Work Teams
How Globally Distributed Software Teams Can Improve Their Collaboration
Effectiveness?
How virtual are we? Measuring virtuality and understanding its impact in a global
organization
Human subjects perform a computationally wide range of tasks from only local,
networked interactions
E576
E577
E578
E579
Hybrid Mode Collaborative Design System on the Internet*
E580
Impact of Culture on Knowledge Management: A Meta-Analysis and Framework
E582
Impact of Organizational Structure on Distributed Requirements Engineering
Processes: Lessons Learned
E583
Implementing a generic component-based framework for telecontrol applications
E584
Improving the Selectivity of Awareness Information in Groupware Applications
E585
Improving Validation Activities in a Global Software Development
E586
E587
In Designing an End-User Tailorable Synchronous Groupware
In Strangers We Trust? Findings of an Empirical Study of Distributed Teams
E588
Information systems offshore outsourcing: A descriptive analysis
E590
Integrating Web 2.0 Technologies with Scientific Simulation Codes for Real-Time
Collaboration
Cummings, Jonathon N.
Sia, Siew Kien ; Soh, Christina ; Weill,
Peter
Jalali, Samireh ; Wohlin, Claes
Dubé, Line ; Paré, Guy
De Hertogh, Steven ; Viaene, Stijn ;
Dedene, Guido
Avram, Gabriela ; Wulf, Volker
Moser, Cliff
2011
CE8
2010
CE2
2012
2001
CE8
CE2
2011
CE2
2011
2009
CE2
CE2
Gupta, Mayank ; Fernandez, Jude
2011
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Chudoba, Katherine M ; Wynn, Eleanor
; Lu, Mei ; Watson-Manheim, Mary B
2005
CE2
Kearns, Michael
2012
CE2
2003
CE2
2012
CE2
2006
CE2
2007
CE2
-
CE2
2001
CE2
2011
2009
CE2
CE2
2006
CE2
2009
CE2
Chang, Zhiyong ; Mo, Rong ; Yang,
Haicheng ; Zhao, Jie
Jacks, Tim ; Wallace, Steve ; Nemati,
Hamid
Berenbach, Brian
Chimaris, Avraam N ; Papadopoulos,
George A
David, Jose Maria N ; Borges, Marcos
R. S.
Ebert, Christof ; Parro, Casimiro
Hernandez ; Suttels, Roland ;
Kolarczyk, Harald
Hirlehei, Angela ; Hunger, Axel
Al-Ani, Ban ; Redmiles, David
Gonzalez, Reyes ; Gasco, Jose ; Llopis,
Juan
Allen, Gabrielle ; Frank, L ; Radke,
Thomas ; Schnetter, Erik ; Seidel,
Edward
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Integration of Design in Distributed Development Using D-Scenario Graph
E593
Introducing Collaboration into an Application Development Environment
E595
Isn't That Spatial?: Distance and Communication in a 2-D Virtual Environment
E596
JGroupSpace: Combining Shared Spaces and Groups
E597
Knowledge and Contextual Information Management in Global Software
Development: Challenges and Perspectives
E598
E599
E600
Knowledge integration in virtual teams: The potential role of KMS
Knowledge Management in Distributed Software Development Teams - Does Culture
Matter?
Knowledge Management Performance: The Development of an Integrated Model
E603
E604
Knowledge sharing practices and the impact of cultural factors: reflections on two
case studies of offshoring in SME
Lessons learned crossing boundaries in an ICT- supported distributed team
Lessons learned from transferring software products to India
E606
Managing cross-cultural issues in global software outsourcing
E607
Managing International Data Communications
E608
Managing Knowledge in Global Software Development Efforts: Issues and Practices
E609
Managing Offshore Outsourcing of Knowledge-intensive Projects A People Centric
Approach
E610
Message capturing as a paradigm for asynchronous digital whiteboard interaction
E611
E612
Monitoring GSD Projects via Shared Mental Models: A Suggested Approach
Multicast Support for Collaborative Networking
E613
Multi-group Cooperation Support for Software Design Process
E601
Kanjilal, Ananya ; Kanjilal, Goutam ;
Bhattacharya, Swapan
Hupfer, Susanne ; Cheng, Li-te ; Ross,
Steven ; Patterson, John
Krikorian, Dean H. ; Lee, Jae-Shin ;
Chock, T. Makana ; Harms, Chad
Cust, Jorge Filipe ; Cunha, José C
Huzita, Elisa Hatsue Moriya ; Leal,
Gislaine Camila Lapasini ; Balancieri,
Renato ; Tait, Tania F'tima Calvi ;
Cardoza, Edwin ; Penteado, Raqueline
Ritter De Moura ; Vivian, Rafael
Leonardo
Alavi, Maryam ; Tiwana, Amrit
Boden, Alexander ; Avram, Gabriela ;
Bannon, Liam ; Wulf, Volker
Chu, Ping-yu ; Huang, Chien-Wen ;
Lin, Ling-Tsen
Boden, Alexander ; Avram, Gabriela ;
Bannon, Liam ; Wulf, Volker
Pauleen, David J
Darja, Š ; Wohlin, Claes
Krishna, S. ; Sahay, Sundeep ;
Walsham, Geoff
Lai, Vincent S ; Chung, Wingyan
Desouza, Kevin C ; Awazu, Yukika ;
Baloh, Peter
Jensen, Morten ; Menon, Shashi ;
Mangset, Lars Erik ; Dalberg, Vibeke
Gericke, Lutz ; Gumienny, Raja ;
Meinel, Christoph
Bass, Matthew
Flynn, L A ; Dommel, H. P.
Cui, Lizhen ; Hong, Xiaoguang ; Wang,
Haiyang ; Wang, Xinjun ; Wang,
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CE2
2004
CE2
2006
CE2
2009
CE2
2012
CE2
2002
CE2
2009
CE4
2008
CE2
2012
CE4
2003
2011
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CE2
2004
CE3
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CE2
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CE2
2007
CE2
CE2
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215
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Ontologies Supporting the Distributed Software Development: A Systematic
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E618
Organizational change and virtual teams: strategic and operational integration
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Outsourcing in India
E620
E621
Overcoming Requirements Engineering Challenges: Lessons from Offshore
Outsourcing
Overhearing Conversations in Global Software Engineering - Requirements and an
Implementation
E622
Peer-based Computer-supported Knowledge refinement: An Empirical Investigation
E623
Principles for Effective Virtual Teamwork
E624
E625
Privacy and securityInternational communications surveillance
Project Teams for International Communication: Planning Collaborations
E626
Quality Indicators on Global Software Development Projects: Does "Getting to Know
You" Really Matter?
E627
E628
Questions Regarding Knowledge Engineering and Management
Risks, Benefits, and Challenges in Global IT Outsourcing: Perspectives and Practices
E629
Self-organization of teams for free/libre open source software development
E630
Shared Identity Helps Partially Distributed Teams, But Distance Still Matters
E631
Sketching Interfaces for Remote Collaboration
E632
Smart Business Networks: How the Network Wins
SmartWiki: Support for High-Quality Requirements Engineering in a Collaborative
Setting
Social Awareness for Global Software Teams
Social Software in Global Software Development
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E634
E635
Yongping ; Science, Computer
Junior, Alex Nery B. ; Azevedo, Ryan R.
De ; Silva, Fabio Q.B. Da ; Rocha,
Rodrigo G.C. ; Costa, Catarina
Jackson, Paul J
Kobitzsch, Werner ; Rombach, Dieter ;
Feldmann, Raimund L.
Bhat, Jyoti M ; Gupta, Mayank ;
Murthy, Santhosh N
Dullemond, Kevin ; Gameren, Ben van ;
Solingen, Rini van
Cho, Kwangsu ; Chung, Tingting Rachel
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A. ; Briggs, Robert O.
Irion, Kristina
Davis, Marjorie T ; Grady, Helen M
Gotel, Olly ; Kulkarni, Vidya ; Say,
Moniphal ; Scharff, Christelle ;
Sunetnanta, Thanwadee
Al-Ani, Ban
Dhar, Subhankar ; Balakrishnan, Bindu
Crowston, Kevin ; Li, Qing ; Wei,
Kangning ; Eseryel, U. Yeliz ; Howison,
James
Bos, Nathan D ; Buyuktur, Ayse ;
Olson, Judith S. ; Olson, Gary M. ;
Voida, Amy
Guol, Fenghua ; Zhangl, Caiming ; Cuil,
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StakeRare: Using Social Networks and Collaborative Filtering for Large-Scale
Requirements Elicitation
Structural Equation Modeling Made Easy: A Tutorial Based on a Behavioral Study of
Communication in Virtual Teams Using WarpPLS 1.0
Structures that Work: Social Structure, Work Structure and Coordination Ease in
Geographically Distributed Teams
E640
Supporting Activity Awareness in Computer-Mediated Collaboration
E642
E644
Surviving Global Software Development
Syde: A Tool for Collaborative Software Development
E645
Sysiphus: Enabling informal collaboration in global software development
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Teaching Distributed Multidisciplinary Software Development
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The Future of Collaborative Software Development
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The Geography of Coordination: Dealing with Distance in R & D Work
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The Impact of Computer Mediated Communication on Information Overload in
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The Importance of Situation Awareness in Efficiency of Distributed Collaborative
Working - Application to the European Aeronautical Industry
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The Long Quest for Universal Information Access
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The Processes of Joining in Global Distributed Software Projects
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The Snoopy Concept: Fighting Heterogeneity in Semistructured and Collaborative
Information Systems by using Recommendations
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To what extent is cyberspace really a space? Collaborative Virtual Environments
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Tool Support for Collaborative Software Development based on Dependency Analysis
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Towards an integrated framework for phase-specific media choice in virtual creative
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Towards Distributed Privacy for CSCW
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Trilateral Game Analysis on Information Sharing among Members in a Virtual Team
Trust in Virtual Teams: Theory and Tools
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Trust, planning and benefits in a global interorganizational system
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E665
TWA: An Experimental Approach for Studying Knowledge Sharing in Multicultural
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Understanding technology use in global virtual teams: Research methodologies and
methods
E667
Using Different Communication Media in Requirements Negotiation
E668
Using Groupware Tools to Extend the Organizational Memory with Collaboration
Aspects
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Using Scrum in Global Software Development: A Systematic Literature Review
E670
E671
Using Service-Learning and Global Virtual Team Projects to Integrate Sustainability
into the Technical Communication Curriculum
Virtual Supply Chain Management: Information Framework and Agreement Network
Model
Feng, Xiuzhen ; Liu, Yijian
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Virtual team effectiveness: a proposed research agenda
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Visualization of Interactions in an Online Collaboration Environment University
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Voyagers and Voyeurs: Supporting Asynchronous Collaborative Visualization
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Web-based Support for Cooperative Software Engineering 1
What Happens, When Software Product Development Companies Go Global?
Why ‘Nearshore’ Means That Distance Matters
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WikiDev 2.0: Web-based Software Team Collaboration
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A Complex Systems perspective on computer-supported collaborative design
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A Framework and Implementation Techniques for Cooperative Architectural
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A Main Memory Database Method Supporting Synchronous Cooperative Application
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A Multidisciplinary Collaborative Design System in a Distributed Environment
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A New Perspective on GDSD Risk Management: Agile Risk Management
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A Platform for the Temporal Evaluation of Team Communication in Distributed
Design Environments
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A Process Framework for Global Software Engineering Teams
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A Reference Model for Global Software Development Findings from a Case Study
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A reference model for successful Distributed Development of Software Systems
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A Scalable Framework for Large-Scale Distributed Collaboration
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A Service Driven Coordination Model in Virtual Enterprise
E693
A Spatial Hypertext Wiki for Architectural Knowledge Management
E694
A Survey of Collaborative Information Seeking Practices of Academic Researchers
E696
A User Centered Approach to Collaborative Information Retrieval
E697
A Web-based Collaborative Workspace Using Java 3D
E698
ABB Experiences of Boosting Controlling and Monitoring Activities in Collaborative
Production
E699
Access Rule Consistency in Cooperative Data Access Environment
E700
E701
E702
Acquiring and sharing tacit knowledge in software development teams An empirical
study
Activity Theory Applied to Global Software Engineering: Theoretical Foundations
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Adopting Agile in Distributed Development
Li, Qiujing ; Guo, Yuchai ; Lin, Zongkai
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Zhang, Heming ; Wang, Hongwei ;
Chen, David
Mudumba, Venkateshwara ; Lee, OneKi (Daniel)
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CE2
2007
CE2
2010
CE8
Uflacker, Matthias ; Zeier, Alexander
2009
CE2
2012
CE8
2006
CE8
2007
CE8
2006
CE2
2006
CE2
2009
CE8
2005
CE2
2009
CE2
-
CE2
2011
CE2
2012
CE2
Ryan, Sharon ; O’Connor, Rory V.
