Communication in Distributed Agile Development: A Case Study

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Distributed software development (DSD)1 is becoming a

common practice in modern software industry [e.g. 1],

where the level of distribution can range from team

members being located in the same city to those on

different continents [2]. The significance of DSD has

accelerated because of factors such as improving timetomarket

through constant development across different

timezones,

quick formation of virtual teams and the

benefits of business market advantages. These needs have

driven the software development efforts further towards a

multisite

globally distributed environment. [1]

Simultaneously, several studies have concluded that

distributed enterprises are risky [e.g. 35].

For example,

communication and coordination, software quality,

schedule overruns and exceeded costs are some of the

problems troubling both singlesite

and distributed

software projects. However, the extent of the problem in

the case of DSD seems to be so complex that a thorough

understanding of it has not yet been defined. [3, 4] Several

studies agree that communication is a particularly

important issue in distributed agile development, [e.g. 57].

Agile methods rely on volatile requirements that are

managed through efficient verbal communication [8] and

thus agile software development methods pose their own

challenges to the field of DSD.

In order to tackle the problems of DSD, several

different techniques have been proposed. These

techniques range from using different tools, such as

instant messaging [9], videoconferencing [10] and

whiteboard software [5] to a set of more general

recommendations [5]. We conducted two different case

studies with different levels of distribution ranging from

the customer being in the same city, to one with a

geographical distribution of 600 kilometers within the

same country. Therefore, cultural differences were not an

issue in these cases. We compared our findings against the

recommendations of Layman et al. [5] and provide more

insight on their application based on our empirical

findings and the existing literature. Even though we were

able to evaluate only three recommendations out of the

existing four, our contribution provides valuable insight

into conducting distributed agile projects. Our results

further emphasize the critical role of effective

communication, indicating that inefficient and irregular

communication in conjunction with volatile requirements

can cause severe problems even in very smallscale

agile

projects. However, it seems that effective communication

is not the key. Our cases suggest that having a welldefined

customer2 is the key recommendation affecting to

recommendations about having a Development Manager

[5] and using asynchronous communication channels. As

ineffective customer collaboration may render the other

recommendations redundant, effective customer

collaboration seems to be a key factor for successful

distributed agile development. In addition, we

complement the existing recommendations by introducing

an additional recommendation: i.e. enable and support

direct communication between the developers.

Unexpectedly, the teams in the second case were not

allowed to communicate directly with each other. To

compensate, a managementled

communication channel

was established to balance the communication flow,

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