International Conference on
Global Software Engineering

ICGSE 2010
Princeton, NJ, USA
August 23-26, 2010
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   1.Methods and Tools for Project/Architecture/Risk Management in Globally Distributed Software Development Projects (PARIS'10)
   2.4th International Workshop on Tool Support Development and Management in Distributed Software Projects (REMIDI'10)
   3.KNOWledge engINeering in Global software development (KNOWING'10)

   1.Requirements Engineering for Large and Very Large Globally Distributed Systems
       - Part I Processes and Tooling
(B. Berenbach) - half day tutorial
   2.Requirements Engineering for Large and Very Large Globally Distributed Systems
       - Part II Contract Based Systems
(B. Berenbach) - half day tutorial
   3.Implementing Agile Software Development across Time Zones (Y. Dubinsky, E. Carmel) - half day tutorial
   4.What Did You Say? Cultural Influences on Communication and Understanding (F. Zarndt) - half day tutorial
   5.Global Software Engineering Lessons from Industry - Distributed Software Development, Outsourcing, and Supplier Management (C. Ebert) - half day tutorial

Call for Workshops and Tutorials (Deadline: February 12th, 2010) - closed


1. Methods and Tools for Project/Architecture/Risk Management in Globally Distributed Software Development Projects (PARIS'10)
       The challenging issues arising in the field of offshore software engineering projects require novel approaches in risk analysis, project planning, architecture and methods in order to handle the bounded financial and technical risks.
     The goal of this workshop is to provide a forum for researchers and professionals interested in global software development to discuss and exchange ideas. In particular, this workshop takes the perspective of the practitioner and focuses on the techniques that will help software professionals to meet the unique challenges in a global development environment. Thus, the major goal of this workshop is to discuss novel methodologies for risk management for global software development. Additionally, we want to provide a platform bringing together researches and practitioners in order to share their knowledge and requirements in the field of offshore software development.
Deadlines: February 12th, 2010 for abstract and February 26th, 2010 for paper submission

2. 4th International Workshop on Tool Support Development and Management in Distributed Software Projects (REMIDI'10)
       Distributed projects (often subsumed under terms like global software development (GSD), global collaboration, offshoring etc.) are common ways to overcome time and resource restrictions or lack of local expertise. In addition, current budget saving initiatives lead to higher international competition. Thus, software development projects take place in a global context.
     The participants will present and discuss project experiences, best practices, tool prototypes and new approaches - in academic research and in industry.
     One of the objectives of this workshop is to structure the major research topics and to define a research agenda for further work in the area of "end-to-end" tool support in distributed system development. Besides that, there will be a demo session with presentations and live demonstrations of tools that are specifically dedicated to support distributed development projects.
Deadline: March 30th, 2010 for paper submission

3. KNOWledge engINeering in Global software development (KNOWING'10)
       Knowledge engineering is an evolutionary process of engineering artefacts and using them to gain new understandings. These new understandings are then used to further engineer or modify artefacts and the process continues. Knowledge engineering in global software development is being increasingly researched by the software and the knowledge management communities. To implement a good knowledge engineering strategy in a global software development environment, organisations have to overcome issues which have been identified in many previous studies. These issues make global software distribution a difficult and complex task.The effective and explicit engineering of knowledge had been presented as a key factor in the survival of companies in current business environments.
     One major goal of the KNOWING workshop is to define a research agenda and establish a community around the topics of knowledge engineering, knowledge management, and knowledge sharing in global software development. Ultimately,we would like to develop a reference framework for knowledge engineering in overcoming the global software development challenges, in particular, how to relate social/economical aspects(e.g., cultural differences, geographic dispersion, time-zone difference, loss of communication richness, loss of teamness, co-ordination breakdown) with technological/software engineering aspects(e.g., product architecture, development methods/tools, collaborating technology, managerial technologies, communication infrastructure, team building).
Deadlines: March 15th, 2010 for abstract and March 31st, 2010 for paper submission (notifications: April 23rd and CRD on May 28th)


1. Requirements Engineering for Large and Very Large Globally Distributed Systems - Part I Processes and Tooling, by Brian Berenbach

