Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 6) PROFESSIONAL QUALIFICATION <s> Architectural Knowledge Management (AKM) aims to coordinate the knowledge produced and used during architecting a software system. Managing architectural knowledge effectively is a task that becomes even more critical and complex when operating in a distributed environment. Thus, software architectural practices, processes, and tools that work in collocated software development don’t necessarily scale up in a distributed environment. In this paper, we perform a literature review that looks at AKM in a Global Software Development (GSD) context. We attempt to synthesize AKM concepts, practices, tools and challenges important in GSD. In order to provide a common understanding for the central concepts of AKM in GSD in an abstract way, we have created a metamodel which is based on our literature review. The metamodel defines a set of architecture knowledge and global software development entities and their relationships. <s> BIB001 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 6) PROFESSIONAL QUALIFICATION <s> While organisations recognise the advantages offered by global software development, many socio-technical barriers affect successful collaboration in this inter-cultural environment. In this paper, we present a review of the global software development literature where we highlight collaboration problems experienced by a cross-section of organisations in twenty-six studies. We also look at the literature to answer how organisations are overcoming these barriers in practice. We build on our previous study on global software development where we define collaboration as four practices related to agreeing, allocating, and planning goals, objectives, and tasks among distributed teams. We found that the key barriers to collaboration are geographic, temporal, cultural, and linguistic distance; the primary solutions to overcoming these barriers include site visits, synchronous communication technology, and knowledge sharing infrastructure to capture implicit knowledge and make it explicit. <s> BIB002 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 6) PROFESSIONAL QUALIFICATION <s> Purpose – The creation of offshore units allows companies to invest in countries that offer tax incentives, and provides global presence. Nevertheless, knowledge sharing in global teams may be challenger. The aim of this paper is to analyze the barriers of knowledge sharing in global teams.Design/methodology/approach – This is a qualitative research based on interviews in two firms.Findings – The interviewees confirmed the relevance of the barriers to knowledge sharing identified in the literature. The interviewees also cited other four barriers: technology, professional skills, cost and methodology of software development. Other results were: the relationship between the barriers, for example, cultural differences are negatively related to absorptive capacity; and, the barriers could also be enablers for knowledge sharing.Research limitations/implications – The limitations identified were: the use the interview as the only form of data collection, since the firms did not authorize the collection of docum... <s> BIB003 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 6) PROFESSIONAL QUALIFICATION <s> Knowledge management (KM) is key to the success of any software organization. KM in software development has been the center of attention for researchers due to its potential to improve productivity. However, the knowledge is not only stored in repositories but is also shared in the office space. Agile software development teams use the benefits of shared space to foster knowledge creation. But it is difficult to create and share this type of knowledge, when team members are distributed. This participatory single-case study indicates that, distributed team members rely heavily on knowledge codification and application of tools for knowledge sharing. We have found that, the studied project did not use any specific software or hardware that would enable spatial knowledge creation and sharing. Therefore parts of the knowledge items not codified were destined to be unavailable for remote team members. <s> BIB004 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 6) PROFESSIONAL QUALIFICATION <s> Knowledge management (KM) is essential for success in global software development. Software organizations are now managing knowledge in innovative ways to increase productivity. In agile software development, collaboration and coordination depend on the communication, which is the key to success. To maintain effective collaboration and coordination in distributed agile projects, practitioners need to adopt different types of knowledge sharing techniques and strategies. There are also few studies that focus on knowledge sharing in distributed agile projects. This research identified the knowledge sharing techniques and strategies applied by the practitioners in distributed agile projects. Challenges faced by the practitioners during knowledge sharing in distributed agile projects are also identified and discussed. <s> BIB005 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 6) PROFESSIONAL QUALIFICATION <s> Knowledge transfer is a critical factor in ensuring the success of offshore outsourcing software development projects and is, in many cases, neglected. Compared to in-house or co-located projects, however, such globally distributed projects feature far greater complexity. In addition to language barriers, factors such as cultural differences, time zone variance, distinct methods and practices, as well as unique equipment and infrastructure can all lead to problems that negatively impact knowledge transfer, and as a result, a project's overall success. In order to help minimise such risks to knowledge transfer, we conducted a research study based on expert interviews in six projects. Our study used German clients and focused on offshore outsourcing software development projects. We first identified known problems in knowledge transfer that can occur with offshore outsourcing projects. Then we collected best-practice solutions proven to overcome the types of problems described. Afterward, we conducted a follow-up study to evaluate our findings. In this subsequent stage, we presented our findings to a different group of experts in five projects and asked them to evaluate these solutions and recommendations in terms of our original goal, namely to find ways to minimise knowledge-transfer problems in offshore outsourcing software development projects. Thus, the result of our study is a catalog of evaluated solutions and associated recommendations mapped to the identified problem areas. <s> BIB006 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 6) PROFESSIONAL QUALIFICATION <s> Context: Success of any software depends on the successful implementation of all of its Requirements. There exist a lot of challenges in successful implementation of requirement engineering (RE) process especially when we talk about global software development (GSD). Objective: The objective is to find challenges and barriers in path of RE in context of GSD and analyze the factors which influence the RE in GSD. Method: We have used systematic literature review (SLR) approach for our study. SLR is based on a planned protocol and is more thorough and systematic than ordinary literature survey Result: We have identified critical challenges like ‘Lack of effective communication’, ‘Organizational change’, ‘Lack of coordination and collaboration’, ‘Lack of knowledge-sharing and awareness’. We have identified critical challenges like ‘Lack of effective communication’, ‘Organizational change’, ‘Lack of coordination and collaboration’ which are common in both periods from 2000 to 