2013
CE2
Tell, Paolo ; Babar, Muhammad Ali
2012
CE2
Sureshchandra, Kalpana ;
2008
CE2
Richardson, Ita ; Casey, Valentine ;
McCaffery, Fergal ; Burton, John ;
Beecham, Sarah
Prikladnicki, Rafael ; Audy, Jorge Luis
Nicolas ; Evaristo, Roberto
Lings, Brian ; Lundell, Björn ; Ågerfalk,
Pär J ; Fitzgerald, Brian
Yang, Shengwen ; Jiang, Jinlei ; Shi,
Meilin
Liu, Wei ; Du, Wei
Solís, Carlos ; Ali, Nour ; Babar,
Muhammad Ali
Spence, Patricia Ruma ; Reddy, Madhu
C. ; Hall, Richard
Odumuyiwa, Victor ; David, Amos
Wang, Lihui ; Wong, Brian ; Shen,
Weiming ; Lang, Sherman
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Agent based facilitator assistant for virtual meetings
E705
Agile distributed software development enacting control through media and context
E706
Ailments of Distributed Document Reviews and Remedies of DOCTOR (DOCument
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E707
Aligning It Components To Achieve Of Agility In Globally Distributed System
Development
E709
E710
E711
E712
E713
E715
E716
E717
E718
E719
E720
E721
An Adaptive Tool Integration Framework to Enable Coordination in Distributed
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An Analysis Framework of Factors Influencing China Software and Information
Service Offshore Outsourcing
An Approach to Overcoming Knowledge Sharing Challenges in a Corporate IT
Environment
An Architecture-Centric Approach to Coordination
An evidence-based model of distributed software development project management
results from a systematic mapping study
An extensible platform for the development of synchronous groupware
An Input-Process-Output Model of Shared Understanding in Partially Distributed
Conceptual Design Teams
An Integrated Multi-channel Messaging Model Supporting for Business
Collaboration
An integration centric approach for the coordination of distributed software
development projects
An Intelligent Collaborative Engineering System over the Internet
An n-Gram Analysis of Communications
An Object-Oriented Integrated Knowledge Approach to Internet-Based Product
Collaborative Conceptual Design
E722
An Overview of Cognitive Factors in Distributed Design
E723
Applying Q-methodology to analyse the success factors in GSD
Shrinivasavadhani, Jagadish
Thompson, Phil ; James, Anne ; Iqbal,
Rahat
Persson, John Stouby ; Mathiassen,
Lars ; Aaen, Ivan
T.V, Krishnamurthy ; Subramani,
Sapna
LEE, ONE-KI (DANIEL) ; BANERJEE,
PROBIR ; LIM, KAI H. ; KUMAR,
KULDEEP ; HILLEGERSBERG, JOS
VAN ; WEI, KWOK KEE
Sinha, Vibha S ; Sengupta, Bikram ;
Ghosal, Sugata
2011
CE2
2012
CE2
2008
CE2
2006
CE2
2007
CE2
Zhang, Ning
2008
CE2
Lee, Sarah B. ; Shiva, Sajjan G.
2010
CE8
Wong, Sunny
Silva, Fabio Q B ; Prikladnicki, Rafael ;
França, A César C ; Monteiro, Cleviton
V F ; Costa, Catarina ; Rocha, Rodrigo
Licea, G ; Favela, J
Lee, Yoon Suk ; Paretti, Marie C. ;
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Liang, Fuhou ; Liu, Shijun ; Meng,
Xiangxu ; Yang, Chengwei
2010
CE2
2012
CE8
2000
CE2
2013
CE2
2011
CE2
Taxén, Lars
2006
CE2
Park, Bwagyoo
Soper, By Daniel S ; Turel, Ofir
Luo, Shijian ; Sun, Shouqian ; Pan,
Yunhe
Lang, Sherman ; Dickinson, John ;
Buchal, Ralph
Vizcaíno, Aurora ; García, Félix ; Villar,
José Carlos ; Piattini, Mario ; Portillo,
2003
2010
CE2
CE2
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CE2
-
CE2
2013
CE2
220
E724
ARARA – A Collaborative Tool to Requirement Change Awarenes
E725
Assessing the Effectiveness of a Distributed Method for Code Inspection A Controlled
Experiment *
E726
Assessments in Global Software Development A Tailorable Framework for Industrial
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E727
Attitude and Usage of Collaboration Tools in GSE: A Practitioner Oriented Theory
E728
E730
E731
E732
E733
E734
E735
Awareness Support in Distributed Software Development A Systematic Review and
Mapping of the Literature
Beyond ontologies Toward situated representations of scientific knowledge
Beyond the Black Box Knowledge Overlaps in Software Outsourcing
Can Distributed Software Development Help the Practitioners to Become Better
Software Engineers Insights from Academia
Client-vendor knowledge transfer in IS offshore outsourcing insights from a survey of
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Co-Constructing Non-Mutual Realities Delay-Generated Trouble in Distributed
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Collaboration in a Distributed World: Technological Support for Partially Distributed
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Javier
Lima, Ester J C De ; Nt, José A
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Lucia, Andrea De ; Fasano, Fausto ;
Tortora, Genoveffa ; Scanniello,
Giuseppe
Salger, Frank ; Str, Warburger ;
Hofmann, Alexander
Wang, Yi ; Trainer, Erik ; Al-ani, Ban ;
Marczak, Sabrina ; Redmiles, David
Steinmacher, Igor ; Chaves, Ana Paula ;
Gerosa, Marco Aurélio
Pike, William ; Gahegan, Mark
Tiwana, Amrit
2010
CE8
2007
CE2
2010
CE2
2012
CE2
2013
CE8
2007
2004
CE2
CE2
Prikladnicki, Rafael
2011
CE2
Williams, Christopher
2011
CE2
Ruhleder, Karen ; Jordan, Brigitte
2001
CE2
2008
CE2
2010
CE8
2007
CE2
2012
CE2
2005
CE2
-
CE2
Peters, Matthew R. ; Ocker, Rosalie J. ;
Rosson, Mary Beth
Lanubile, Filippo ; Ebert, Christof ;
Prikladnicki, Rafael ; Vizcaíno, Aurora
Siddiqi, Jawed ; Akhgar, Babak ;
Rahman, Fazilatur ; Shah, Nazaraf ;
Attias, Raphael ; Benamou, Norbert ;
Teresa, Andrade Maria ; Dori, Judy
Redondo, Rebeca P. Díaz ; Vilas, Ana
Fernández ; Arias, José J. Pazos ; Solla,
Alberto Gil
E737
Collaboration Tools for Global Software Engineering
E738
Collaborative Access through Semantically Enhanced Distributed & Diversified
Cultural Content
E739
Collaborative and role-play strategies in software engineering learning with Web 2.0
tools
E740
Collaborative Approach for Modeling and Performing Mobile Software Process
Components
Tiako, Pierre F.
E741
Collaborative Technique Integration in Knowledge-Based System
Su, Kuo-Wei ; Liu, Thu-Hua ; Hwang,
Sheue-Ling
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E742
E743
E744
E745
E746
E747
E748
E749
Collaborative Working Spheres as Support for Starting Collaboration in Distributed
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Comparing Local and Global Software Effort Estimation Models - Reflections on a
Systematic Review
Computer Supported Collaborative Design Based on Knowledge
Conceptualizing and measuring the virtuality of teams
Configuring Global Software Teams A Multi-Company Analysis of Project
Productivity, Quality, and Profits
Control Variant-rich Models by Variability Measures
ConvoCons A Tool for Building Affinity Among Distributed Team Members
Cooperation and Coordination Concerns in a Distributed Software Development
Project
E750
Couting the Cost of Virtual Teams
E751
Cultural Aspects in Groupware Application as an Intercultural Collaboration
Technology
E753
Data collection in global software engineering research learning from past experience
E754
Dependency forecasting in the distributed agile organization
Design Assistant Agents for Supporting Requirement Specification Definition in a
Distributed Design Team
Designing Interventions to Reduce Psychological Distance in Globally Distributed
Teams
E755
E756
E757
Determining Stakeholder Needs in Workplace How Mobile Technologies Can Help
E758
E759
Developing an Inter-site Coordination Index for Global Software Development
Developing Software Across Time Zones An Exploratory Empirical Study
E760
Development of Visualizations for Social Network Analysis of Chatroom Text
E761
Distributed Agile Development Using Scrum in a Large Project
E762
Distributed Cooperative Design Method and Environment for Embedded System ’
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Martin J.
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Schweitzer, Linda ; Duxbury, Linda
Ramasubbu, Narayan ; Cataldo,
Marcelo ; Balan, Rajesh Krishna ;
Herbsleb, James D
Mann, Stefan ; Rock, Georg
Oren, Michael A ; Gilbert, Stephen B
Panjer, Lucas D ; Damian, Daniela ;
Storey, Margaret-Anne
Pillis, Emmeline De ; Furumo,
Kimberly
Suadamara, Rein ; Werner, Stefan ;
Hunger, Axel
Prikladnicki, Rafael ; Boden, Alexander
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B. ; Wulf, Volker
Wagstrom, Patrick ; Herbsleb, James
Sugawara, Kenji ; Manabe, Yusuke ;
Moulin, Claude ; Barthès, Jean-Paul
Poster, Interactive
Maiden, Neil ; Otojare, Omo ; Seyff,
Norbert ; Grünbacher, Paul ;
Mitteregger, Karl
P, Sooraj ; Mohapatra, Pratap K.J.
Taweel, Adel ; Brereton, Pearl
Mcintire, John ; Osesina, O Isaac ;
Craft, Michael
Paasivaara, Maria ; Durasiewicz,
Sandra ; Lassenius, Casper
Li, Sikun ; Xiong, Zhihui ; Li, Tiejun
2009
CE8
2007
CE2
2003
2010
CE2
CE2
2011
CE8
2011
2012
CE2
CE2
2008
CE2
2007
CE2
2011
CE2
2013
CE2
2006
CE2
2011
CE8
2012
CE2
2007
CE2
2008
2002
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CE2
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CE2
2008
CE4
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222
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Distributed team design in small- and medium-sized enterprises: How to get it right
E765
Does Avatar Email Improve Communication
E766
Does Distance Still Matter?
E767
Does Distribution Make Any Difference? Quantitative Comparison of Collocated and
Globally Distributed Projects
E768
Does the Strategic Orientation of a Firm Guide its Degree of Offshoring
E769
E770
E771
E772
E775
E776
E777
E778
E779
E780
E781
Effects of Information Exchange Channels in Different Communication Modes on
Trust Building in Computer-mediated Remote Collaborative Design
Effects of intra-group conflict on packaged software development team performance
Efficient Collaborative Task Arrangement in Global Software Design via MicroEstimation and PERT Technique
Empirical evidence in global software engineering a systematic review
Enterprise Information Mashup and Real Time Business Assurance for Global
Collaboration
Evaluating Awareness Information in Distributed Collaborative Editing by SoftwareEngineers
Evaluating Computer-Supported Cooperative Work Models and Frameworks
Evolution of cognitive trust in distributed software development teams a punctuated
equilibrium model
Exactly the Information your Subcontractor Needs : DeSyRe — Decomposing System
Requirements
Experiences in Scaling the Product Owner Role in Large-Scale Globally Distributed
Scrum
Exploring the effects of trust, task interdependence and virtualness on knowledge
sharing in teams
Thomson, Avril ; Stone, Angela ; Ion,
William
Lee, By Younghwa ; Kozar, Kenneth A ;
Larsen, Kai R
Wolf, Timo ; Nguyen, Thanh ; Damian,
Daniela
2007
CE2
2005
CE2
2008
CE4
Piri, Arttu ; Niinimäki, Tuomas
2011
CE2
Srivastava, Shirish C ; Teo, Thompson S
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2007
CE2
Wang, Lu ; Wang, Xiangyu
2010
CE2
Sawyer, Steve
Xul, Bin ; Hu, Hua ; Ling, Yun ; Yang,
Xiaohu ; He, Zhijun ; Ma, Albert
Šmite, Darja ; Wohlin, Claes ;
Gorschek, Tony ; Feldt, Robert
2001
CE2
2007
CE2
2010
CE8
Li, Dr. Chung-Sheng
2006
CE2
Schenk, Julia
2012
CE2
2004
CE2
2012
CE2
Penzenstadler, Birgit
2011
CE2
Paasivaara, Maria ; Heikkila, Ville T. ;
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2012
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Staples, D. Sandy ; Webster, Jane
2008
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Neale, Dennis C ; Carroll, John M ;
Rosson, Mary Beth
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Flexible And Distributed Software Processes Old Petunias In New Bowls
ÅGERFALK, PÄR J. ; FITZGERALD,
BRIAN
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E783
Gendered Selves and Identities of Information Technology Professionals in Global
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2006
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GeoII Group-to-group Videoconferencing System Design and First Experiences
E785
A Gesture Language for Collaborative Conceptual Design
E786
Global and task effects in information-seeking among software engineers
E787
Global Consistency Checking of Distributed Models with TReMer
E789
E790
E791
E792
Global Sourcing of Software Development - A Review of Tools and Services
Globalization by Chunking A Quantitative Approach
Globally Distributed Requirements Engineering
Going Global with Agile Service Networks
E793
Group Awareness in Global Software Engineering
E794
Guidelines for Effective Bridging in Global Software Engineering
E796
How a Good Software Practice Thwarts Collaboration – The multiple roles of APIs in
Software Development
E797
How Can Process Help CSCW
E798
How distribution affects the success of pair programming
E800
How offshoring affects IT workers
Hybrid Consistency Framework for Distributed Annotation Records in a
Collaborative Environment
IBM Software Development Leveraging Geographically Distributed Teams - The
Interactive Solution Marketplace 2.0 (ISM Case Study Vito Vitale
IMART: An Interoperability Model for Artifacts of Distributed Software Development
Environments
Immersive Whiteboard Collaborative System
Impact Analysis by means of Unstructured Knowledge in the Context of Bug
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Improving Network Organizations through Collaborative Support
E801
E802
E803
E804
E805
E807
Slovak, Petr ; Troubil, Pavel ; Holub,
Petr
Ma, Cuixia ; Wang, Hongan ; Dai,
Guozhong
Milewski, Allen E.
