Showing papers presented at "International Conference on Global Software Engineering in 2012"

Systematic Literature Reviews in Distributed Software Development: A Tertiary Study

Abstract: Distributed Software Development (DSD) emerged from the need to achieve geographically distant customers and currently, allows organizations have global customers and other benefits. This scenario has given rise to new Software Engineering challenges resulting from DSD particularities. Several Systematic Reviews were conducted to address these new challenges. The objective of this paper is to categorize systematic reviews conducted in DSD context. We used the systematic review method to identify SLRs (Systematic Literature Reviews) that address DSD aspects. This study is categorized as a tertiary review. Of fourteen SLRs, seven address aspects of managing distributed development. Four SLRs addressed topics of engineering process. The three remaining are related to Requirements, Design and Software Engineering Education in DSD. The topic areas covered by SLRs are limited, where the majority are focused on summarize the current knowledge concerning a research question. Despite the number of SLRs, the amount of empirical studies is relatively small.

Agile vs. Structured Distributed Software Development: A Case Study

Abstract: This paper presents a case study on the impact of development processes on the success of globally distributed software projects. The study compares agile (Scrum, XP, etc.) vs.\ structured (RUP, waterfall) processes to determine if the choice of process impacts: the overall success and economic savings of distributed projects; the importance customers attribute to projects; the motivation of the development teams; and the amount of real-time or asynchronous communication required during project development. The case study includes data from 66 projects developed in Europe, Asia, and the Americas. The results show no significant difference between the outcome of projects following agile processes and structured processes, suggesting that agile and structured processes can be equally effective for globally distributed development. The paper also discusses several qualitative aspects of distributed software development such as the advantages of near shore vs. offshore, the preferred communication patterns, and some common critical aspects.

Experiences in Scaling the Product Owner Role in Large-Scale Globally Distributed Scrum

Abstract: The Product Owner in Scrum is a crucial role responsible for managing customer requirements in the form of prioritized backlog items and communicating them to the Scrum team. When scaling Scrum to large projects consisting of tens of teams, one Product Owner is not able to work with all the teams; thus the role needs to be scaled. While the literature suggests different scaling approaches, e.g. the use of Area Product Owners, reported experiences of scaling this role are scarce. Based on 58 semi-structured interviews, we report experiences of scaling the Product Owner role in two large globally distributed projects, each with 20 or more Scrum teams. Lessons learned include having local product owner representatives at each site, forming a product owner team, relying on frequent communication between the Product Owner representatives and the Scrum teams, as well as keeping and communicating clear priorities of the backlog to all stakeholders.

From RUP to Scrum in Global Software Development: A Case Study

Abstract: In this paper we present the results of a case study at two offshore projects that recently adopted the agile way of working. We analyze their multi-site governance activities adopted and adjusted based on the Scrum methodology. Furthermore, we identify those changes that the Scrum adoption brought, in comparison with the previous governance structure of the Rational Unified Process (RUP). We find that a transition from RUP to Scrum brings a positive effect in requirements engineering, communication, cost management and cross-functionality of the distributed teams. We also observe a negative change with regard to the development pace and delivery time. Overall, we add to the body of knowledge in the field of distributed agile, with an additional field study where we describe and compare the migration from RUP to Scrum, and the implications of this transition.

ReuseECOS: An Approach to Support Global Software Development through Software Ecosystems

Abstract: Economic and social issues were pointed out as Software Engineering (SE) challenges for the next years, since the field needs to treat issues beyond the technical side, which requires observing it in another perspective. In this sense, Software Ecosystems (SECOs) have emerged as an approach to improve software reuse in global software development (GSD) industry considering relations among companies and stakeholders around the world. Companies and organizations have opened up their platforms and artifacts to others, including partners and third-part developers. This scenario changes the traditional software industry and requires mature research in software architecture, component-based software engineering and software product line (SPL) in a global market and business environment. So, GSD requires linking an architectural, a business and a social-based environment in an integrated way, as well as a focus on SECO-based management and engineering. This concern motivated a proposal of a "3+1" framework for SECOs management and engineering called Reuse ECOS. The approach aims at outlining a set of steps that combines those three dimensions and joins different perspectives in SECOs literature from a survey through a research strategy and a solution proposal for GSD with SECO and SPL. It was observed that SECO concepts can be merged in a broader GSD approach in SE industry.