     Requirements engineering processes in the large are very different from those on small to medium size systems. Most texts on requirements engineering, for example tend to describe small or medium scale systems (up to about 5K requirements), or if the systems are large, describe the processes associated with product development and product lines. Industrial projects, however, start at 20K requirements and up. Adding globalization further increases the difficulty of successfully eliciting and managing requirements. The creation of global, scalable processes that will support a large infrastructure project of the kind we are reading about in the headlines today (e.g. the A380 or Boeing Dreamliner) can be a daunting prospect. This tutorial will present some of the challenges associated with the requirements engineering of such large and very large projects, and describe how to setup processes and tooling to support them.
     This is part 1 of a two part tutorial. The morning session describes how to set up processes and tooling for very large globally distributed industrial projects, typically dealing with 50 thousand or more requirements. The afternoon session describes the unique nature of requirements engineering processes for contract based projects. Either session may be taken independently, but the attendee will get the most out of the tutorial by attending both sessions.
  Intended Audience
     This tutorial will be of interest to the practitioner who is involved with the management and execution of large and very large projects. It may also be of interest to educators desiring to understand the dynamics of requirements engineering on large projects.
     Brian Berenbach is the manager of the requirements engineering competency center at Siemens Corporate Research, and is an ACM distinguished engineer. His book, Software And Systems Requirements Engineering: In Practice has just been published by McGraw-Hill.
  Proposed Length: 1/2 Day
     » Review Of RE Basics - A Review Of Basic Terminology
     » An End-To-End Process Overview
     » Creation Of A Project Specific Requirements Taxonomy
     » Definition Of A Project Artifact Model
     » Creation Of A Requirements Management Lifecycle Plan
     » How To Set Up Change Management And Version Control Processes
     » Definition And Automation Of A Requirements Tracing Strategy
     » An RE Schema And Its Use In Construction Of A Requirements Database
     » How To Effectively Layer Requirements And Plan And Conduct Reviews
     » Conducting Requirement Reviews
     » Planing and use of Metrics
     » Interaction of RE with Other Processes (QA & V&V)
  Rationale for the Tutorial
     Requirements engineering is an established discipline. It is often taught as a standalone course at the graduate level as part of a systems or software engineering program. However, most RE training material and texts describe either simple projects that can be used in the classroom, or larger systems and processes that are part of a product development lifecycle. This tutorial will, then, cover material unfamiliar to the average RE practictioner learned on the execution of many large contract based projects.

2. Requirements Engineering for Large and Very Large Globally Distributed Systems - Part II Contract Based Systems, by Brian Berenbach

     Requirements elicitation and management for contract based projects is significantly more complex than for product or product line development. For example, many practitioners are unaware of the fact that the traditional "V" model for requirements tracing does not work where there is a legal contract describing project deliverables; nearly every aspect of requirements engineering is more challenging, from elicitation to risk analysis and compliance management. Adding globalization makes the project even more challenging, for example, managing regulatory codes across multiple countires. This half-day tutorial will describe in some detail contract issues that are typically not discussed in requirements texts and courses.
     This is part two of a two part tutorial. The morning session described how to set up processes and tooling for very large global industrial projects. This session describes the unique nature of requirements engineering processes for contract based projects that may span multiple legal entities, e.g. the U.S. and Canada. Either session may be taken independently, but the attendee will get the most out of the tutorial by attending both sessions.
  Intended Audience
     This tutorial will be of interest to the practitioner who is involved with the management and execution of large and very large global projects, especially when they involve being either the customer or supplier for a contract based project. It may also be of interest to educators desiring to understand the dynamics of requirements engineering on large projects as it covers material typically not found in books or journal articles.
     Brian Berenbach is the manager of the requirements engineering competency center at Siemens Corporate Research, and is an ACM distinguished engineer. His book, Software And Systems Requirements Engineering: In Practice has just been published by McGraw-Hill.
  Proposed Length: 1/2 Day
     » Request For Proposal (RFP), Proposal, And Contract Processes
     » Due Diligence
     » Contract Compliance And Compliance Matrices
     » Risk Analysis And Management
     » Managing Contract Changes
     » Requests For Information During The Bidding Process
     » Requirement Clarification During Project Execution
     » Contract Options
     » Contract Penalties
     » Managing Cross-Cutting Requirements across multiple domains
     » Compliance With Multi Region Regulatory Codes, Standards And Guidelines
     » Managing Globally Distributed Subcontractor Requirements
     » Work Packages And Work Breakdown Structures
  Rationale for the Tutorial
     While participating in many contract based projects, both as customer and supplier, we have observed that most practitioners are unfamiliar with the idiosyncracies and complexities of requirements engineering processes. Lack of knowledge of issues such as contract management and compliance can result in cost overruns, cancelled projects, lawsuits, and sometimes worse. Globally distributed projects present even more challenges. This tutorial will introduce the students to techniques for successfully traversing the minefield that is a large, globally distributed (e.g. global subcontractors or deliverables) contract based project.