Sabetzadeh, Mehrdad ; Nejati, Shiva ;
Easterbrook, Steve ; Chechik, Marsha
Martignoni, Robert
Mockus, Audris ; Weiss, David M
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Tamburri, Damian A
Lanubile, Filippo ; Calefato, Fabio ;
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Milewski, Allen E. ; Tremaine, Marilyn ;
Egan, Richard ; Zhang, Suling ; Kobler,
Felix ; O'Sullivan, Patrick
Souza, Cleidson R B De ; Redmiles,
David ; Cheng, Li-Te ; Millen, David ;
Patterson, John
Wu, Huifeng ; Ying, Jing
CANFORA, GERARDO ; CIMITILE,
ANIELLO ; LUCCA, GIUSEPPE
ANTONIO DI ; VISAGGIO, CORRADO
AARON
Tambe, Prasanna B. ; Hitt, Lorin M.
Mustacoglu, Ahmet Fatih ; Fox,
Geoffrey C
Vitale, Vito
Wiese, Igor Scaliante ; Huzita, Elisa
Hatsue Moriya
Shae, Zon-yin ; Tseng, Belle
Torchiano, Marco ; Ricca, Filippo
Rezende, Erick A ; Santoro, Fkia M. ;
2009
CE2
CE2
2007
CE2
2008
CE2
2009
2001
2010
2012
CE2
CE8
CE4
CE2
2013
CE8
2008
CE8
2004
CE4
2003
CE2
2006
CE2
2010
CE2
2008
CE2
2006
CE2
2006
CE2
2001
CE2
2010
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Improving the quality of business object models using collaboration patterns
Information sharing as enabler for the virtual team an experimental approach to
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Information Systems Offshore Outsourcing: An Exploratory Study Of Motivations
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Integrating Process Support and Knowledge Management for Virtual Software
Development Teams
Intercultural Communication Competence via IP Services Applications: A Modified
Task-technology Fit Perspective
Interdisciplinary Collaboration through Wikis in Software Development
Investigating Collaboration Driven by Requirements in Cross-Functional Software
Teams
Investigating Quality in Large-Scale Open Source Software
IT Application Assessment Model for Global Software Development
E818
Kiowledge Based Distributed Product Design and Manufacturing
E819
Knowledge Management in the Global Software Engineering Environment
E820
Knowledge Services on Semantic Web
E821
Knowledge Transfer and Collaboration in Distributed U.S.-Thai Teams
Knowledge Transfer in Global Software Development – Leveraging Acceptance Test
Case Specifications
Knowledge Transfer in Global Software Development - Leveraging Ontologies, Tools
and Assessments
E809
E810
E811
E812
E813
E815
E822
E823
E824
Knowledge transfer in globally distributed teams the role of transactive memory
E826
Lessons Learned from a Workshop on Relationship Building
E828
Leveraging Semantic Data Wikis for Distributed Requirements Elicitation
Linguistic Challenges in Global Software Development Lessons Learned in an
International SW Development Division
E829
Borges, Marcos R S
Bolloju, Narasimha
2004
CE2
Rafaeli, Sheizaf ; Ravid, Gilad
2003
CE2
González, R. ; Gascó, J. ; Llopis, J.
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CE2
Maurer, Frank ; Holz, Harald
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CE2
Vannoy, Sandra A ; Chen, Charlie C.
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Phuwanartnurak, Ammy Jiranida
Marczak, Sabrina ; Kwan, Irwin ;
Damian, Daniela
Raja, Uzma ; Barry, Evelyn
Kuni, Ravishankar ; Bhushan, Navneet
Mendikoa, Inigo ; Sorli, Dr. Mikel ;
Barbero, Jose I. ; Carrilo, Ana
Richardson, Ita ; O'Riordan, Miriam ;
Casey, Valentine ; Meehan, Bridget ;
Mistrik, Ivan
MENTZAS, GREGORIS ; KAFENTZIS,
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Sarker, Saonee
2009
CE2
2010
CE4
2006
CE2
CE2
-
CE2
2009
CE2
2007
CE2
2005
CE2
Salger, Frank ; Engels, Gregor
2010
CE2
2010
CE2
2008
CE2
2009
CE2
2009
CE8
2009
CE8
Salger, Frank ; Sauer, Stefan ; Engels,
Gregor ; Baumann, Andrea
Oshri, Ilan ; van Fenema, Paul ;
Kotlarsky, Julia
Srinivasan, Jayakanth ; Löfgren,
Annika ; Norstrom, Christer ;
Lundqvist, Kristina
Riechert, Thomas ; Berger, Thorsten
Lutz, Benedikt
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Mail2Tag Augmenting Email for Sharing with Implicit Tag-based Categorization
E831
Maintaining distributed Relationships
E832
Making Knowledge Work in Virtual Teams
E833
E834
E835
E840
E841
Managing Dynamic Shared State in Virtual Space for Collaborative Design
Managing global IT teams Considering Cultural Dynamics
Managing Software Development in Globally Distributed Teams
Managing Tacit Knowledge in Multinational Companies: An Integrated Model of
Knowledge Creation Spiral and Knowledge Fermenting
MasePlanner A Card-Based Distributed Planning Tool for Agile Teams
Matching and Coordination of Semantic Web Services in Distributed Collaborative
Environment
Measuring and visualizing information transfer in networked collaboration
Merging the Brain and the Heart Together in the World of Virtual Teams
E842
Methodological reflections on a field study of a globally distributed software project
E843
E844
E848
Methods and Tools for Collaboration in GSE Environments
Metrics-based control in outsourced software development projects
Modeling Collaborative Information Seeking Processes A Preliminary Study of Team
Search Tactics
Modelling software development across time zones
E849
Multilingual Collaborative Design Support System
E850
Multiple Path-layers Retrieval Method of Virtual Enterprise Data Based on XML*
E851
Negotiation and the Coordination of Information and Activity in Distributed
Software Problem Management
E852
Network Lag Mitigation Methods in Collaborative Distributed Simulations
E853
Observing Software Testing Practice from the Viewpoint of Organizations and
Knowledge Management
E854
On the Nature of GSE Organizational Social Structures An Empirical Study
E836
E838
E839
E847
Nelson, Les ; Nairn, Rowan ; Chi, Ed H
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Mckinney, Vicki R ; Whiteside, Mary M
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Robert P ; Gouge, Marianne
Li, Lilly ; Yang, Chenhui ; Li, Tangqiu
Niederman, Fred ; Tan, Felix B.
Cusumano, Michael A.
Yajun, Liu ; Jinsheng, He ; Deyong,
Xiong ; Zhaohui, Zeng
Morgan, Robert ; Maurer, Frank
Zhang, Kangkang ; Xu, Ruzhi ; Li,
Qingzhong
Puittinen, Rainer ; Hameri, Ari-pekka
Peters, Linda M L
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Ajita ; Seligmann, Doree
Paulish, Daniel J
Ponisio, L. ; van Eck, P.
2011
CE2
2006
CE2
2007
CE2
2011
2008
CE2
CE2
CE2
2008
CE2
2006
CE8
2007
CE2
1999
2008
CE2
CE2
2011
CE2
2006
2012
CE2
CE2
Yue, Zhen ; He, Daqing
2012
CE2
Taweel, Adel ; Brereton, Pearl
Moulin, Claude ; Wouters, Laurent ;
Sugawara, Kenji ; Fujita, Shigeru ;
Manabe, Yusuke
Li, Lingfeng ; Tan, Jianrong ; Jian,
Chengfeng
2006
CE2
2009
CE2
2003
CE2
Sandusky, Robert J ; Gasser, Les
2005
CE2
2005
CE2
2007
CE2
2012
CE2
Shirmohammadi, Shervin ; Woo, Nancy
Ho ; Alavi, Sara
Taipale, Ossi ; Karhu, Katja ;
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E856
One Meeting Federation, Integration and Interoperability of Multiple Physical and
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Open Collaboration within corporations using software forges
Rippon, William J
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Menahem, Tamir ; Mikhailovski, Boris ;
Natchetoi, Yuri ; Naveh, Barak ;
Odenwald, Thomas
Ohl, Sangyoon ; Bulut, Hasan ; Uyarl,
Ahmet ; Wu, Wenjun ; Fox, Geoffrey
Qureshi, Sajda ; Zigurs, Ilze
Prikladnicki, Rafael ; Audy, Jorge Luis
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Matsushita, Yutaka ; Yutaka, Ken-ichi
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2012
CE2
2009
CE2
2005
CE2
2001
CE2
2010
CE2
2008
CE2
1999
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Optimized Communication using the SOAP Infoset For Mobile Multimedia
Collaboration Applications
Paradoxes and Prerogatives in Global Virtual Collaboration
E859
Patterns in Effective Distributed Software Development
E860
Patterns of Evolution in the Practice of Distributed Software Development in Wholly
Owned Subsidiaries A Preliminary Capability Model
E861
Perspective Layered Visualization Workspaces of Collaborative Workspace
E862
Perspectives of Delegation in Team-Based Distributed Software Development over
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Tiako, Pierre F
2011
CE2
E863
Planning and Improving Global Software Development Process Using Simulation
Setamanit, Siri-on ; Wakeland, Wayne ;
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2006
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E864
RDLM: A Resilient Mechanism for Data Location in a Distributed Collaborative
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Ye, Wei ; Gu, Ning
2006
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E865
Read the full-text version of this article when you log into AccessMyLibrary
2003
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E866
Reducing Inspection Interval in Large-Scale Software Development
2002
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E867
ReflectWorld A Distributed Architecture for Meetings and Groups Evolution Analysis
2012
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2009
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2009
CE2
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E857
Huang, Wayne W ; Wei, Kwok-Kee ;
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E869
Requirements Reasoning for Distributed Requirements Analysis Using Semantic
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Requirements-Gathering Collaborative Networks in Distributed Software Projects
E870
Research and Realization of Software Testing Model Based on CSCW
E871
Research on Conflict Resolution and Operation Consistency in Real-Time
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Wang, Xueyi ; Bu, Jiajun ; Chen, Chun
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E872
ReuseECOS: An Approach to Support Global Software Development through
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E879
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E883
E884
Software Ecosystems
Risk and Compliance Management Framework for Outsourced Global Software
Development
Risk Assessment on Distributed Software Projects
Role based Cross-Project Collaboration in Multiple Distributed Software Design
Projects
Role-Based Wiki for Reuse of Off-the-Shelf Components
Selecting Locations for Follow-the-Sun Software Development: Towards a Routing
Model
Self-Service Collaboration Applications: A New Paradigm in the Development and
Deployment of Collaborative Environments
Seven Hot Outsourcing Practices
Simulated Co-location in Distributed Software Development An Experience Report
Social Computing Implications for Technology U sage and Team Interactions in
Virtual Teams
Soup or Art The Role of Evidential Force in Empirical Software Engineering
Sources of Miscommunication Searching for Contextual information in
Communication between Chinese and Danish Collaborators
E886
Supporting Collaboration in Software Development Activities
E887
Supporting Collaborative Software Development through the Visualization of SocioTechnical Dependencies
E888
Supporting Collaborative Virtual Meetings using Multi-Agent Systems
E889
Supporting Group Awareness in Collaborative Design
E890
Tactical Approaches for Alleviating Distance in Global Software Development
Teaching Distributed Software Engineering with UCOSP The Undergraduate
Capstone Open-Source Project
E892
E894
Technologies to Support Collaboration across Time Zones
E895
Test and evaluation of distributed information system networks
Cláudia Maria Lima
Magnusson, Christer ; Chou, SungChun
Lima, Adailton Magalhães
2010
CE2
2010
CE2
Xu, Bin ; Yang, Xiaohu ; Ma, Albert
2008
CE2
Li, Jingyue ; Ayala, Claudia ; Conradi,
Reidar
2009
CE2
Visser, Christian ; Solingen, Rini Van
2009
CE2
Tse, Scott S F ; Moore, Gene ; Narang,
Sangeeta
Reifer, Donald J
Orsoletta, Roni a. Dall
2005
CE2
2004
2012
CE2
CE4
Majumdar, Archisman ; Krishna, S
2011
CE2
Pfleeger, Shari Lawrence
2005
CE2
Michan, Renée Korver ; Bjørn, Pernille
2012
CE2
2006
CE2
2007
CE2
2009
CE2
-
CE2
2001
CE2
2011
CE2
2012
CE2
1999
CE2
Lewandowski, Arnaud ; Bourguin,
Gregory ; Lil, Littoral
Souza, Cleidson R B De ; Quirk,
Stephen ; Trainer, Erik ; Redmiles,
David F
Thompson, Phil ; Iqbal, Rahat ; James,
Anne
Liu, Yan ; Shi, Yuanchun ; Xu,
Guangyou
Carmel, Erran ; Agarwal, Ritu
Stroulia, Eleni ; Bauer, Ken ; Craig,
Michelle ; Reid, Karen ; Wilson, Greg
Prikladnicki, Rafael ; Marczak, Sabrina
; Carmel, Erran ; Ebert, Christof
Paul, Raymond A ; Srivastava, Jaideep ;
Wijesekera, Duminda
228
E896
The Effect of IT and Co-location on Knowledge Dissemination
E897
E899
E900
The impact of feedback in the global software process
The language-action perspective as a basis for communication support systems
The mechanisms of project management of software development
E901
The Myth of The Bouderyless Organization
E904
Tools to Support Global Software Development Processes: A Survey
E905
Toward a Knowledge-based Framework to Foster Innovation in Networked
Organisations
E906
Toward a Practical Solution for Capturing Knowledge for Software Projects
E907
Toward locales Supporting collaboration with Orbit
E909
Training to improve virtual team communication
Trust in software outsourcing relationships An empirical investigation of Indian
software companies
Understanding Partnerships between Corporations and the Open Source Community
A Research Gap
Understanding the Influence of Network Positions and Knowledge Processing Styles
Usability bugs in open-source software and online forums
Use of Multi-Context Systems for Crossing Boundaries
Using FLOW to Improve Communication of Requirements in Globally Distributed
Software Projects
E910
E911
E913
E914
E915
E916
E917
Using Honey Bee Teamwork Strategy in Software Agents
E918
Videoconferencing Design for Remote Groups
E919
Virtual positions: an examination of structure and performance in ad hoc workgroups
E920
E921
Vocabularies in Collaboration Channels
Web 2.0 for Practitioners
Song, Michael ; Berends, Hans ; Bij,
Hans Van Der ; Weggeman, Mathieu
Lehman, M M ; Ramil, J F
Te'eni, Dov
McBride, Tom
Newell, Sue ; Pan, Shan L ; Galliers,
Robert D ; Huang, Jimmy C
Portillo-Rodriguez, Javier ; Vizcaino,
Aurora ; Ebert, Christof ; Piattini,
Mario
Spinosa, Luiz M ; Quandt, Carlos O ;
Ramos, Milton Pires
Komi-Sirviö, Seija ; Mäntyniemi,
Annukka ; Seppänen, Veikko
Mansfield, Tim ; Kaplan, Simon ;
Fitzpatrick, Geraldine ; Phelps, Ted ;
Fitzpatrick, Mark ; Taylor, Richard
Warkentin, Merrill ; Beranek, Peggy M
Oza, Nilay V ; Hall, Tracy ; Rainer,
Austen ; Grey, Susan
2007
CE2
1999
2006
2008
CE2
CE2
CE2
2001
CE2
2010
CE8
-
CE2
2002
CE2
1999
CE2
1999
CE2
2006
CE2
Jr, Carlos Santo
2008
CE2
Nerur, Sridhar ; Teng, James T C
Raza, a. ; Capretz, L.F. ; Ahmed, F.