From Offshore Outsourcing to Offshore Insourcing: Three Stories

Abstract: Most large software companies are involved in offshore development of some sort, and now the trend is that small and medium sized companies are also going global. While empirical research suggests that offshoring are not always successful, evidence explaining the reasons for terminated collaborations is scarce, especially for small and medium sized companies. In this paper we explore the stories of three Scandinavian medium-sized software companies that have terminated their offshore outsourcing relationships and changed to offshore insourcing arrangements. The main reason for termination was disappointing low quality of the software delivered, being caused by insufficient domain knowledge, high turnover and a lack of motivation among the remote and external developers. We apply the theory of single-loop and double-loop learning in order to explain why the companies failed to correct the experienced problems, and the theory of escalating commitment to explain why the companies did not correct the failing course of action earlier. Finally we describe the change in the choice of the principle sourcing strategy from outsourcing to insourcing.

Elicitation of Communication Inherent Risks in Distributed Software Development

Abstract: The lack of risk management, communication and understanding of the requirements are actually the main factors related to the low rate of success in software development, more specifically in distributed projects given the characteristics of this type of development. Considering distributed software projects, the main goal of this paper is to show communication inherent risks empirically identified in such type of project, and the strategies and recommendations adopted to mitigate them. For example, we found that to solve misunderstandings that may occur due to the cultural diversity and language we must encourage frequent communication. This frequent communication does not only increases the communication effectiveness, but also develops the cohesion among the distributed teams, resulting in an improvement of the informal communication and establishment of the confidence among members of the distributed team. These findings were obtained from an exploratory empirical qualitative research that collected interview data from project leaders and managers from several software projects from distinct companies. Our findings contribute to a better understanding of the influence of communication process in DSD. It also contributes to the industrial practice so that they can use the results to improve the communication management, minimizing potential problems.

Problems? We All Know We Have Them. Do We Have Solutions Too? A Literature Review on Problems and Their Solutions in Global Software Development

Abstract: Distribution of development processes has become common as a side effect of globalization. Working in a distributed setting brings challenges inherent to distance. The Software Engineering community has been investigating these challenges for over a decade, and issues regarding communication, coordination, and trust are frequently reported in literature. However, a few studies discuss solutions for these challenges. Frequently, best practices are described in a general context. In this paper we report our findings from a systematic literature review that aimed at identifying reported challenges and the proposed solutions to solve such challenges. In a time that distributed development has established its roots, it is important to move towards solutions to well-known problems. Our report aims to establish a baseline of problems that still need solutions. This baseline brings awareness to the global software engineering community. We finish discussing the implications for furthering the body of knowledge in the field.

An Industrial Experience on the Application of Distributed Testing in an Agile Software Development Environment

Abstract: Software engineering is by nature a highly collaborative activity. However, this collaboration is more difficult when the teams are geographically separated, as several factors, such as work-time, cultural differences, communication, technical capability, among others, may impact on its success. Moreover, each activity in the software development process has specific needs in a distributed software development (DSD) environment. In this paper, we report an industrial experience of a testing team separated geographically in the context of a software project that followed an agile method. The agile testing process was adapted to deal with the DSD characteristics. As results, we observed the feasibility and success of applying distributed testing in an agile software project when dealing with aspects such as communication, coordination, collaboration, task distribution, and tests automation. The challenges, results, and lessons learned from this experience are discussed.

On the Nature of GSE Organizational Social Structures: An Empirical Study

Abstract: In Global Software Engineering (GSE), people are organized in teams, distanced in space, time and culture. Organizational research calls this interplay of people an Organizational Social Structure (OSS). Previous literature in GSE shows that its OSS is highly dynamic and unpredictable. This paper presents a mapping of OSS types onto GSE organizational factors, based on empirical evidence. We made two observations: first, current OSS types don't support factors related to GSE process management and organizational efficiency (e.g. risk management, language, etc.). Second, OSSs in GSE have attributes which don't map onto any GSE factor, rather introduce a new one, awareness management (e.g. awareness of skills to others, awareness of tasks, tasks (re-)localization, etc.). Our conclusions are twofold. First, OSSs for GSE should focus on increasing support to process management and organizational efficiency. Lastly, research in GSE should include factors focusing on awareness management.