3. Implementing Agile Software Development across Time Zones, by Yael Dubinsky and Erran Carmel

     This half-day tutorial deals with implementing agile software development in time-zone challenged projects.
     Specifically, we describe the challenges and how they can be met using agile practices and governance mechanisms.
     The goals of the tutorial are:
          - Learn the characteristics of working across time zones
          - Learn how agile software development answers the challenges while working across time zones
          - Examine how governance mechanisms assist in working across time zones
  Instructors' qualification

Yael Dubinsky
IBM Haifa Research Lab
Mount Carmel
Haifa 31905, Israel

     Dr. Yael Dubinsky is affiliated with the Software and Services group in IBM Haifa Research Lab. For more than ten years she is also the instructor of project-based courses in the Department of Computer Science, Technion - IIT. Her research interests involve aspects in software engineering and information systems. Yael has a significant experience with guiding agile implementation processes in the industry and academia. She has experience in organizing workshops and facilitating tutorials since 2003. Her book on Agile Software Engineering, which she co-author with Orit Hazzan, was published by Springer at 2008.

Erran Carmel
Kogod School of Business, American University
Washington D.C. 20016-8044, USA

     Professor of Information Technology and International Business Research Professor Kogod School of Business, American University, Washington D.C. 20016-8044, USA +1.202.885.1928 Professor Carmel's area of expertise is globalization of technology. He studies global software teams, offshoring of information technology, and emergence of software industries around the world. He is currently working on a book on coordination across time zones.
     His 1999 book "Global Software Teams" was the first on this topic and is considered a landmark in the field helping many organizations take their first steps into distributed tech work. His second book "Offshoring Information Technology" came out in 2005 and has been especially successful in outsourcing and offshoring classes.
     He has written over 80 articles, reports, and manuscripts. He consults and speaks to industry and professional groups.
     He is a tenured full Professor at the Information Technology department, Kogod School of Business at American University. In the 1990s he co-founded and led the program in Management of Global Information Technology.
     In 2005-2008 he was department Chair. In 2009 he was awarded the International Business Professorship. He has been a Visiting Professor at Haifa University (Israel) and University College Dublin (Ireland). In 2008-2009 he was the Orkand Endowed Chaired Professor at the University of Maryland University College.
  Tutorial level: intermediate
  Intended audience
     This tutorial is relevant for software practitioners who are interested in implementing agile software development in distributed projects.
     The tutorial is 4 hours long including 20 minutes break. Lecture interlaced with group exercises. The tutorial has two main parts as follows:
1. Coordination challenges and solutions in time-zone challenged projects
a. Tutorial introduction
b. Present the basic problems
c. Conduct a time-zone breakout group exercise on use of organic, mechanistic, implicit coordination tactics in various time zone configurations
d. Solicit stories and solutions from the participants, with a special emphasis on the cultural peculiarities of time zone differences
2. Agile practices in time-zone challenged projects
a. Introduction to agile software development
b. Using agile practices in time-zone challenged projects
c. Governance mechanisms as part of agile projects
d. Reflection and summary

     The tutorial material is based on: (handouts will be provided upon acceptance)