Tellioglu, Hilda
Stapel, Kai ; Knauss, Eric ; Schneider,
Kurt
Sadik, Sarmad ; Ali, Arshad ; Ahmad2,
Farooq ; Suguri, Hiroki
Slovák, Petr ; Hladká, Eva ; Troubil,
Pavel
Vickery, Caisson M ; Clark, Thomas D ;
Carlson, John R
Mathew, George ; Obradovic, Zoran
Serrano, Nicolás ; Torres, Manuel
2008
2012
2011
CE2
CE2
CE2
2009
CE4
2006
CE2
-
CE2
1999
CE2
2010
CE2
CE2
229
E922
X-Arc Spatial Data Integration in the SPeCS Collaborative Design Framework
E923
Your Time Zone or Mine A Study of Globally Time Zone-Shifted Collaboration
Pinto, Gustavo R B ; Medeiros, Sergio
Palma J ; Strauch, Julia Celia M ;
Souza, Jano Moreira de ; Marques,
Carlete R. F.
Tang, John C ; Zhao, Chen ; Cao, Xiang
; Inkpen, Kori
-
CE2
2011
CE2
230
APÊNDICE I – EVIDÊNCIAS FATORES E
PRÁTICAS
Segue abaixo as demais evidências relacionadas aos fatores e práticas extraídas
dos estudos selecionados.
Nome: F1. Diferença cultural
E007: “Respondents who reported model inefficiency and ineffectiveness generally traced the
cause back to cultural issues, differences in time zones…etc. rather than inefficiency
and ineffectiveness of the communication model.”
E063: “The new results with low proficiency groups confirm the same general tendency
observed in our previous study with high proficiency groups, that is, the percentage of
utterances presented by the least proficient subjects tend to increase when switching
from English to their native language.”
E137: “The risks classified in the communication category include the challenges related to the
physical distance, the loss of confidence between the teams, the difference of cultural
and linguistic orientations and the temporal distance.”
E142: “The language barrier presented challenges early in project development. The
developers and the development manager spoke English as a second language.”
E151: “Cultural differences that lend to communication issues tend to manifest themselves in
three major categories: the functional disciplines of the members of the group, the
organizational structure of the company and, the nationalities of the group members
and/or the nation in which the groups exist.”
E152: “Overall we found evidence for the following cultural dimensions, which effected
communication
between
the
teams:
power-distance,
uncertainty
avoidance,
individualism, long-term orientation and harmony vs. mastery.”
E178: “Verbal communication seems to be the major issue, as members of the team have 5
different home languages. A great deal of this appears to stem from language and
accent differences.”
E248: “Both groups identified PD as the major cultural dimension that influences mum effect
risk factors. However, the IT professionals showed significantly lower PD,
communication gap and fear of consequences.”
E301: “In many cases, poor sound quality combined with different dialects and language skill
levels seemed to render some meetings with audio conferencing nearly use-less.
Communication problems due to technical quality of the medium together with
cultural differences and differing expectations of behavior may indeed cause
communication breakdowns.”
E304: “Through our studies with four distributed development teams at Microsoft, we found
that teams who have shared cultural norms are able to communicate and collaborate
more effectively than teams who do not.”
231
E530: “The results from the initial investigation identified communication as the most pressing
problem and the lack of trust, cooperation, cultural and process related problems as
contributing factors.”
E533: “Communication is strongly linked with culture for these organizations, as in both cases
there is evidence that cultural differences influence both communication and the RE
processes.”
E544: “Cultural distance between Finland and India has been a challenge for the project.
Discussion on problems and status reporting has been particularly difficult, as the two
cultures have different conventions of communicating such issues.”
E557: “The main challenge that all teams faced involved communication difficulties. Time zone
differences, infrastructure, language barriers, and technical problems with video
conferencing were all immediately apparent at the start of the semester.”
E664: “In the Far Eastern organization there was limited technical knowledge and linguistic
and cultural problems were encountered. The knowledge of English within the Far
Eastern organization was very varied. The ability to communicate effectively is key to
team based success.”
E642: “Experiencing communication breakdowns at the lifeworld level often makes taken-forgranted knowledge salient such as cultural differences.”
E695: “Our study suggested that from the perspective of distributed requirements engineering,
a common communication language and time zone characterize a site and determine
its communication flows.”
E708: “In addition, in glob-ally distributed software development environments, formal
communication is also important because informal communication is often less
effective due to cultural differences, language barriers, and organizational
boundaries.”
E763: “Of course, with globally distributed teams, language, distance and cultural differences
make such communication more complex.”
E795: “Initially, the Irish customer saw working with Romanians as an issue, as Irish people
commonly do not speak any other language than English.”
E902: “Integration across cultural boundaries is difficult. The amount of communication
required between remote developers working on an integration area will quickly
exceed their ability to communicate with each other.”
Nome: F2. Diferença temporal
E007: “Respondents who reported model inefficiency and ineffectiveness generally traced the
cause back to cultural issues, differences in time zones…etc. rather than inefficiency
and ineffectiveness of the communication model.”
E070: “While 24x7 development is sometimes claimed to be a benefit of distributed
development, this was far from reality in the three organizations. Separation by nine
time zones created serious communication bottlenecks.”
232
E137: “The risks classified in the communication category include the challenges related to the
physical distance, the loss of confidence between the teams, the difference of cultural
and linguistic orientations and the temporal distance.”
E146: “Communication problems between the client and the developers arose, not only from
the difficulties of access to the Internet of the Cambodian students, but also from the
differences in times.”
E376: “Although delay was not reported as an impediment to communication across the US
sites, it was a major concern for the development site in Australia. One explanation is
the difference in time zones.”
E413: “Time-zone differences cause challenges to arrange, especially longer meetings.”
E458: “When there are bad tools and no personal relationships or a time zone difference,
nobody wants to communicate because it costs too much time or is too difficult, and all
that for the price of talking to a stranger who isn’t trustworthy.”
E557: “The main challenge that all teams faced involved communication difficulties. Time zone
differences, infrastructure, language barriers, and technical problems with video
conferencing were all immediately apparent at the start of the semester.”
E558: “Distributed teams often suffered delays due to the unavailability of remote colleagues
in different time zones.”
E568: “Clearly, everyday communication and coordination is challenged by temporal
distance. An obvious disadvantage of being separated by temporal distance is that the
number of overlapping hours during a workday is reduced and that team members
have to be flexible to achieve overlap with remote colleges.”
E664: “In reality given the time zone difference and the limited use of synchronous
communication tools this had its limitations.”
E695: “Our study suggested that from the perspective of distributed requirements engineering,
a common communication language and time zone characterize a site and determine
its communication flows.”
E827: “However, maintaining the local work shifts provided no common overlapping work
hours for all the development sites, adding to our communication issues.”
E880: “They were difficult to schedule based on the time differences, the student team had
difficulty securing a location where they could participate in such a teleconference,
and it was felt that for either language or cultural reasons the student team had a
strong bias towards written communications.”
Nome: F3. Diferença física
E137: “The risks classified in the communication category include the challenges related to the
physical distance, the loss of confidence between the teams, the difference of cultural
and linguistic orientations and the temporal distance.”
E173: “Finally, the human factors in a distributed environment are as important as
technological factors. The overall project atmosphere, influenced by many different
factors such as cultural and organizational differences, time zones and geographic
233
distance, plays an important role in successful communication in a geographically
distributed environment.”
E262: “Secondly, factors that influence the ability to communicate and coordinate, such as
geographic separation, whether communication is direct or through an intermediary,
and the quality of documentation play an important role.”
E376: “The communication and knowledge management aspects of these meetings are critical
and exacerbated by distance.”
E458: “If people are under pressure, they focus more on their work and are less willing to
communicate. This is aggravated by a large distance and the lack of trust. So it is even
more unlikely for them to communicate with the other site.”
E672: “The various locations of the team members, top management and the project manager
resulted in communication breakdowns. Communication between management and
the team did not go through hierarchical structures mediated by the project manager.
Instead, communication was often mediated by the Canadian team member and not
the project manager in the UK. Hence, important decisions affecting the work were
communicated through invisible structures.”
E798: “In globally distributed software development environments, formal communication is
also important because informal communication is often less effective due to cultural
differences, language barriers, and organizational boundaries.”
Nome: F4. Infraestrutura
E146: “Communication problems between the client and the developers arose, not only from
the difficulties of access to the Internet of the Cambodian students, but also from the
differences in times.”
E173: “Inadequate infrastructure / Time delays for communication and solution turnaround.”
E178: “The only environmental issue raised is stability of electricity in two of the other
countries. The erratic nature of the electricity affects both work and communication.”
E218: “One of the disadvantages of using voice over IP was the additional load on the network
it produced. This was particularly disruptive in the initial phase of the project where
we had limited internet bandwidth available.”
E333: “Despite advances in technology, video conferences are still problematic in the opinion
of the present authors: transmission is usually slow, the setting is artificial, it is
confined to a specific room, and taking turns is cumbersome. With the media itself in
focus, discussion is difficult.”
E557: “The main challenge that all teams faced involved communication difficulties. Time zone
differences, infrastructure, language barriers, and technical problems with video
conferencing were all immediately apparent at the start of the semester.”
E714: “In some of the involved countries problems with Internet and electricity exacerbated the
challenges associated with communication.”
E880: “The internal processes and infrastructure was not adequate to ensure that the supplier
managers provided consistent communications across teams.”
234
Nome: F5. Atividade da Engenharia de Software
E010: “In addition, results show that the type of artifacts to inspect (i.e., requirements vs.
design documents) makes a difference on the effectiveness of such meetings, as a
larger number of mutual agreements were reached by participants in the inspections
of design documents.”
E080: “This indicates that a large amount of development work involves communication
across sites, but that local interactions are more likely to emerge than remote
interactions, suggesting that a project member seeks information more readily from a
local colleague.”
E089: “The appropriate communication in offshore relationships will depend on a variety of
factors, including the tasks, processes, level of shared vocabulary, cultural distance,
and differences in overall competency and maturity.”
Nome: F6. Estrutura da equipe
E007: “These findings coupled with respondents’ replies about the nature of their team imply
that the communication models M2 and M3 are efficient and effective in small teams
(with five or less members), whereas the M6 communication model is likely to be
successful when adopted by larger teams (of more than five members).”
E238: “This suggests that appropriation and use of communication media may differ for
within-subteams and between-subteams communications, also supporting H1.”
E347: “Our findings suggest that in small companies the communication practices differ from
the practices used in the bigger companies. Reasons for this could be found both in the
size of the teams and the size of the personnel.”
E569: “In conclusion, the architecture determines the team structure so that the definition of
teams is fixed. This leads to increased formality in the communication between these
teams.”
E646: “Larger teams make the team internal communication more difficult.”
E818: “Our results can be summarized as two main findings: SoS meetings seem to work
poorly when they have too many participants with disjoint interests and concerns;
and smaller, focused inter-team meetings with participants having joint goals and
interests, seem to have a better chance of being perceived as successful.”
Nome: F7. Comunicação (constante, informal e F2F)
E212: “Loss of communication richness - Views from companies (A & B): Lack of face-to-face
meetings, availability and use of appropriate media, less coordination, less informal
communication and culture differences.”
235
E261: “The lack of communication, knowhow transfer, and task transfer set limits to
the growth of knowledge and skills on the Indian side, and to an improvement
of intercultural communication.”
E331: “According to PLC participants, the main constraint of offshore communication was the
lack of face-to-face meetings.”
Nome: F8. Modelos de Processos de software
E172: “There were also occasional comments from several projects about some initial
difficulties in communication that turned out to have their origin in different processes
with different terminology.”
Nome: F9. Papel dos interlocutores
E695: “Our study also indicated that communication flows often occurred between groups of
people holding the same role.”
E763: “Communication may have been especially difficult for the UL team because they did not
have a supplier manager responsible for them. All of their communication with central
team personnel was on a more ad hoc basis.”
Nome: F10. Confiança
E137: “The risks classified in the communication category include the challenges related to the
physical distance, the loss of confidence between the teams, the difference of cultural
and linguistic orientations and the temporal distance.”