An Exploratory Study of Software Evolution and Quality: Before, during and after a Transfer

Abstract: In the light of globalization it is not uncommon that different teams from different locations get involved in the development of a software product during its evolution. However, empirical evidence that demonstrates the effect of changing team members on software quality is scarce. In this paper, we investigate quality of a software product, across subsequent software releases, that was first developed in one location of Ericsson, a large multinational corporation, then jointly with an offshore location of the same company, and finally transferred offshore. To get a better understanding multiple data sources are used in the analysis: qualitative data, consisting of interviews and documentation, and quantitative data, consisting of release history and defect statistics. Our findings confirm an initial decline in efficiency and quality after a transfer, and highlight the areas of concern for companies that are considering transferring their product development from experienced teams to those having limited or no previous engagement with the product.

Activity Theory Applied to Global Software Engineering: Theoretical Foundations and Implications for Tool Builders

Abstract: Although a plethora of tools are available for Global Software Engineering (GSE) teams, it is being realized increasingly that the most prevalent desktop metaphor underpinning the majority of tools have several inherent limitations. We have proposed that Activity-Based Computing (ABC) can be a promising alternative to build tools for GSE. However, significant effort is required to introduce a new paradigm; there is a need of sound theoretical foundation based on activity theory to address challenges faced by tools in GSE. This paper reports our effort aimed at building theoretical foundations for applying activity theory to GSE. We analyze and explain the fundamental concepts of activity theory, and how they can be applied by using examples of software architecture design and evaluation processes. We describe the kind of data model and architectural support required for applying activity theory in building supporting infrastructure for GSE, and describe a proof of concept prototype.

Adopting a Social Network Perspective in Global Software Development

Abstract: In the past few years, software engineering researchers have adopted social network analysis techniques to understand collaboration patterns in global software teams. In this paper, we investigate current research in global software development where social network theory is used as an analysis technique. We do so through a systematic literature review where we collect and analyze previous work that adopt a social network perspective in distributed software development. We use the 3C collaboration model to classify our results based on the communication, coordination and cooperation aspects of global networks. Our results reveal two main coordination structures used in distributed teams, namely the clustering and the core-periphery structure. The analysis of the cooperation activities of the global networks reveal differences between planning and practice. Finally, several tools have been identified that aim to improve communication patterns among distributed team members.

A Decision Support System for Global Team Management: Expert Evaluation

Abstract: Context: The literature is rich in examples of both successful and failed global software development projects. However, practitioners do not have the time to wade through the many recommendations to work out which ones apply to them. To this end, we developed a prototype Decision Support System (DSS) for Global Teaming (GT), with the goal of making research results available to practitioners. Aims: We want the system we build to be based on the real needs of practitioners: the end users of our system. Therefore the aim of this study is to assess the usefulness and usability of our proof-of-concept in order to create a tool that is actually used by practitioners. Method: Twelve experts in GSD evaluated our system. Each individual participant tested the system and completed a short usability questionnaire. Results: Feedback on the prototype DSS was positive. All experts supported the concept, although many suggested areas that could be improved. Both expert practitioners and researchers participated, providing different perspectives on what we need to do to improve the system. Conclusion: Involving both practitioners (users) and researchers in the evaluation elicited a range of useful feedback, providing useful insights that might not have emerged had we focused on one or the other group. However, even when we implement recommended changes, we still need to persuade practitioner to adopt the new tool.

Motivational Factors for Distributed Software Development Teams

Abstract: Over the last decades it has been observed that many companies around the world have started to adopt Distributed Software Development (DSD) to create competitive advantages. Aiming to increase such advantages, many of these companies add some team motivation techniques to DSD. However, the motivation of DSD teams reveals some peculiarities that should be taken into account. This paper presents a literature review on motivational factors in distributed software development. More specifically, the goal was to identify and categorize key success factors in the motivation of distributed teams. We have identified eleven success factors. We categorized each factor according to a proposal integrating Maslow's and Herzberg's motivational theories. The findings show that the factors that motivate distributed software teams are related to different levels of motivation. Despite the distinct levels each factor is associated, we concluded that even the factors related to higher motivational levels are dependent on the most elementary ones. These findings suggest that motivational factors have to be carefully considered when working with distributed teams.

