Development Process Patterns for Distributed Onshore/Offshore Software Projects
Ravinder Singh,Kevin Lano +1 more
TL;DR: This model identifies four key work models or patterns that affect the operation of distributed work arrangements, and proposes guidelines for managing distributed work efficiently and effectively.
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Abstract: the globalisation of the commercial world, and the use of distributed working practices (Offshore/ onshore/ near- shore) has increased dramatically with the improvement of information and communication technologies Many organisations, especially those that operate within knowledge intensive industries, have turned to distributed work arrangements to facilitate information exchange and provide competitive advantage in terms of cost and quicker delivery of the solutions The information and communication technologies (ICT) must be able to provide services similar to face-to-face conditions Additional organisations functions must be enhanced to overcome the shortcomings of ICT and also to compensate for time gaps, cultural differences, and distributed team work Our proposed model identifies four key work models or patterns that affect the operation of distributed work arrangements, and we also propose guidelines for managing distributed work efficiently and effectively
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TL;DR: In this article, a model driven project management based on UML and OCL is proposed, which is a unique attempt to define and describe the complete PM standard taking into consideration all the process and knowledge management areas.
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References
A review of telework research: findings, new directions, and lessons for the study of modern work
Diane E. Bailey,Nancy B. Kurland +1 more
TL;DR: A review of the telework literature can be found in this article, where the authors seek answers to three questions: who participates in telework, why they do, and what happens when they do.
Out of Sight, Out of Sync: Understanding Conflict in Distributed Teams
Pamela J. Hinds,Diane E. Bailey +1 more
TL;DR: A theory-based explanation of how geographical distribution provokes team-level conflict is developed by considering the two characteristics that distinguish distributed teams from traditional ones and identifies antecedents to conflict that are unique to distributed teams.
•Book
Knowledge work and knowledge-intensive firms
Mats Alvesson
- 01 Jan 2004
TL;DR: Alvesson as discussed by the authors discusses the ambiguity of knowledge in the input, process, and output of professional work, and suggests that we should be careful in assuming too much about the nature, role, and effects of "knowledge" in business life.
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