2006 and 2007 to 2014. <s> BIB007 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 6) PROFESSIONAL QUALIFICATION <s> In the context of Global Software Development (GSD), team members face a number of challenges that needs to be solved. One of them relates to the transfer of knowledge needed to fulfil the required tasks. The knowledge transfer process may be organized and implemented in various ways, as companies use varying strategies to transfer knowledge from onsite to offshore sites. However, without effective knowledge management practices, success in GSD will be difficult. In this paper, we aims to identify the process activities of knowledge transfer in globally distributed teams, challenges and suitable solutions for effective knowledge transfer. In order to achieve this objective, a systematic literature review (SLR) of the existing knowledge transfer literature is conducted. Our findings describing the process of knowledge transfer in globally distributed teams, a set of challenges and recommended practices for effective knowledge transfer. Finally, we conclude this study with a discussion of the directions for further and future research. <s> BIB008 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 6) PROFESSIONAL QUALIFICATION <s> Knowledge Management (KM) and knowledge sharing (KS) have become crucial tasks for both Middle Managers and Top Managers of many organizations, especially those who highly rely on the type of knowledge which is difficult to transfer from one person to another, or what is called "Tacit Knowledge". The objective of this case study is to review the practical knowledge transfer techniques, the main motivators and demotivators of a tacit knowledge transfer process, and the measures that can be taken to overcome the demotivation factors. Siemens is chosen for this case study because it has been recently rated as one of the top Knowledge-Management-driven companies. We present here our own observations on some of the KM practices that Siemens strives to implement in its branches in the Middle East countries and the barriers which are challenging such practices. <s> BIB009 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 6) PROFESSIONAL QUALIFICATION <s> We present systematic literature review of 61 primary studies (2000September 2014) that empirically reported knowledge sharing challenges and practices in Global Software Development (GSD).We found knowledge sharing challenges and practices in GSD could be classified in 6 main themes: management, team structure, work processes/practices, team cognition, social attributes and technology.Regarding contextual settings, we found empirical studies were mainly conducted in offshore outsourcing collaboration model distributed between two sites. Most of the studied organizations were large enterprises. ContextGlobal Software Development (GSD) presents significant challenges to share and understand knowledge required for developing software. Organizations are expected to implement appropriate practices to address knowledge-sharing challenges in GSD. With the growing literature on GSD and its widespread adoption, it is important to build a body of knowledge to support future research and effective knowledge sharing practices. ObjectiveWe aimed at systematically identifying and synthesizing knowledge sharing challenges and practices. We also intended to classify the recurrent challenges and most frequently reported practices in different contextual settings. MethodWe used Systematic Literature Review (SLR) for reviewing 61 primary studies that were selected after searching the GSD literature published over the last 14 years (2000September 2014). We applied thematic analysis method for analysing the data extracted from the reviewed primary studies. ResultsOur findings revealed that knowledge sharing challenges and practices in GSD could be classified in 6 main themes: management, team structure, work processes/practices, team cognition, social attributes and technology. In regard to contextual settings, we found empirical studies were mainly conducted in an offshore outsourcing collaboration model distributed between two sites. Most of the studied organizations were large enterprises. Many of the studies did not report any information for several contextual attributes that made it difficult to analyse the reported challenges and practices with respect to their respective contexts. ConclusionWe can conclude: (a) there is a higher tendency among researchers to report practices than challenges of knowledge sharing in GSD. (b) Given our analysis, most of the reported knowledge sharing challenges and practices fall under the theme of work practices. (c) The technology related knowledge-sharing challenges are the least reported; we discussed the available technologies for supporting knowledge sharing needs in GSD. (d) The organizational contextual information is missing from a large number of studies; hence, it was not possible to investigate the potential relations between knowledge sharing challenges/practices and the contextual attributes of GSD teams. We assert the need of exploring knowledge sharing in the context of small/medium sized organizations to avoid the risk of findings being biased by specific empirical setting (e.g., large enterprises distributed between US and India). <s> BIB010
It was reported in a study BIB003 that mostly firms seek to hire skilled and qualified professionals who are familiar with process of KS. Highly qualified individuals influence the absorptive capacity of firms which eventually facilitate KS BIB003 . Individual facilitators are shown in Fig. 9 . BIB002 facilitate KS in distributed agile team members BIB005 . It was evident that various enabling technologies BIB008 and tools which cater to the needs of distributed stakeholders in the decision making promote KS BIB001 . In order to facilitate KS software organizations, it is suggested to make use of ''technical and electronic discussion boards''. The technical boards enabled team members to share information, experiences and technical skills for a specialized discipline. The electronic discussion boards allowed team members to share the task lists, latest technical and business information. Visual prototypes were also created to solve issues of miscommunication between onshore and offshore teams BIB005 . KS tools act as a key success factor and enable necessary KS culture among team members BIB009 . In order to facilitate KS, both synchronous (instant messaging, video conferencing) and asynchronous (e-mailing) communication tools are required depending upon needs for different purposes BIB002 . Distributed teams used synchronous communication method such as ''instant messaging'' to share knowledge BIB004 . Physically distributed teams also make use of tools such as ''intranets, groupware, teleconferencing, videoconferencing, online chats'' to easily exchange information BIB003 . Also some physical meetings can be substituted with BIB006 . This fact was further supported by a study which observed that all spatial knowledge with remote members was shared using communication tools BIB004 . It was observed in a study that analyzing individual team member's preferences (based upon their cognitive characteristics) can help in selecting the appropriate tools desired by the team. This technique of selection of groupware tool in return can improve stakeholders' satisfaction with requirement specifications shared between distributed members BIB010 . To reduce the risk of possible misinterpretations for offshore co-workers, it is essential to provide explicit knowledge by providing documents to the offshore team including ''business process, elaboration on functional requirements and solution description, detailed design, and development guidelines'' BIB007 .