Enterprise Architecture Cybernetics for Complex Global Software Development: Reducing the Complexity of Global Software Development Using Extended Axiomatic Design Theory

Abstract: Global Software Development projects could be best understood as intrinsically complex adaptive living systems: they can not purely be considered as 'designed systems', as deliberate design/ control episodes and processes (using 'software engineering' models) are intermixed with emergent change episodes and processes (that may perhaps be explained by models). Therefore the evolution of GSD projects includes the emergent as well as the deliberate aspects of system change. So to study GSD projects as complex systems we need to focus on both the state of the art of GSD research, as addressed in the software engineering discipline, as well as other disciplines that studied complexity such as Enterprise Architecture, Complexity and Information Theory, Axiomatic Design theory, for example. In this paper we study the complexity of GSD projects and propose the application of Extended Axiomatic Design (EAD) theory to reduce the complexity of GSD projects and to increase their probability of success. We also demonstrate that by satisfying all design axioms this 'structural' complexity could be minimised. By satisfying all three axioms of EAD, GSD management could make the life cycle activities of GSD planning and development projects as independent, controlled and uncoupled as possible so that the designer can predict the next relevant states of the life history and avoid a chaotic change in such projects.

FTSProc: A Process to Alleviate the Challenges of Projects that Use the Follow-the-Sun Strategy

Abstract: Searching for competitive advantages as low coast and productivity gains, organizations choose to distribute their software development to other countries with more affordable production costs. Increasingly, projects are being developed in geographically distributed environments, featuring the distributed software development. However, the challenges inherent in this software development environment are significant. Among these challenges is the time zone difference, which can also be tackled as an advantage, through the use of the follow-the-sun development. However, the follow-the-sun strategy presents some challenges, mainly alongside the handoffs. Therefore, this experimental research focuses to present a development process to alleviate the challenges found in project that uses this strategy, focusing in the development phase from the SDLC. Yet, it performs an experiment to evaluate the created process' efficiency. In this experimental process it was found evidences the created process actually alleviate the challenges found in the follow-the-sun strategy.

A Systematic Tertiary Study of Communication in Distributed Software Development Projects

Abstract: Distributed Software Development (DSD) is characterized by physical distance and/or different time-zones among those involved in the process of developing software. This physical and temporal separation entails some advantages, but it also brings challenges related to communication, coordination and cooperation in carrying out complex software development tasks. Cultural and time-zone differences, lack of standardized processes, tools and infrastructure incompatibility are examples of such challenges. Communication is among one of the main challenges faced by distributed teams. Therefore, this study aims at moving towards a consolidated knowledge about communication in distributed projects by developing a better understanding of which factors influence communication processes and which are the reported effects of this influence in DSD projects. To attend our goal, we conducted a systematic tertiary literature review of communication in distributed projects. The research questions that guided our study are: Q.1 Which factors influence communication in Distributed Software Development projects?; Q.2 Which are the effects of these factors in communication in Distributed Software Development projects?; and Q.3 Which factors identified in Q.1 are related to the effects identified in Q.2 in Distributed Software Development projects? We briefly present below the result of the identification, analysis, and synthesis of the effects of communication process in DSD projects and the factors in the distributed context that affect communication effectiveness.

4 C: An Approach for Effective People Management in an Offshore Software Development Center

Abstract: Global in-house development centers of multinational companies (MNCs) typically develop products and work on RaD projects. The ability to attract and more importantly retain talented employees is a critical success factor for these centers. In India, this is a challenge as the market for software engineering talent is characterized by high attrition rates. Since the impact of attrition is higher for global in-house centers than it is for companies providing professional services, it is essential for any in-house development center to control attrition as far as possible. In addition, in India, software engineering professionals have high expectations from MNCs, especially in the area of people management. We outline our 4 C approach for effective people management to help global in-house centers of MNCs address these challenges, and become employers of choice for software engineering talent in India. 4 C stands for culture, career, content, and compensation. Details of how the approach was implemented at the global in-house center of Siemens, a German MNC, are presented. In addition, several results of the approach are presented.

