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Translocality in Global Software Development: the Dark Side of Global Agile
Human-Computer Interaction ( IF 5.3 ) Pub Date : 2017-12-13 , DOI: 10.1080/07370024.2017.1398092
Pernille Bjørn 1 , Anne-Marie Søderberg 2 , S Krishna 3
Affiliation  

What happens when agile methods are introduced in global outsourcing set-ups? Agile methods are designed to empower IT developers in decision-making through self-managing collocated teams. We studied how agile methods were introduced into global outsourcing from the Indian IT vendor’s perspective. We explored how agile processes in global outsourcing impacts work conditions of the Indian IT developers, and were surprised to find that agile methodologies, even after 3 years of implementation, created a stressful and inflexible work environment negatively impacting their personal lives. Many of the negative aspects of work, which agile methodologies were developed to reduce, were evident in the global agile outsourcing set-up. We propose translocality to repudiate the dichotomy of global/local reminding us that methodologies and technologies must be understood as immediately localized and situated. Translocality helps us to explain why we cannot determine the impact of global agile as a methodology independent of how it unfolds at particular sites. Instead, we must attend to concrete practices of use when evaluating the impact of new methods.



中文翻译:

全球软件开发中的跨地域性:全球敏捷性的阴暗面

在全球外包设置中引入敏捷方法会发生什么?敏捷方法旨在通过自我管理的并置团队来授权IT开发人员进行决策。我们从印度IT供应商的角度研究了如何将敏捷方法引入全球外包。我们探索了全球外包中的敏捷流程如何影响印度IT开发人员的工作条件,并且惊奇地发现,即使实施了3年,敏捷方法仍会产生压力和僵化的工作环境,从而对其个人生活产生负面影响。在全球敏捷外包机构中,显而易见的是,工作的许多负面影响已被开发出来以减少敏捷方法的使用。我们建议采用跨地区性来否定全球/本地的二分法,提醒我们必须将方法论和技术理解为立即本地化和定位。跨地域性帮助我们解释了为什么我们不能确定全球敏捷性的影响力,而不能将其作为一种方法来独立于特定站点的发展方式。相反,在评估新方法的影响时,我们必须遵循具体的使用实践。

更新日期:2017-12-13
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