E296: “Familiarity and trust: Although the Cambodian developers made an effort to learn
about their fellow students, they were not comfortable instigating communications
with students overseas; they kept their many technical problems to themselves until
the last minute and when raising them was unavoidable.”
Nome: F11. Consciência sobre as equipes
E230: “In ID 29 (Table 5), developers were not aware of an essential project role. Since they
did not know who could provide requirements, they were worried or uncertain.
Effective communication cannot occur if the appropriate partner is not known.”
E252: “This analysis allowed us to conclude that it is highly appropriate that a tool that
supports communication in DSD should have information concerning e-mails, and
how to contact by telephone (telephone number) and the option for instant
messaging.”
E344: “Another related challenge was identifying and communicating with expert staff, based
on the personnel skills but also their availability and workload.”
Nome: F12. Distribuição das tarefas
236
E173: “Low language skills of XYZ employees, lack of understanding of tasks assigned, cultural
differences, and terminology differences are also seen as areas of concern by many
projects. These risks are brought about by geographic distribution, which cannot be
avoided in GSD. With negative outcomes such as delays in time for communication
and problem solution, misunderstandings and communication problems, unexpected
costs, and so on, risk management in distributed environment appears to be a
complicated task for both partner and the offshore developer.”
E261: “The lack of communication, knowhow transfer, and task transfer set limits to the
growth of knowledge and skills on the Indian side, and to an improvement of
intercultural communication.”
Nome: F14. Limitação do canal de comunicação
E043: “The more impersonal communication medium (in the distributed settings) enhanced
their ability to remain detached in the interaction and that was positively related to
better task performance. The slowing down in conversation (as a consequence of
limitations in the communication medium) was perceived as a factor that contributed
to meeting effectiveness,
since it resulted in more polite and structured
communication, and allowed the negotiators more time to think through the options
considered in the conflict resolution.”
E142: “IM systems were not used when discussing user requirements since the team desired
all stakeholders to be aware of such conversations, and the one-on-one nature of
instant messaging prevented this information from being distributed to the whole
team.”
E212: “Loss of communication richness - Views from companies (A & B): Lack of face-to-face
meetings, availability and use of appropriate media, less coordination, less informal
communication and culture differences.”
E218: “We also noticed that large groups didn't work well via conference phone. We were
later able to limit the number of participants to 8 people or less.”
Nome: F17. Capacidade técnica
E089: “Conversations in offshore outsourcing relations are characterized by communicative,
behavioral, and cultural uncertainties. We believe that modern firms could enhance
their capacity to benefit from offshore relationships by actively addressing such
sources of communication breakdown, typically, these include cultural differences and
capabilities/maturity differences.”
E376: “Factors of success in overcoming the challenges of diminished informal communication
in dealing with requirements include high technical competence and expertise,
excellent knowledge of the system gained through long service in the organization,
visits to the main development site in the past, established working relationships with
other developers through frequent interaction, excellent e-communication skills
237
through daily telephone or email – and that the time difference does not restrict the
communication window as much as it does with other parts of the world.”
E643: “There was a communication problem between two suppliers. They were not speaking
the same language, not only the same spoken language, but they did not have the same
business language.”
Nome: F18. Consciência sobre as tarefas
E061: “The most obvious obstacle to communicating across sites is the inability to share the
same environment and to see what is happening at the other site.”
E219: “Current awareness (How aware are you of the current set of tasks that this person is
working on?). The main predictions are supported. All aspects of awareness, except for
availability, are correlated with communication although general awareness was not
as strong as other factors.”
E276: “Peripheral awareness measures the extent to which team members know the current
activities and work status of other members. We found that peripheral awareness is
linked with communication confirming its importance in coordination of work.”
Nome: F19. Habilidade de expressão
E376: “Factors of success in overcoming the challenges of diminished informal communication
in dealing with requirements include high technical competence and expertise,
excellent knowledge of the system gained through long service in the organization,
visits to the main development site in the past, established working relationships with
other developers through frequent interaction, excellent e-communication skills
through daily telephone or email – and that the time difference does not restrict the
communication window as much as it does with other parts of the world.”
E763: “The problem was that the student teams were not proactive in asking questions of the
central team or were not adept at integrating answers into their own cognitive
frameworks.”
Nome: F21. Gestão do Conhecimento
E261: “The lack of communication, knowhow transfer, and task transfer set limits to the
growth of knowledge and skills on the Indian side, and to an improvement of
intercultural communication.”
E825: “Any knowledge gap within the team can expand into big problems and may lead to the
poor sharing of information or a lack of knowledge about what to do.”
Nome: F22. Motivação
238
E261: “Some Germans who were frustrated about additional training and coordination needs,
and those who feared intercultural encounters, were seen to lack motivation to
communicate and transfer knowledge to Indian colleagues beyond the necessary.”
Nome: F25. Consciência sobre disponibilidade
E219: “Availability (How easy is it for you to reach this person when you need help or
information related to this project?). All aspects of awareness, except for availability,
are correlated with communication although general awareness was not as strong as
other factors.”
Nome: F26. Coordenação
E458: “If there is a manager without experience in managing and coordinating a project
correctly, there are a lot more problems in communication.”
Nome: F27. Disponibilidade do interlocutor
E344: “Another related challenge was identifying and communicating with expert staff, based
on the personnel skills but also their availability and workload.”
Nome: F29. Relação interpessoal
E146: “Communications between the US-based developers and auditors was not as effective as
it could have been possibly because the team bonding was not created at the beginning
of the semester.”
Nome: P1. Realizar encontros face a face
E047: “Communication between the Development Team and the Test Leader was straight
(face-to-face) while communication with the Remote Testing team occurred through
the server test tools.”
E106: “While team members may use face to face (when possible) and telephonic meetings to
coordinate work.”
E137: “In the DSD context is interesting to plan frequent travels to visit remote teams,
especially where the teams are globally dispersed. This attitude is for maintaining the
mutual understanding among them.”
E172: “Face to face communication across widely-separated sites is extremely expensive, of
course, in both time and money. Nevertheless, every project decided to have at least
one person travel at least every other month, and most funded much more travel than
this.”
E197: “Team members based in Seattle communicated through face-to-face conversations.”
239
E212: “Loss of communication richness - Solutions identified from companies (A & B): Visual
representation of requirements (Visualization), Face-to-face meetings, Discussion
forums and Informal communication (Email, Telephone and Chat).”
E219: “The practice of meeting face to face in both locations had a huge effect on the team and
reinforced notions of partnership and mutual accountability between the client and
developer.”
E224: “The most commons were email, instant message, mailing list, wiki and conference
calls. We also had twice a year, face to face meetings.”
E237: “Instant messaging, email, and face-to-face meetings were used with moderate
frequency.”
E276: “Although this is common practice in many software development teams, this team took
the practice one step further by arranging for the client to travel to India to meet the
developers.”
E329: “Of course, closely tied with the issue of using technology was the idea of meeting
someone face-to-face. Informants universally mentioned that meeting team members
face-to-face at least once a year was very useful.”
E331: “Looking at global communication sites, architecture and the presence of a visiting
engineer were perceived as delivering large volumes of rich information in an effective
timeframe.”
E334: “Face to face meetings were most useful and efficient but were correspondingly the most
expensive.”
E364: “Collaboration between the offshore coordinator and vendor staff is face-to-face, thus
avoiding the limitations of communication and collaboration at a distance”
E429: “The SAS team has face-to-face contact at the customer site, which occurs at project
start-up.”
E477: “The SAS team has face-to-face contact at the customer site, which occurs at project
start-up.”
E533: “Then to familiarize the client with the product and its functionality, the BAs conducted
a series of face-to-face business process reengineering (BPR) workshops with the
clients.”
E539: “The SAS team has face-to-face contact at the customer site, which occurs at project
start-up.”
E569: “Difficulty to initiate contact – As a general policy of Organization A, architects visits
the largest remote development site one week each month.”
E572: “F2F meetings were crucial to gain insights into others’ concerns and understand where
they were coming from.”
E614: “Traveling is often discussed as a necessary evil that causes costs that are hopefully
fewer than the costs of slow and extensive mediated communication. However,
traveling in some projects is not a problem because on one hand it does not happen
very often.”
240
E752: “Air Product’s GVTs resorted to travel between sites since they perceived technology as a
hindrance to communication efforts.”
E763: “Again, face-to-face meetings were critical. Until they had an opportunity to meet face
to face, both formally at meetings and socially with SCR personnel, did they relax
about communicating regularly with SCR.”
E898: “Finally, traveling is more common for unit leaders, and less so for software engineers.”
E902: “It was face-to-face meetings that produced the best communications.”
E908: “Overall, the majority of the activities required extensive communications, and onsite
and offshore teams conducted them jointly through frequent communications using
ICTs and visits to remote sites.”
Nome: P2. Enviar ‘embaixador’ a locais remotos
E457: “Depending on the project structure, a lead from the offshore team comes onsite to
participate in the concept, analysis, and design phases. This lead typically returns
offshore during the construction phase to oversee development and function as a
liaison to communicate issues and status to onsite project stakeholders.”
E827: “The liaisons were engineers who moved to Arlington Heights for as long as three
months. Their responsibility during this period was to meet the Arlington Heights
developers, learn the system, help complete the system-level requirements and
specifications, and communicate this information back to the development staffs at
their home office.”
Nome: P3. Utilizar e-mail (pessoal/lista)
E005: “In addition to face to face communication, also wiki and email were actively used.”
E080: “The communication media used: Chat, E-mail, Face to Face, Telephone, Voice mail,
and other.”
E082: “For communication, e-mail and phone were the most commonly used tools.”
E088: “When face-to-face, synchronous communication is infeasible, use an email list serves to
increase the chance of a response and encourage prompt, useful, and conclusive
responses to emails.”
E093: “Three mailing lists were introduced to allow focused asynchronous communication.”
E127: “Most of the tools that the coauthor used during project work, he still finds relevant as a
teacher: communication tools (e-mail, instant messaging, video-conferencing,
forums).”
E146: “In 2008, nine mailing lists were created and use was monitored by the instructors to
detect early impediments on the project.”
E155: “Overall, the team appeared to prefer simple methods of communication to maintain
awareness, preferring meetings, email and mailing lists, instant messenger, and
phone conversations.”
241
E156: “Communication tools such as email, instant message meeting, and teleconference which
were used in the communication between the customers and the offshore develop
team.”
E158: “Many interviewees regarded emails more formal medium, and therefore more suitable
to permanent storage in a document repository.”
E160: “Team members collaborated using discussion groups and other collaborative tools for
sharing information and assets.”
E165: “In RUP, only certain people were communicating with each other using videoconference. The rest were using emails and instant messaging tools for their
communication needs.”
E172: “All teams made use of basic collaboration technology such as telephone and e-mail, and
many made use of application sharing to share documents and presentation slides.”
E173: “E-mail appears to be the most common means of communication (100% of participants
use e-mail either every day (58%) or often (42%)). Using e-mail as a prior means of
communication between the distributed partners often leads to misunderstandings
and delays in information turnaround.”
E175: “Another created an email mailing list to promote awareness of source code changes.”
E177: “Also in addition to email, telephone calls and teleconferencing are strongly encouraged
to enable engineers to clear problems immediately avoiding lengthy email exchanges
and develop a personal rapport between employees in different locations.”
E178: “Several methods of communication were observed by the researcher; these included
telephone, Skype (non-video), conference calls, emails, and MSN depending on the
importance of the issue and the individuals.”
E192: “Create email distribution lists, as well as instant messenger groups that include
onshore and offshore team members.”
E212: “Loss of communication richness -Solutions identified from companies (A & B): Visual
representation of requirements (Visualization), Face-to-face meetings, Discussion
forums and Informal communication (Email, Telephone and Chat).”
E224: “The most commons were email, instant message, mailing list, wiki and conference
calls. We also had twice a year, face to face meetings.”
E237: “Instant messaging, email, and face-to-face meetings were used with moderate
frequency.”
E252: “The result shows that the most frequently used tools are e-mail, telephone and instant
messaging tools, in that order, either using Messenger or OCS.”
E262: “Email ‘… 1) all communications with the Supply Manager … 2) all communications
over email within the remote teams … 3) all cross-team communications will use a
specific mailing list …’”
E310: “One interviewee stated that time zone can be alleviated by emails and offline chats.”
E331: “Other communication mechanisms used in PLC were telephone and web conferences,
documents, and electronic mails.”
242
E333: “Communication was improved significantly with the aid of email which compensated
to some extent for the missing face-to-face contact.”
E357: “For completing the project, the most important tools were Google Hangout and
Agilefant, closely followed by email, Git and Google Docs.”
E364: “The primary communication media used by the LC members were electronic mail (with
56K modems) and telephone.”
E375: “A variety of media is used to support communication during these cross points
including conference calls, email, instant messaging and desk top sharing.”
E399: “Asynchronous communication was supported by e-mail (outlook).”
E462: “Not surprisingly, for distributed interactions, standard communication tools such as
telephone and email are well represented.”
E544: “Initially, the team mainly used email and occasional team teleconferences to
communicate across sites.”
E557: “Email was helpful because it provided time for the writer to sit down and think about
what should be communicated.”
E569: “Besides using the website to obtain in-formation, the organization uses e-mail
communication and instant messaging technology regularly to allow discussions
between the subsystem teams and between the architecture team and subsystem
teams.”
E589: “Other tools that appear with an interesting trend are email.”
E602: “E-mail is considered as very formal and also time intensive. Mails need to be written
very properly and they have the characteristics of formal documents.”
E605: “The most popular tool for communication is rated as Telephone and E-mails (Chart 2)
as they are instant, quick and easy to use.”