Configuration Management Stories from the Distributed Software Development Trenches

Abstract: Distributed projects are generally recognized as being more complex and adding a number of new challenges to project management. Configuration management (CM) can be considered the infrastructure of all types of project being they co-located or distributed and lack of CM or badly implemented CM will hurt any type of project. In this paper, we take a closer look at the role of CM in distributed projects -- where can standard CM techniques help, how can they be implemented, and what special challenges does distribution pose. We do that by looking at general and CM-specific challenges from literature on global software development and discuss those in the light of our experience as CM practitioners on different distributed industrial projects. Some challenges in distributed development can be solved or alleviated by CM techniques, for other challenges CM has to be implemented differently -- and some challenges are challenges to CM too.

Knowledge and Contextual Information Management in Global Software Development: Challenges and Perspectives

Abstract: Global Software development approach has become a reality with growing demand for complex software. However, this approach requires a greater attention because it demands additional coordination and communication among the distributed team members. So, tools and techniques to share information and knowledge generated by each team geographically dispersed are necessary. In this scenario, this position paper presents a set of challenges and opportunities for research in global software development (GSD). These challenges and opportunities are focused on contextual information management, knowledge management, performance management, socio-cultural aspects of GSD, and strategies to store and sharing data. They were mapped into a proposed research agenda with the following items: knowledge management in GSD projects; definition of mechanisms to support the capture of contextual information; use of cloud computing paradigm to store data generated; study of techniques for dealing with the contextual information; and establishment of performance dimensions to provide support for the decision maker that manages the distributed teams. The research agenda also includes strategies defined aiming to strengthen the partnership between university and industry. We believe that the collaboration between university and industry can contribute for the consolidation of the area in Brazil.

Distributed Developers and the Non-use of Web 2.0 Technologies: A Proclivity Model

Abstract: We sought to understand the role that Web 2.0 technologies play in supporting the development of trust in globally distributed development teams. We found the use of Web 2.0 technologies to be minimal, with less than 25% of our participants reporting using them and many reporting the disadvantages of adopting them. In response, we sought to understand the factors that led to the use and non-use of these technologies in distributed development teams. We adopted a mix of qualitative and quantitative methods to analyze data collected from 61 interviewees representing all common roles in systems development. We discovered six factors that influenced the use and non-use of Web 2.0 technology. We present a proclivity model to frame our findings as well as our conclusions about the interrelationships between the results of our qualitative and quantitative analyses. We also present implications for the design of collaboration tools, which could lead to greater support and usage by distributed developers.

Near-Synchronicity and Distance: Instant Messaging as a Medium for Global Software Engineering

Abstract: Global distribution of software engineering introduces geographical, temporal, cultural and organizational distance into teamwork. Communication media differ in properties and capabilities to overcome the challenges imposed by these distances. Media Synchronicity Theory (MST) aims at explaining the capabilities of communication media and their effect on sharing information and building understanding. Instant messaging (IM), a tool commonly used in distributed projects, falls in between of synchronous and asynchronous communication, therefore making it interesting subject for study. In this paper, we examine the use of IM in distributed software engineering projects. We use MST as a framework to evaluate if and how instant messenger is able to address the challenges imposed by distribution of software projects. Our main finding is that while IM is capable of supporting both information sharing and building common understanding, other communication media are needed, most notably email, issue trackers and teleconferencing, to initiate and maintain communication efficiently.

An Industrial Evaluation of Technological Support for Overhearing Conversations in Global Software Engineering

Abstract: Software engineering is by nature a highly collaborative activity. However, collaborating effectively in Global Software Engineering, in which team members are geographically, temporally and/or socio-culturally separated from each other, is more difficult. In a traditional co-located setting, one of the most important communication patterns is a (face-to-face) conversation. Technological solutions to have conversations in a distributed setting are commonly used, however overhearing conversations of others is not explicitly supported. In this paper we report on the evaluation of supporting overhearing conversations with technology in a distributed industrial setting. To do this we deployed a tool we developed with which it is possible to overhear Instant Messaging conversations in an international software development company. Based on this evaluation we report lessons learned and conclude with the most important findings of this study.