1. Carmel, E., Tutorial "They're Asleep While We're Working." Has been delivered by Carmel several times including Conference of the Intercultural Management Institute, American University, Washington D.C. 2007 2008 2010; as well as in workshops in Finland and Israel.
2. Carmel, E. and Abbott, P. Why nearshore means that distance matters. Communications of the ACM, (CACM), October, 2007. Reprinted as book chapter in Outsourcing Information Systems" edited by Leslie Willcocks and Mary Lacity, Sage Publications, 2009.
3. Carmel, E. Building your Information Systems From the Other Side of the World: How Infosys manages time differences. MIS Quarterly Executive, 5(1), 2006.
4. Nan, N. Espinosa, A. and Carmel, E. Communication and Performance across Time Zones: A Laboratory Experiment. International Conference on Information Systems (ICIS), December, 2009.
5. Carmel, E., Dubinsky, Y., and Espinosa, J.A. (accepted, 2009) "Follow The Sun" Workflow In Global Software Development: Conceptual Foundations and Preliminary Investigation, Journal of Management Information Systems (JMIS).
6. Carmel, E., Dubinsky, Y., and Johnston, M. (2009) "Follow The Sun" Workflow In Global Software Development: Theory, Modeling And Quasi-Experiment To Explore Its Feasibility, The Impacts of Global IS Sourcing on Engineering, Technology and Innovation Management, Keystone, CO.
7. Dubinsky, Y. and Carmel, E. (2009), Passing the Baton: Eclipse Plug-in to Enhance Coordination in Distributed Teams, 31th International Conference of Software Engineering, ICSE, Workshop on Socio-Technical Congruence (STC), Vancouver, Canada.
8. Dubinsky, Y., Kruchten, P. (2009) 2nd workshop on software development governance (SDG). ICSE Companion 2009: 455-456
9. Dubinsky Y., Talby D., Hazzan O., and Keren A. (2005). Agile Metrics at the Israeli Air Force, Agile 2005 Conference, Denver, Colorado.
10. Hazzan, O. and Dubinsky, Y. (2008) Agile Software Engineering, Undergraduate Topics in Computer Science Series, Springer-Verlag London Ltd.
11. Talby, D. and Dubinsky, Y. (2009), Governance of an Agile Software Project, 31th International Conference of Software Engineering, ICSE, Workshop on Software Development Governance (SDG), Vancouver, Canada.

4. What Did You Say? Cultural Influences on Communication and Understanding, by Frederick Zarndt

     What one says to compatriots in face-to-face conversation is often misunderstood; imagine the possibilities for misunderstandings with someone from halfway around the world, natively speaking another language, and living in a different culture! In such circumstances how can you be sure that your collocutor has understood you in face-to-face (hard), telephone (harder), and email (hardest) conversations?
     The ubiquity of English facilitates basic communication, but its use as a common language frequently disguises cultural differences. Regardless of language, clear communication is essential for success in any collaborative undertaking whether done by a small co-located group or by a globally dispersed team.
     This tutorial describes frameworks useful in understanding cultural differences and gives real-life examples of misunderstandings due to such differences. Expect to take away practical tools to understand your own cultural biases and in-class practice to boost your communication abilities with colleagues from other cultures. You will also learn about frameworks for understanding other cultures based on work by Geert Hofstede, Fons Trompenaars, and others as well as on the presenter's own experiences.
  Intercultural communications in other conferences and publications
     A 2002 web posting ( claimed that an internet search for "intercultural communication" or "cross-cultural communication" yielded 100,000 hits. Today the same search gives more than 1,000,000 ("intercultural communication") and 7,000,000 ("cross-cultural communication") hits respectively.
     The 2007 International Conference on Global Software Engineering (ICGSE) had 1 session about intercultural communications (my own); the 2008 ICGSE had 4 (or more depending on how one counts) talks or sessions in whole or in part about bridging communications gaps. In 1999 a HICSS regular attendee, Erran Carmel, wrote Global Software Teams; now there are many, many more such books.
          1. A recent survey of 752 IEEE members conducted by IEEE Spectrum and The New York Times discovered that "just 9 percent of 133 respondents whose organizations currently offshore R&D reported 'No problem'. The biggest headache was 'Language, communication, or culture' barriers, as reported by 54.1 percent of respondents." (
          2. In a March 2007 web poll conducted by the Computing Technology Industry Association "nearly 28 percent of the more than 1,000 respondents singled out poor communications as the number one cause of project failure". (
          3. Nilay Oza et. al. in their study Critical Factors in Software Outsourcing: A Pilot Study of top Indian outsourcing firms named cultural differences and language as the 2 most difficult among the 5 difficulty factors identified in outsourcing relationships.
          4. In their 2006 study presented at the International Conference on Software Engineering Critical factors in establishing and maintaining trust in software outsourcing relationships, Nguyen, Babar, and Verner identified communication and cultural understanding as the 2 factors most critical to maintaining trust relationships.
          5. Huang and Trauth identified three themes as major cross-cultural challenges: "...the complexity of language issues in global virtual work, culture and communication styles and work behaviors, and cultural understandings at different levels." (Cultural influences and globally distributed information systems development: Experiences from Chinese IT professionals)
          6. In their 2009 book Cultural Intelligence: Living and Working Globally, Thomas and Inkson say "Although we increasingly cross boundaries and surmount barriers to trade, migration, travel, and the exchange of information, cultural boundaries are not so easily bridged. Unlike legal, political, or economic aspects of the global environment, which are observable, culture is largely invisible.
     Therefore, culture is the aspect of the global context that is most often overlooked."
     With the increasing globalization of most everything, can you afford not to learn about cultural differences and how they affect collaboration and communications? The tutorial will not make you expert at cross-cultural communication, but it will make you aware of factors affecting it and give you simple ways to obviate intercultural communication difficulties.
  Instructors' qualification