E616: “They were meeting regularly in conference calls, and they were using frequent email
exchanges to update each other and to maintain group awareness.”
E646: “The most popular means of communication for project work by far is still e-mail.”
E655: “Email, mailing list or telephone to quickly get information. This practice intends to
quickly collect information on a given topic of interest. The service provider in our
research has implemented a group mailing address that includes all Dutch architects”
E666: “Microsoft Open Communication Server (OCS), a collaboration tool to support
distributed synchronous and asynchronous communication across sites. From the list
of contacts, one can easily initiate chat, email, phone conversations, or group
conferences. Email communication predominated across sites.”
E672: “The technology mediation within the two teams was mainly done by email and phone.”
E703: “Another important part of the students’ feedback was to collect information about the
tools they used to communicate. Most of the students used Skype, e-mail, wiki, and
Google Docs.”
E714: “The communication tooling comprised asynchronous mailing lists and synchronous
chats (Yahoo groups, Google groups).”
243
E773: “From the results we see that email communication is widely used, as well within one
group as throughout the whole project. It seems to be accepted to send plain text
information together with eventually attached specifications.”
E795: “For communication, the team, their managers and the customers use Skype (both text
and voice), email, Virtual Private Networks (VPN) and external IPs.”
E799: “In DOSE 2010, communication was performed through three main means: Skype
chats, Skype voice calls, and e-mails.”
E825: “Communication is performed via email and by the phone between the resellers,
integrator and subcontractor.”
E891: “The open issue list is discussed at these sessions.”
Nome: P4. Utilizar mensageiro instantâneo
E036: “Most of the communication among developers takes place using instant messaging,
which is preferred over voice calls and face-to-face communication.”
E047: “An online chat tool should be used and the key persons in the project (Scrum master,
development and test leaders) should be always available to clarify doubts.”
E070: “Also, the teams used online chat and Short Message Service (SMS) extensively.”
E080: “the communication media used (Chat, E-mail, Face to Face, Telephone, Voice mail, and
other).”
E090: “One of the authors interviewed several developers, who identified the online-chat
system (IRC) as the primary communication means for development and debugging
work.”
E094: “As regularly as possible, GTK+ team meetings take place in the Internet Relay Chat
(IRC) channel on irc.gnome.org (#gtk-devel). It is a synchronous, real-time
communication method.”
E104: “Everyday communication is handled mostly by chatting with instant messenger tools.”
E127: “Most of the tools that the coauthor used during project work, he still finds relevant as a
teacher: communication tools (e-mail, instant messaging, video-conferencing,
forums).”
E146: “Communication between the students was carried out using emails and chats.”
E152: “The provided media channels were: video conferencing, phone, IM, email and paper
documents. All team members had access to all media channels.”
E156: “Communication tools such as email, instant message meeting, and teleconference which
were used in the communication between the customers and the offshore develop
team.”
E165: “In RUP, only certain people were communicating with each other using videoconference. The rest were using emails and instant messaging tools for their
communication needs.”
E171: “Chat is used for synchronous communication among the developers.”
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E178: “Several methods of communication were observed by the researcher; these included
telephone, Skype (non-video), conference calls, emails, and MSN depending on the
importance of the issue and the individuals.”
E192: “Create email distribution lists, as well as instant messenger groups that include
onshore and offshore team members.”
E197: “The whole team communicated through email and Lync, mainly using one to one
instant messaging chats, phone calls and screen sharing.”
E224: “We used different ways for communicating among teams. The most commons were
email, instant message, mailing list, wiki and conference calls. We also had twice a
year, face to face meetings.”
E237: “Instant messaging, email, and face-to-face meetings were used with moderate
frequency.”
E252: “The result shows that the most frequently used tools are e-mail, telephone and instant
messaging tools, in that order, either using Messenger or OCS.”
E282: “Email and instant messaging were used for communication between individual team
members and especially for communication between the project manager and both
local and SCORE supervisors.”
E331: “For local communications, face-to-face was seen by participants from PLA as a
communication method that delivered large volumes of rich information in an effective
timeframe in PLA. Other important communication mechanisms were architecture,
followed by electronic chat.”
E333: “Chats, the most spontaneous computer-mediated form of communication, were used
only three times, and then only for management purposes and not for the coordination
of everyday work.”
E375: “A variety of media is used to support communication during these cross points
including conference calls, email, instant messaging and desk top sharing.”
E399: “The synchronous communication between the members of different sites was supported
by Microsoft Communicator as the Instant Messaging tool, and Audio Conferences and
Video Conferences tools were also used.”
E413: “Distributed teams used teleconference and web cameras, or chat.”
E488: “To develop the text-based structured chat, we used the CoFFEE system. It enables the
definition and the customization of face-to-face and distributed collaborative
environments. For example, synchronous interactions among users are defined using
discussion sessions composed of different steps. The accomplishment of a step is
managed by a supervisor and has the effect of freezing the associated activities. The
subjects that used the text-based structured chat expressed a better judgment on the
provided support for the requirements negotiation.”
E557: “Email was helpful because it provided time for the writer to sit down and think about
what should be communicated. For more in-depth decisions, Skype group chat was
used.”
245
E569: “Besides using the website to obtain information, the organization uses e-mail
communication and instant messaging technology regularly to allow discussions
between the subsystem teams and between the architecture team and subsystem
teams.”
E591: “The teams also utilize email, instant messaging and a discussion forum provided by
ERPSoft, for day-to-day communication regarding functional specifications, technical
design and other issues.”
E616: “Most of the daily communication takes place through e-mail, instant messaging, phone
and conference calls.”
E639: “It has been noted that instant messengers are the students’ preferred synchronous
communication tool and are used much more often than voice or video conferencing
tools.”
E646: “Besides e-mail, students also heavily use Skype, both for voice and chat
communication.”
E708: “Instant messaging, teleconferencing, videoconferencing, Web meetings, extranets,
intranets.”
E714: “The communication tooling comprised asynchronous mailing lists and synchronous
chats.”
E799: “In DOSE 2010, communication was performed through three main means: Skype
chats, Skype voice calls, and e-mails.
E898: “The IM tool allows for direct exchange of messages as well as the possibility for desktop
sharing. This synchronous communication part of the chat tool covers the need for the
everyday communication that software engineers and architects have.
E908: “We use MSN messenger - every member of the software development group appear on
the list. So for having a chat with some-one, wherever they may be in the world in the
given time, you just need to double-click on their name and start typing a line.”
Nome: P5. Utilizar telefone
E005: “All these meetings between Ireland and India were held through telephone.”
E007: “Respondents gave a broad account of the typical communication media utilized by
their team (e.g. face to face, video conferencing, telephone…etc).”
E061: “The language on this project was English, and most of the native English speakers
found the phone useful for one-to-one communication, especially when they had very
specific questions.”
E070: “Project leads and champions at Consult were on call almost round-the-clock via their
Blackberries.”
E080: “the communication media used (Chat, E-mail, Face to Face, Telephone, Voice mail, and
other)”
E082: “For communication, e-mail and phone were the most commonly used tools.”
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E088: “During our research the daily iteration time communication between the developers
and the customers was managed through email (Case A) and email and telephone
(Case B).”
E104: “In the beginning, there were much more telephone calls, but chats are preferred as a
flexible form of communication with quick reaction times and the possibility to chat
with several persons at the same time.”
E106: “While team members may use face to face (when possible) and telephonic meetings to
coordinate work.”
E152: “The provided media channels were: video conferencing, phone, IM, email and paper
documents. All team members had access to all media channels.”
E155: “Overall, the team appeared to prefer simple methods of communication to maintain
awareness, preferring meetings, email and mailing lists, instant messenger, and
phone conversations.”
E158: “while audio-based communication was mediated via telephone, via teleconferencing
equipment and voice-over-IP via instant messaging applications.”
E172: “All teams made use of basic collaboration technology such as telephone and e-mail, and
many made use of application sharing to share documents and presentation slides,
and even to show a service provider team live demonstrations of their code running on
laboratory machines in the contracting organization's location.”
E173: “E-mail appears to be the most common means of communication (100% of participants
use e-mail either every day (58%) or often (42%)), while telephone communication
follows with only 5% of participants using it every day and 63% using it often.”
E192: “In a distributed environment, meetings between onsite and offshore team are
conducted mainly by telephone.”
E212: “Loss of communication richness - Solutions identified from companies (A & B): Visual
representation of requirements (Visualization), Face-to-face meetings, Discussion
forums and Informal communication (Email, Telephone and Chat).”
E237: “The PDT System, text messaging, phone, and course management system were used
with low frequency.”
E252: “The result shows that the most frequently used tools are e-mail, telephone and instant
messaging tools, in that order, either using Messenger or OCS.”
E262: “Phone-based Meetings: The central team had phone-based meetings with each remote
team almost on a weekly basis.”
E310: “It is evident from Table V that software companies working in KSA are mostly relying
on Telephones, Emails, Job Rotation and Chats.”
E331: “Other communication mechanisms used in PLC were telephone and web conferences,
documents, and electronic mails.”
E333: “Make more direct contact which is not specifically related to written information. The
telephone, video conferences, or chats are more useful than email contact.”
247
E364: “The primary communication media used by the LC members were electronic mail (with
56K modems) and telephone, both of which could be used for dyadic and group
communication.”
E413: “Besides face-to-face visits, onsite and offsite members communicated a lot using
different kind of electronic media: email, phone calls, chat, application sharing and
teleconferencing.”
E425: “The primary means of synchronous contact is the telephone and instant messaging
(IM).”
E462: “Not surprisingly, for distributed interactions, standard communication tools such as
telephone and email are well represented.”
E605: “The most popular tool for communication is rated as Telephone and E-mails (Chart 2)
as they are instant, quick and easy to use.”
E612: “Most of the daily communication takes place through e-mail, instant messaging, phone
and conference calls.”
E672: “The technology mediation within the two teams was mainly done by email and phone.”
E736: “Experts said that the telephone is used in personal communication and in conference
meetings, along with NetMeeting-style programs.”
E773: “After these often named options came phone calls and personal meetings.”
E898: “In the case of unit leaders, phone calls and organized video conference are the most
common means of synchronous communication.”
Nome: P6. Utilizar plataformas de colaboração
E037: “Concerning the existing communication channels phone conference and Bugzilla, the
frequency and content did not change much.”
E090: “The second most commonly used tool was the MR tracking system which not only
tracked requests as they were opened, assigned, and resolved, but provided text chat
capability for each request.”
E147: “In some projects, IM conversations were routinely saved, and the conversation logs
were published in other information systems used in the project, such as in a task
management tool or in an issue tracking system. This practice was considered useful,
as it enabled later review of both the discussion, and possible decisions on the issue.”
E172: “One team also used a change management system as an asynchronous communication
medium, to pose questions that others could answer. This seemed to work particularly
well to make it easier for people to ask questions who otherwise seemed reluctant to do
so, and the perception was that it drastically reduced the amount of e-mail.”
E181: “Issue and bug trackers. Provide information about assignments, and show focused
communication about each issue. Require explicit effort, and may remove
communication from other lists.”
E203: “The specific collaborative software that was used is an open source platform learning
management system called Online Learning and Training (OLAT). This system
supports activities such as forums, chats, and emails as well as wikis.”
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E226: “GENESIS platform (GEneralised eNvironment for procEsS management in
cooperatIve Software engineering) covers the communication and coordination
requirements within a software process that are necessary for the planning, execution
and coordination of all tasks-related, spatially and temporally distributed activities.
Features: Resource Management System, Artifact Management System, Workflow
Management System and Metric Engine.”
E263: “We used the project management framework Assembla as a communication and
management platform (cf. www.assembla.com). It is a free and widely used platform
in software development. By using Assembla the team members could easily
communicate about the project tasks and about occurring problems.”
E301: “Issue trackers provide a way for structured asynchronous communication and
collaboration
in
distributed
software
projects.
The
structure
provided
for
collaboration is based on issues — bugs, features or tasks — of the project.”
E323: “We have combined the concepts of waypoints and social tagging to create TagSEA
(Tags for Software Engineering Activities), a tool to support collaborative annotations
in software development. It has been implemented as a plug-in for the Eclipse Java
development environment. In TagSEA, the waypoint analogy corresponds to marking
specific locations in the software such as Java source code elements (e.g. class, method,
package, file), or a specific line in a source or documentation file. The social tagging
element comes in because waypoints are described by a set of tags supplied by the
programmers. Metadata is automatically captured with the waypoint and may
include the version of the software file, creation date, author, related bugs etc. Routes
are sequences of waypoints to specific code features or file locations. The tagging
feature was a useful mechanism to document these changes for future navigation and
to support communication between Bob and Alice.”
E409: “Although the global software student teams used a number of different online
collaborative tools, they did most of their team communication using either an open
source learning management system called Online Learning and Training (OLAT) or a
synchronous design tool called ICE. Both software packages support asynchronous
communications such as forums, emails, wikis, file sharing etc., and synchronous
communication such as chat and ER design and database tools.”
E495: “Wikis and issue tracking systems allow people to synch up regardless of location.”
E591: “Other communication takes place with voice over IP, instant messaging, email or using
Levi9’s own web-based issue tracking and task management system.”
E806: “GitHub’s site design integrates social media functionality directly with code
management tools. The first unique aspect of GitHub is the presence of a profile for
each individual site member. Profiles of GitHub include: a) biographical data (such as
the date they joined the site and optional details about location, employer, etc.), b) a
list of their projects in public repositories (including whether they own the project or
forked it from another user, the coding languages used, and a histogram of project
activity), as well as c) an “activity feed” that displays the most recent actions they have
249
performed on the site (forking projects, watching other users or projects, submitting
pull requests, commenting on code, discussing issues, etc.) Finally, the profile also
highlights d) the number of people that follow the profile owner as well as the coders
and projects that the profile owner has elected to watch. Similar to many other social
networking sites, from the profile users can interact with other users (message them),
view content they posted (their code repositories), or view an “activity stream” of their
recent actions and behaviors.”
