Interessos divergents i trade-off respecte els objectius de sistema

members to commit to long stays in Hungary.

Felt the support of the management, as they visited the Hungary team.

Mutual visits between the sites at all levels were encouraged between the US and Finnish teams. 9. Due to the national and

organisational culture, the Finnish team members were more comfortable forming

However the Hungary team members felt they need to be told what they should do.

Finnish experts visiting and supporting at the US site, during the first few months of

self-organising teams teams to understand each other’s cultural differences.

Based on the above presented transition process between the three sites, Ericsson, found success by following the practices mentioned below:

• Early involvement of global sites

• Broad involvement of at all organisational levels. • Competence Exchange Program.

• Constant Communication and Cross-site visits. • Joint Infrastructure.

However having presented the success factors above, Ericsson still faced some challenges during the integration process, which are:

• Creating a shared understanding of the change, that is even though the Finland

and Hungary sites, were able to create a shared understanding at the management level, but communicating it to the lower levels was difficult.

• Enabling End-to End Development, as the concept of delivering a working piece

of code within 2-4 week duration was a new concept for the development team.

• Bridging cultural differences, as all the three sites had different natural and

organisational cultural values.

• Creating Transparency between the sites, as the Hungary site felt as if they

were not part of the actual team as all the software artefacts were at the Finland site and were not available to the Hungary site electronically. This issue

Researchers such as Holmstrom have done work on how we can solve communication and coordination issues using agile practices as it is such as (Holmstrom et al., 2006):

• XP Pair Programming- Helps to increase time overlap, which in turn helps

in reducing temporal distance. However they did not discuss about how much time would be wasted in order to just coordinate different time zones.

• Scrum Simple Planning: Helps increase “team-ness”, which in turn helps

reduce geographical distance. The limitation to this approach is as above mentioned the authors didn’t discuss how much effort would be required to communication and coordinate the distributed teams.

• XP Pair Programming and Scrum Pre-Game Phase: Helps increase mutual

understanding and collaboration between the teams, which in turn helps reduce sociocultural distance. Similarly the researchers didn’t discuss how efficiently the teams should collaborate in order to achieve this benefit as in order to collaborate with geographically distributed teams requires coordination of time from all the distributed sites.

2.7 A Study on the Use of Patterns in Agile Adoption in Offshore Development

In this section we have given an overview of patterns currently present in literature for agile adoption and we have also presented an overview of our distributed agile

2.7.1 Current Patterns for Agile Adoption

Based on the definition of patterns mentioned in Section 2.6.2.1, we define agile patterns as “focus on how an agile practice is being repeatedly modified and used in order to solve a recurring agile problem in a particular context”. The difference between an agile practice and agile pattern is that agile practices are a collection of methods and techniques put together to support the application of agile methodology for developing a project, whereas an agile pattern focuses on agile best practices that occur repeatedly while applying agile methodology for developing software. That means an agile pattern consists of best agile practice that is being repeatedly used to overcome a specific challenge in applying a practice.

For example, daily standup meeting is an agile practice, which helps the team to coordinate their daily activity by answering three questions: i) What did you do yesterday ii) What are you going to do today? and iii) What is getting in your way?, whereas daily morning standup meeting is an agile pattern as it has been observed that conducting daily standup meeting in the morning is more effective than conducting it during mid-day or at the end of work-day. The repeated observation of the modified practice led to the creation of daily morning standup meeting patterns. With the help of this pattern we addressed the challenge of knowledge transfer and communication and coordination issues.

As companies are choosing to develop software offshore, new patterns are being designed. Noll has worked on making a decision support system for offshore development to help practitioners by providing them with patterns that occur in offshoring (Noll et al., 2014). Lescher provided collaboration patterns for global development that he observed in Siemens (Lescher, 2010). He identified 5 patterns which focused on improving the general communication and coordination of the team in offshore development for example one pattern he identified was Tailored Training

in which the team is co-locate early on in the project for training to familiarize the whole team with technologies needed in the project. Similarly van Heesch presented

onshore and offshore team should be formed in order to improve collaboration among the teams (Heesch et al., 2015). Table 2.12 demonstrates the offshore software development patterns presented by practitioners and researchers:

Table 2.12. Existing Offshore Software Development Patterns.

No. Scope Detail

1. Cultural Patterns Based on the exploration and evidence from the