Distributed inter-organisational outsourcing: a case study.

As more and more software organisations continue their integration into a burgeoning global business community, the effective management of relatively new types of working arrangements, such as those enabled by virtual teams and distributed software development (DSD), assumes heightened importance. Membership of this community promises increased opportunities along with wellpublicised risks. The ability to harness the capabilities of people, process and technology in a distributed environment is, however, considered a greater challenge than in its co-located equivalent. Although pertinent to software vendors of all sizes, the literature to date has primarily concentrated on DSD from the perspective of larger organisations. Paradoxically, however, the majority of organisations developing software globally are small in size. This study seeks to restore the equilibrium somewhat by using a case study approach to investigate DSD in the context of a small software provider based in Ireland. The findings emphasise particular difficulties in relation to communication, people management, trust, skills and training, and the lack of standard or consistent process, and describes how the company is dealing with them. Appreciating and understanding these difficulties can help small companies and clients alike to better prepare for the challenges of DSD and outsourcing.