E891: “Software configuration management applications are used to manage different
versions of the components of a software system. Their use reduces miscommunication
because they enforce a common work process and a common view of the project.”
P6. Utilizar plataformas de colaboração
E837: “Bug tracker JIRA: knowledge of encountered software errors cannot get lost and
communication between users and developers of computer applications is enhanced,
since the containment of a bug usually requires a sequence of questions and answers
between users and developers. Such communication is then attached to the
corresponding incident.”
E855: “With the feedback system tickets (FS) are persisted faster and created more directly by
the customer herself without any intermediaries. The customer talked to the test
agents, but this time documented findings by herself. For a finding, the customer filled
out a form and optionally used built-in functions to make a screenshot and draw on it.
Especially directness is important for communication in distributed environments
where information can easily be lost or falsified.”
E903: “SoftFab: A DSE Infrastructure for Automated Building and Testing At Philips a
software infrastructure is used to automate testing and building. This infrastructure,
which is called SoftFab, enables projects to automate the build and test process, and
control them remotely. Engineers at different sites have access to the same reports and
log files through their web browsers, facilitating communication.”
Nome: P7. Utilizar videoconferência
E005: “The only difference in communication media between the distributed units was the use
of videoconferencing within Unit 2 that was lacking from Unit 3.”
E007: “Respondents gave a broad account of the typical communication media utilized by
their team (e.g. face to face, video conferencing, telephone…etc).”
E043: “NetMeeting was used to facilitate the communication from two remote sites.
Participants also suggested that it was important to have the video channel in seeing
the reactions of the remote participants in the negotiation, in particular, to observe
body language, whether they agreed or disagreed with what was being said, and
trustworthiness.”
250
E090: “In addition, developers indicated that they used email and video-conferences, but
primarily for design and architectural definition activities.”
E093: “To overcome the communication issues, as a first solution, the project management
team decided to introduce two main collaboration systems: a video conferencing
system and a management document.”
E151: “As reported in the interviews, videoconferencing and video chat, as forms of
interpersonal communications, are examples of real-time collaborative video.”
E152: “The provided media channels were: video conferencing, phone, IM, email and paper
documents. All team members had access to all media channels.”
E165: “Finally, another change with regard to the communication is the increase of the
interactions, through their video-conferencing tool. Company A uses a commercial tool
called the Eye-Catcher 1 for videoconferences.”
E166: “All larger Scrum meetings are shared by the whole team and done jointly using
videoconferencing. Videoconferencing was done using Skype with Adobe Acrobat
Connect for desktop sharing.”
E192: “Choose video conferences over phone calls or chats wherever possible. Using webcams
over the Internet avoids costs of expensive video conference systems.”
E237: “Overall for with in sub team communications, Facebook, Internet phone, FAX, video
conferencing, teleconferencing, bulletin board, and “other” were nearly-never used.”
E301: “In three case projects, there were meeting rooms equipped with video conferencing
facilities; these were used regularly in one project, and occasionally in two other
projects.”
E333: “Make more direct contact which is not specifically related to written information. The
telephone, video conferences, or chats are more useful than email contact.”
E344: “Phone and video conferences proved to be more efficient with less miscommunication,
but were also more difficult to organize (considering the time differences between
sites) and required additional infrastructure.”
E399: “The synchronous communication between the members of different sites was supported
by Microsoft Communicator as the Instant Messaging tool, and Audio Conferences and
Video Conferences tools were also used.”
E493: “The project members communicate using standard tools such as Skype, chat programs
and to some extent the videoconference system.”
E530: “Video conferences rather than telephone conferences were used to maximize face to
face contact. It was considered important that at each meeting a few minutes were
allowed for informal conversation and discussion.”
E606: “Other communication tools used are teleconferencing ‘once or twice a day’,
videoconferencing ‘if necessary’.”
E708: “Instant messaging, teleconferencing, videoconferencing, Web meetings, extranets,
intranets.”
E773: “Wikis and video conferencing are also named but their usage is rather uncommon.”
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E814: “In this project, SoS meetings were initially held using videoconferencing three times a
week.”
E898: “In the case of unit leaders, phone calls and organized videoconference are the most
common means of synchronous communication.”
E908: “These companies encouraged systematic and frequent communications in the form of
regular teleconferences between software managers in dispersed locations, and
transatlantic videoconferences with the entire team every one or two months.”
Nome: P8. Utilizar teleconferência
E037: “Concerning the existing communication channels phone conference and Bugzilla, the
frequency and con-tent did not change much. However, communication via e-mail
strongly decreased, and was mostly replaced by chatting.”
E156: “Communication tools such as email, instant message meeting, and teleconference which
were used in the communication between the customers and the offshore develop
team.”
E158: “While audio-based communication was mediated via telephone, via teleconferencing
equipment and voice-over-IP via instant messaging applications.”
E224: “We used different ways for communicating among teams. The most commons were
email, instant message, mailing list, wiki and conference calls. We also had twice a
year, face to face meetings.”
E237: “Overall for with in sub team communications, Facebook, Internet phone, FAX, video
conferencing, teleconferencing, bulletin board, and ‘other’ were nearly-never used.”
E344: “Phone conferences proved to be more efficient with less miscommunication but were
also more difficult to organize (considering the time differences between sites) and
required additional infrastructure.”
E375: “A variety of media is used to support communication during these cross points
including conference calls, email, instant messaging and desk top sharing.”
E376: “the audio channel is provided through a teleconferencing call.”
E399: “The synchronous communication between the members of different sites was supported
by Microsoft Communicator as the Instant Messaging tool, and Audio Conferences and
Video Conferences tools were also used.”
E413: “Distributed teams used teleconference and web cameras, or chat.”
E544: “Initially, the team mainly used email and occasional team teleconferences to
communicate across sites.”
E591: “Special sessions called ‘grooming meetings’ are held via teleconference to discuss new
functional specifications in detail, and following those meetings they are updated.”
E605: “Other communication tools used are teleconferencing ‘once or twice a day’,
videoconferencing ‘if necessary’.”
E616: “They were meeting regularly in conference calls, and they were using frequent email
exchanges to update each other and to maintain group awareness.”
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E666: “Microsoft Open Communication Server (OCS henceforth), a collaboration tool to
support distributed synchronous and asynchronous communication across sites. From
the list of contacts, one can easily initiate chat, email, phone conversations, or group
conferences. Email communication predominated across sites.”
E708: “Instant messaging, teleconferencing, videoconferencing, Web meetings, extranets,
intranets.”
E795: “In Gaelic Systems, Padraig has regular contact with Satish, the Indian-based project
manager. They hold a weekly teleconference and Sameer (who is based in Ireland)
joins these to help ensure that there are no communication problems.”
Nome: P9. Utilizar wiki
E005: “In addition to face to face communication, also wiki and email were actively used.”
E175: “GSD helps induce more rigorous documentation and automated SCM systems, and
encourages experimentation with communication tools outside of email such as wikis
and mobile devices.”
E329: “When informants at Digitech were asked about their use of communication technology,
most informants mentioned that they used a variety of media – email, IRC (similar to
Instant Messaging), phone, Wikis, Blogs, Intranet, and so on.”
E413: “Also tools, like Jira, Wiki and Team Foundation Server, were accessible by all team
members regardless of the location.”
E495: “Wikis and issue tracking systems allow people to synch up regardless of location.”
E504: “Urgent request is a broadcast mechanism for requesting urgent information for a
project from a volunteer group with specific knowledge. This practice aims at
promoting unplanned communication in case that a member of a project has an
urgent need for information or advice about a particular technology, tool, or product,
and would benefit from quick response. Some organizations may have wikis or
distribution lists that are directed towards groups with expertise in particular
technologies, markets, products, standards, and so forth.”
E569: “Organization B uses a wiki as a collaboration tool to capture discussions, provide
documents, and relate information on configuration management and issue-tracking
uniformly. All important documents are stored on the wiki and all issues are reported
uniformly.”
E703: “Another important part of the students’ feedback was to collect information about the
tools they used to communicate. Most of the students used Skype, e-mail, wiki, and
Google docs.”
Nome: P10. Utilizar compartilhamento de tela
E037: “Another useful communication channel introduced was Microsoft NetMeeting allowing
sharing one’s desktop. Complex situations are easily explained by showing an example
rather than providing long texts.”
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E104: “In case of Beta, communication takes place mainly in form of chats, too. Beta relies on
Sametime, integrated in Lotus Notes, offering communication functionality of an
instant messenger with some special features like desktop sharing.”
E166: “Videoconferencing was done using Skype with Adobe Acrobat Connect for desktop
sharing.”
E197: “All team meetings were supported by Lync, with screen sharing being used for demos
or to share diagrams etc.”
E301: “Desktop sharing is a tool, which provides all participants with the view of a presenter’s
desktop. This functionality is often provided in tools for collaboration over network,
such as instant messengers and web conferencing software.”
E375: “A variety of media is used to support communication during these cross points
including conference calls, email, instant messaging and desk top sharing.”
E413: “The offsite meeting was arranged via teleconference with Live Meeting and desktop
sharing.”
E898: “With the IM tool, software engineers can also use desktop sharing, improving
communication speed and potentially improving performance. Desktop sharing
permits remote colleagues to have a real time, interactive communication while they
share their desktop environments.”
Nome: P11. Utilizar webpage (homepage/blog)
E224: “Project Portal. We created a unique repository to share all information about the
project in order to make it available in an easy way to all.”
E329: “When informants at Digitech were asked about their use of communication technology,
most informants mentioned that they used a variety of media – email, IRC (similar to
Instant Messaging), phone, Wikis, Blogs, Intranet, and so on.”
E570: “Table 2 - Evolution of the tooling infrastructure over six years of collaboration.
Communication 2005: Yahoo IM and groups, Web sites, Blogs”
E736: “Other possible communication channels were a project webpage, and tools for sharing
files.”
Nome: P12. Utilizar fóruns
E127: “Most of the tools that the coauthor used during project work, he still finds relevant as a
teacher: communication tools (e-mail, instant messaging, video-conferencing,
forums).”
E212: “Loss of communication richness - Solutions identified from companies (A & B): Visual
representation of requirements (Visualization), Face-to-face meetings, Discussion
forums and Informal communication (Email, Telephone and Chat).”
E331: “In PLA and PLB, electronic chat was viewed as almost equally important, and again,
participants from PLC preferred forums over electronic chat.”
254
E643: “Discussion forums may help members to feel part of a group, therefore reducing the
need for regular face-to-face encounters.”
E880: “In addition to previously mentioned actions to support consistent communications
with all the remote teams the central team adopted a practice of answering all emailed
questions via a discussion forum.”
Nome: P13. Utilizar rede social
E237: “Overall for with in sub team communications, Facebook, Internet phone, FAX, video
conferencing, teleconferencing, bulletin board, and ‘other’ were nearly-never used.”
E646: “Students also started using Facebook groups, sharing ideas and doing brainstorming
on the Facebook wall of their group.”
Nome: P14. Utilizar Intranet
E329: “When informants at Digitech were asked about their use of communication technology,
most informants mentioned that they used a variety of media – email, IRC (similar to
Instant Messaging), phone, Wikis, Blogs, Intranet, and so on.”
E708: “Instant messaging, teleconferencing, videoconferencing, Web meetings, extranets,
intranets.”
P15. Utilizar documentos de papel
 Demais evidências
E152: “The provided media channels were: video conferencing, phone, IM, email and paper
documents. All team members had access to all media channels.”
E237: “Overall for with in sub team communications, Facebook, Internet phone, FAX, video
conferencing, teleconferencing, bulletin board, and “other” were nearly-never used.”
Nome: P18. Utilizar ambiente virtual 3D
E488: “A three-dimensional virtual environment is an interactive simulated environment
accessed by multiple users through an interface. Each user interacts with other users
by an avatar (i.e. a citizen of the virtual environment). We used in this empirical
investigation Second Life. The media comparison has been performed with respect to
the time needed to accomplish the negotiation, the issues arisen and solved in the
negotiation process, and the quality of the negotiated software requirements. The
subjects that used the three-dimensional virtual environment generally found the
interaction more complex. However, the virtual environment was considered more
thought-provoking than the face-to-face meeting.”
255
Nome: P22. Realizar reuniões frequentemente
E047: “Periodic meetings between the development and testing teams should be scheduled.
This contributes to understand the complex user’s stories.”
E107: “There is a weekly team meeting that includes multiple sites for each functional area.”
E192: “Schedule weekly phone calls and plan face-to-face visits to develop trust and build a
healthy relationship.”
E197: “Some team members reported that they were collaborating on a daily basis with some
remote colleagues, even for several hours per day.”
E376: “Factors of success in overcoming the challenges of diminished informal communication
in dealing with established working relationships with other developers through
frequent interaction, excellent e-communication skills through daily telephone or email
– and that the time difference does not restrict the communication window as much as
it does with other parts of the world.”
E413: “Based on our interviews, all projects were very satisfied with the decision to start to use
this agile method and were planning to continue its usage also in the future. The agile
practices were considered very suitable for distributed projects, especially because
they fostered frequent and open communication, provided good visibility to the project
and improved trust between distributed developers.”
E558: “Other aspects of this initiative were the establishment of a remote leader, mandatory
daily meetings and intermittent social occasions.”
E643: “Some respondents suggested organizing periodic face-to-face interactions to help build
relationships that could later be sustained through ICTs.”