Frederick Zarndt
Skype: frederickzarndt
Global Connexions
Coronado CA 92118, USA
Tel +1.801.361.3204
Fax +1. 888.723.3204

     Frederick has lived and worked in the USA, Germany, Switzerland, Libya, Argentina, India, and Israel and visited many, many other countries for business and pleasure. Both as an individual contributor and as a manager, he has more than 25 years experience in business and software development at companies ranging from Seismograph Service Corporation in Libya and Argentina, to Siemens-Albis in Switzerland and Germany, to Novell in the USA, to an internet startup in Utah USA, and to Planman Consulting, an Indian outsourcing firm.
     Frederick has presented similar tutorials at ICGSE 2007, ICGSE 2009, CIRCUS RE 2009, the 2008 74th IFLA General Conference in Quebec, and HICSS 2010. He has given the tutorial to companies in Germany, India, Singapore, and the USA and recently at the Institute of Systems Sciences, National University of Singapore. He has co-chaired the Virtual Global Teams track at the 42nd and 43rd Hawaii International Conference on Systems Sciences and will again co-chair the track for the 44th HICSS. Frederick has taught workshops about personal development and communications since 1988. Frederick has a Master of Science in Physics, Master of Science Computer Science, and undergraduate degrees in physics, mathematics, and computer science.
  Tutorial level
     Anyone can benefit, but especially those who frequently communicate with colleagues from other cultures.
  Prior knowledge required
     None, although experience with other cultures is helpful.
  Tutorial outline
     Times are for a full day tutorial and approximate depending on class participation and questions.
     A projector and whiteboard is required. A second projector and screen would be ideal but is not required.
     1. Examples of differences in perception and communications (15 - 20 min)
           1.1. Visual examples with class participation
           1.2. Verbal examples with class participation
           1.3. Examples of communications difficulties with class participation
     2. Class introductions with examples of cultural behaviors not known outside one's home culture (20 - 30 min)
     3. Overview of four human nature basics and four basic human activities (15 - 20 min)
     4. Overview of how perception works with examples (10 - 15 min)
     5. Influence of parents and family on personality and perception (15 - 20 min)
     6. Culture, software of the mind (15 - 20 min)
           6.1. Influence of culture on perception with examples
           6.2. Class participation
     7. Cultural differences in the abstract (60 min)
           7.1. Geert Hofstede's 5 dimensions of culture with country-by-country examples
                7.1.1.Power distance
                7.1.2.Masculine and feminine cultures
                7.1.3.Long-term and short-term orientation
                7.1.4.Individualism and collectivism
                7.1.5.Uncertainty avoidance
           7.2. Richard Lewis's cultural categories
           7.3. Fons Trompenaar's 6 cultural dimensions
                7.3.1.Universalism versus particularism
                7.3.2.Individualism versus communitarianism
                7.3.3.Specificity versus diffusion
                7.3.4.Achieved status versus ascribed status
                7.3.5.Inner direction versus outer direction
                7.3.6.Sequential time versus synchronous time
     8. The fundamentals of good communication (45 - 60 min)
           8.1. Respect for yourself and for others
           8.2. SALT: Basic communications principles for face-to-face, telephone, email
           8.3. Humor across cultures
           8.4. Act, don't react!
           8.5. Class participation
     9. Specific cultural differences (the actual countries used will depend on the nationalities of the participants) (approximately 3 - 5 min per culture, minimum 4 different cultures)
     10. In class practice / exercises drawn from real-life examples (60 - 90 min but duration is variable, can be expanded or contracted in real-time). Exercises are done solo, in pairs, and in small groups. Selected example exercises follow
           10.1. Invent a gesture to apologize for unintentionally cutting off another driver. The gesture must be usable in any country, that is, not offend or inflame.
           10.2. Complete cultural intelligence questionnaire.
           10.3. Whilst driving with you to the theater, your good friend hits and seriously injures a pedestrian. S/he drives on without stopping. Later the police catch her/him and expect you to testify in court. What can your friend expect you to say?
           10.4. Etc, etc Many, many other exercises depending on composition of the class.