E655: “Frequent interaction between the teams involved. This practice intends to let
practitioners from different sites interact frequently with each other.”
E666: “For communication, the team had a schedule of weekly teleconferencing status
meetings that involved Project Management (Vienna), Development Leader (Cluj) and
Integration Leader (Vienna).”
E690: “Frequent give-and-take may be needed to reach understanding. Overall, it takes more
time and effort to communicate effectively in offshore projects.”
E708: “More and continuous communication -the global communication channel was open on
the 24/7 basis.”
E736: “All the experts said that constant meetings (e.g., once a week) are needed, even when
there are no urgent issues to discuss.”
E795: “They are highly involved in every project and communicate permanently with each
other. They usually have a Skype channel opened between them for most of the day.”
E908: “To cope with this challenge, both TCS and LeCroy encouraged frequent
communications between remote members and introduced design rules that made
communications more effective.”
256
Nome: P23. Utilizar múltiplos canais de comunicação
E092: “There seems to be a clear protocol for the use of the different communication channels
available.”
E146: “Past experience also indicated the importance of redundancy in communication
channels and so the need for different types of communication tools, including emails,
chats and wikis.”
E152: “The provided media channels were: video conferencing, phone, IM, email and paper
documents. All team members had access to all media channels.”
E153: “The many communication channels exist not only side by side; rather they form ecology
of channels, a socio technical communication system where different channels are used
in a complementary way. The team uses a whole range of channels.”
E192: “Recommended Approach: Emphasize Communication Strategies. Ensure the usage of
both synchronous and asynchronous communication tools.”
E264: “The result of regression revealed that change of sequence of communication medium
accounts for 93.1% of variation in conflict resolution. It also revealed that the overall
impact of change of sequence of communication medium on conflict resolution is
highly significant. The amount of extra info (provided to close an issue) per issue was
consistently lower for the mixed-media groups (Z=1.963 and p=0.04).”
E282: “In order to solve communication and coordination issues, multiple channels have been
built-up.”
E329: “Multiplicity afforded being able to connect in different ways but it also allowed
different media to be used for specific purposes.”
E334: “A combination of occasional face-to-face meetings and more frequent remote
communication
improves
the
overall
communication
process
over
remote
communication alone.”
E375: “Our results suggest that the team studied would improve the effectiveness of its
communication by using a wider range of media to support the multiple
communication processes involved in the daily stand up.”
E413: “It seemed to be important that there were many different possibilities to communicate
between the sites.”
E425: “Not surprisingly, the group uses a number of different media for communication and
coordination purposes”
E457: “Maintain open channels of formal and informal communication. Track and review
issues diligently so that information doesn’t get lost in emails or chat.”
E497: “A combination of synchronous and asynchronous tools is mostly used.”
E591: “Open communication between parties on a daily basis about functional and technical
issues, as well as project status, using multiple channels.”
E708: “Broad usage: multiple tools and technologies were used to maximize communication
frequency and effectiveness.”
E714: “A mixture of synchronous and asynchronous communications was crucial for successful
projects.”
257
E795: “Various technologies are used to support human communication.”
Nome: P24. Utilizar um ponto de comunicação
E192: “Designate offshore and onsite administrators to keep the lists updated.”
E254: “Offshore intermediation comes in different forms, but in essence, it concerns
capabilities that facilitate the advantages of offshore outsourcing for clients while
mitigating its most severe challenges, such as dealing with the sociocultural,
professional, and operational complexities of managing relationships across borders.
Important intermediation services include the establishment of governance structures
and communication channels so that conflicts are detected quickly and arbitration is
effective. ‘Our clients frequently do not understand the necessity of all the demands
made by our developers. They see them as excessively thorough. Our job is to bridge
this gap, communicate to both sides in their own terms, as well as to ensure consistent
expectations, understanding, and translation to reach overall compatibility in the
relation.’ [I Technologies Project Manager]”
E263: “The only claim we can make is, that in our case the 1:1-communication model led to the
smoothest and most organized processing. All in all we can only interpret the effect of
the communication model on the project outcome. In our case study the outcomes were
of equal quality.”
E329: “The team realized that they could work around this problem by using members in
Ireland as brokers as the time difference between Ireland and the US and Ireland and
China was more manageable. Team members in Ireland started to play the role of a
broker and had a teleconference with testers in China (and sometimes India) and
repeated the teleconference with the developers in the US. In this way they were able to
bridge the unusually large time zone difference between the two continents by serving
as middle base and made sure everyone was on the same page.”
E333: “Instead, we recommend that a virtual member be appointed on each side to represent
the remote project. One team member can represent the remote subgroup at meetings,
speak on its behalf, and inform about relevant issues”
E605: “Team members are placed on site to take care of the daily activities. In Infosys they are
called as ‘Onsite Coordinators (OC’s)’. One of our respondents termed them as
‘Bridgers’. This role helps to create a means of communication or understanding
between people and can also a means of reconciling their differences.”
E708: “Assigning point persons to offshore sites improve the communication.”
E814: “However, these meetings were not considered to work properly, and were replaced by
a structure consisting of two separate meetings: a Finnish SoS followed by a Global
SoS, both led by the Finnish project manager. The project manager became a
communications bridgehead, as he was the only one participating in both meetings.”
258
Nome: P25. Selecionar canal de comunicação
E093: “One of the factors that emerged during this study was the importance of establishing
focused teams and communication channels.”
E375: “However we found that the documentation available to the team gives no guidance on
selecting the most effective media for each communication cross point, nor does the
documentation elaborate on ad hoc communication.”
E646: “The teams also set up their collaboration infrastructure, agreeing upon what tools to use
for communication, as well as how to use them.”
E714: “Selecting the communication and project management tooling appeared to be as (if not
more) important than choosing the engineering tooling. Our model intentionally
selected open source, free and web-hosted tooling to facilitate access by all students.”
Nome: P26. Descrever o protocolo de comunicação
E224: “The communication plan and artifacts that we are describing below intended to
improve communication among multisite development.”
E429: “It is vital to set ground rules about communication at the beginning of a project. Be
direct, honest, and do not let problems fester. Never assume anything; spell it out.”
E497: “MU students built plans and schedules, conducted risk assessment, and developed
contingency and communications plans.”
E530: “In particular a comprehensive communication policy was drawn up and
implemented.”
E643: “Rather than merely making their teams less virtual, they described more effective
coping strategies that addressed issues such as planning the frequency, timing and
purpose of face-to-face meetings.”
E703: “In the first phase, besides elaborating the first version of the requirements document,
the students have prepared a communication plan. The task consisted of making the
first communication with all members of the group, and agreeing on a time slot for
weekly meetings.”
Nome: P27. Verificar a comunicação
E333: “One solution is to use simple checklists on which items are continually ticked off at
formal meetings held throughout the duration of the project. Check-lists should include
points related to coordination and communication and should be used by both teachers
and students.”
E558: “As GSD organizations evolve, managers should monitor communications to ensure
that practices that proved effective in earlier development efforts remain so.”
259
Nome: P28. Reunir-se em hora-extra
E070: “Project leads and champions at Consult were on call almost round-the-clock via their
Blackberries.”
E177: “This problem still persists to a large degree as the 10-12.5 hour time difference causes
employees at one end to stay up later than their normal working hours. This is
alleviated to a large degree by having a round-robin delegation wherein members of a
group in both Redmond and IDC stay online to answer any questions for the other
team so that one team alone does not have to work irregular hours.”
Nome: P29. Realizar treinamentos sobre as culturas
E602: “A best practice is to start projects with a kind of ‘boot camp’. Beside the discussion of
project specific matters, a cultural workshop is considered very helpful. Typically in
the beginning of international projects the cultural gaps are very high.”
E646: “In the first stage of the course, the main instructor travels to all sites to teach the basic
concepts. This is to ensure that the basics are taught the same way, as well as to
familiarize the students with the instructor in order to facilitate later non-collocated
communication.”
Nome: P31. Documentar artefatos do sistema
E070: “Supplement informal communication with documentation. However, the management
insisted on supplementing informal communication with documentation of critical
artifacts.”
E098: “Our study findings indicate aspects of requirements workshops for which the text
based communication was more beneficial. These aspects include support for
structured discussion, proper documentation, and visibility of decisions made, as well
as increased ability to discuss openly conflicting issues.”
E172: “In stark contrast to this experience, the Theta project used UML analysis models - built
precisely to serve this purpose - as the primary artifact in communicating with the
contracting organization.”
E218: “Video documentation - Distributed development projects need to use every
communication channel available. One such channel that is often overlooked is video
documentation. We created some very short video documents during the project, and
found these worked well as a communication and training tool.”
E331: “It indicates that traditional SPL engineering practices and artifacts have the ability to
act as reusable items, reused as a communication mechanism enabler. This finding is
expected as architecture establishes a method of effective communication through a
common vocabulary.”
260
Nome: P32. Compartilhar uma agenda de reuniões
E147: “One person had come up with a rather radical practice for handling what he felt was
superfluous communication. He decided to stop using all text-based messaging, and
rather asked people to reserve time for communication from his shared calendar.”
E192: “Make sure the company-wide calendar is used appropriately for meetings, calls, social
events, and even private appointments.”
E376: “There are other aspects that contribute to meetings’ effectiveness. They are of human,
social, organizational and management nature: factors such as timely exchange of
documents to allow reading, adequate stakeholder preparation for the meetings,
dominance by some group members, and ultimately following an agenda are as
important as those discussed above.”
E616: “A synchronous interaction marked in people’s calendars is untouchable (‘the calendar is
sacred!’).”
E643: “Using ICTs more effectively was also achieved by establishing a meeting agenda (S131), choosing a moderator to facilitate interactions (S1-41), prompting quiet people for
their opinions (S1-75) and documenting the decisions made (S1-88).”
Nome: P33. Prover infraestrutura apropriada
E137: “Appropriated communication infrastructure also is necessary to reduce the lack of
presence or ‘face to face’ reunions. The infrastructure of adequate communication
raises the communication quality, in order to minimize the impact of the absence of the
‘face to face’ communication.”
E602: “Furthermore, a proper infrastructure landscape needs to be defined, communicated
and implemented already at the beginning of the project.”
Nome: P34. Repassar resultado da reunião aos ausentes
E106: “While team members may use face to face (when possible) and telephonic meetings to
coordinate work, they generally record most of the important communication along
with the work item to enable other team members from different sites in
understanding the context of the work item.”
E301: “Another practice many of the teams studied used was to send the transcripts of
important IM discussions to the whole team. The experiences of this practice were
mostly positive in the teams using it, as it combined both the flexibility and
synchronicity of IM and the asynchronicity and reachability of email.”
E814: “The project manager created a short memo in each meeting, and sent it to all project
personnel by email.”
E825: “Also, knowledge storing, meaning the storing of relevant communication records, so
that they are available for those who didn’t participate in the actual communication
situation, but need the information for their work, is an interesting topic.”
261
Nome: P35. Realizar treinamentos sobre procedimentos e
ferramentas de comunicação
E530: “Training on how to communicate effectively in the virtual team environment was
provided to team members in both locations.”
E581: “Organization can build standard templates for emailing. Trainings must be given to
employees and executives explaining them the methods of writing effective emails as
quickly as possible.”
E664: “To facilitate effective communication we identified the need for specific training in
methods of communication for all locations involved in the operation of virtual
software teams.”
E880: “The teams were then required to watch the training videos and conduct a series of
exercises to help ensure that they understood the infrastructure and knew how to use
it.”
Nome: P36. Utilizar pauta compartilhada em reuniões
E376: “There are other aspects that contribute to meetings’ effectiveness. They are of human,
social, organizational and management nature: factors such as timely exchange of
documents to allow reading, adequate stakeholder preparation for the meetings,
dominance by some group members, and ultimately following an agenda are as
important as those discussed above.”
Nome: P37. Utilizar moderador em reuniões
E429: “To mitigate the risk of poor interaction, incorporate the roles of facilitator, note taker,
timekeeper, and project or discussion leader in this remote interaction.”
E643: “Using ICTs more effectively was also achieved by establishing a meeting agenda (S131), choosing a moderator to facilitate interactions (S1-41), prompting quiet people for
their opinions (S1-75) and documenting the decisions made (S1-88).”
E795: “Both companies use facilitators (Anna and Sameer) in teleconferences to reduce
misunderstandings and smooth conflicts.”
Nome: P38. Proteger informações importantes
E795: “For communication, the team, their managers and the customers use Skype (both text
and voice), email, Virtual Private Networks (VPN) and external IPs.”
Nome: P39. Padronizar o vocabulário
E212: “Terminologies and standards used in an organization can help in coordination
breakdown along with culture difference, loss of teamness, communication richness
262
and time zone differences among team members dispersed geographically and hence
RU will be improved.”
E891: “The teams shared the same vocabulary and this helped to improve the communication
significantly.”
Nome: P40. Descobrir interlocutores essenciais
E300: “Conscius uses the source code, its history, the project documentation (javadoc) and the
developer’s mailing list archives to recommend source code experts. Differently of Ye
and colleagues, that use the mail archives only to build a social network for each
developer and recommend people inside it, our tool analyses the content of each email
in the mailing list to identify its subject and related source code. The mailing list
archive is very valuable because the developers tend to write about things they are
working on or have knowledge about. Using mining algorithms we can relate the
emails to documentation or source code.”
Nome: P42. Padronizar práticas de comunicação
E347: “Communication practices should be common to all employees and companies should
develop company practices to the communication.”
Nome: P44. Recrutar profissionais capacitados
E891: “Recruitment was done carefully. At the beginning, senior project members were also
interviewed by the customer team. We had a senior member from the customer team
staying in India to increase the communication and support us in establishing the
relationship.”