5. Global Software Engineering Lessons from Industry - Distributed Software Development, Outsourcing, and Supplier Management , by Christof Ebert

     Software and IT industries are today truly global, and so is software engineering. Be it offshoring or outsourcing, component or service integration - managing global software engineering has rapidly become a key competence for successful engineers and managers. The diversity of suppliers, cultures and products require dedicated techniques, tools, and practices to overcome challenges. Session attendees will get an opportunity to explore the current state of practice in this area as well as new thoughts and trends that will shape the future.
  Intended Audience
     Software engineers, project and line managers.
Dr. Christof Ebert
Vector Consulting Services
Ingersheimer Straße 24
D-70499 Stuttgart
Phone: +49-711-80670-175
Fax: +49 711 80670-151

     Christof Ebert is managing director and partner at Vector Consulting Services. He is helping clients worldwide to improve technical product development and to manage organizational changes. Prior to that, he held engineering and management positions for fifteen years in telecommunication, IT and transportation. While at Alcatel, he had global responsibility for processes, tools and software technology and was ramping up a captive offshore center on CMMI maturity level 5. Over the years he had set up several offshoring sites and supported numerous companies in mitigating global software engineering and outsourcing risks and thus get concrete benefits from such programs. He is the author of "Going Global - Distributed Software Development, Outsourcing, and Supplier Management" which appears in its second edition at Wiley IEEE in 2010. He serves on the executive board of the IEEE International Conference on Global Software Engineering (ICGSE) series, teaches at the University of Stuttgart and is a SEI certified CMMI Instructor.
  Proposed Length: 1/2 Day
  Level: basic - intermediate
  Prerequisites: none
       The tutorial summarizes experiences and guidance, processes and approaches for successfully handling global software development and outsourcing. It offers tons of practical hints and concrete explanations of "how to do it better".
       It addresses
       - Developers and engineers working in global development projects to make their collaboration more effective.
        - Software and IT managers on all levels from the individual working in a distributed team to the senior manager who has to decide where to open a new site and what it means to be successful.
        - Project managers and project teams who want to succeed with distributed activities.
        - Product managers and R&D managers taking advantage of globalization.
        - Procurement interested in making sourcing of development partners more effective.
        - Suppliers trying to understand best practices and what needs drive their clients.

       The tutorial provides a framework for global development, covering topics such as managing people in distributed sites, managing a project across locations, mitigating the risk of offshoring, processes for global development, practical outsourcing guidelines, collaboration and communication. It summarizes experiences from companies of different size, organization layout and industries around the globe. It shares the best practices from projects of different type and size that involve several locations in different continents and cultures. Perhaps most relevant even, it explains the means and strategies to survive in a globally dispersed work environment.
       It is useful for several purposes, namely
        - Hands-on experiences with opportunities, lessons learned, and risks.
        - Practical insights for industry practitioners and managers.
        - Helping each single reader to improve his global software activities.