Supporting Acceptance Testing in Distributed Software Projects with Integrated Feedback Systems: Experiences and Requirements

Abstract: During acceptance testing customers assess whether a system meets their expectations and often identify issues that should be improved. These findings have to be communicated to the developers -- a task we observed to be error prone, especially in distributed teams. Here, it is normally not possible to have developer representatives from every site attend the test. Developers who were not present might misunderstand insufficiently documented findings. This hinders fixing the issues and endangers customer satisfaction. Integrated feedback systems promise to mitigate this problem. They allow to easily capture findings and their context. Correctly applied, this technique could improve feedback, while reducing customer effort. This paper collects our experiences from comparing acceptance testing with and without feedback systems in a distributed project. Our results indicate that this technique can improve acceptance testing -- if certain requirements are met. We identify key requirements feedback systems should meet to support acceptance testing.

The Many Facets of Distance and Space: The Mobility of Actors in Globally Distributed Project Teams

Abstract: Global software development practices are shaped by the challenges of time and 'distance', notions perceived to separate sites in a multi-site collaboration. Yet while sites may be fixed, the actors in global projects are mobile, so distance becomes a dynamic spatial dimension rather than a static concept. This empirical study applies grounded theory to unpack the nature of mobility within a three site globally distributed team setting. We develop a model for mapping the movements of team members in local and global spaces, and demonstrate its operation through static snapshots and dynamic patterns evolving over time. Through this study we highlight the complexity of 'mobility' as one facet of 'space' in globally distributed teams and illuminate its tight coupling with the accompanying dimensions of accessibility and context awareness.

Subcontracting for Scrum Teams: Experiences and Guidelines from a Large Development Organization

Abstract: Agile methods and Scrum especially have drawn the attention of large software industry Whilst originally accepted as a way of working for small companies and teams, more and more of the large organizations have adopted the Scrum method as their primary vehicle for delivering value to their customers This transformation is not always without difficulties, however One particular issue is that large organizations seldom develop software on their own but rather typically use massive amounts of subcontractors and their subcontractors to meet the sky-rocketing demand for new software Only few experiences have been reported on how agile teams in a large organization succeed when they are networked with hundreds of different subcontractors distributed in global development space This paper reports experiences based on 5 years of practicing Scrum together with subcontractors Results reveal that often the agile team's performance is significantly hurt by having non-agile subcontractors participating to the development and that frameworks used for defining contracting structures are far behind from today's needs, leading to many problems in practice

Challenges in Distributed Scrum

Abstract: During past few years Agile Methodology has become the preferred model for development in IT world. On the other hand, collaborative development is only option for survival of large application development or maintenance. So "distributed scrum" is the best possible implementation of Agile to handle this. But it is going against some basic philosophy of Agile. Geographical separation and time-zone difference together become the source of the challenges for success of distributed scrum. In some cases distributed scrum is even failing due to ongoing issues. Communication, Productivity, Ownership, Dependencies -- challenges coming from multiple areas. Traditional techniques may not work effectively. Constant introspection to locate the root-cause and some off-the-track approaches can do wonder as it is observed. Most importantly collaboration must take place at all levels across locations in true sense to generate the true synergy.

A Cost-Efficiency Model for Tool Chains

Abstract: The seamless integration of development tools can help to improve the productivity of software development and reduce development costs. When tool chains are used in the context of global software engineering, they are deployed as globally distributed systems. Tool chains have the potential to bring productivity gains but they are also expensive to realize. The decision to introduce a tool chain is often made based only on a qualitative analysis of the situation. More precise analysis of the trade-offs would be possible if a quantitative model describing the cost-efficiency of tool chains would be available. We apply the COCOMO model for cost analysis in combination with the TIL model for tool chain design to create a generic quantitative estimation model for predicting the cost-efficiency of tool chains. We validate the cost-efficiency model with a case study of an industrial tool chain.

Managing Global RaD Projects: Practical Experience in Building Project Management Competency

Abstract: Global RaD Projects for developing software products using globally distributed teams are excellent examples of exploiting most talented and skilled resources to develop innovative products at affordable cost. Due to nature of collaboration, the global teams need to work as a single cohesive unit, or a virtual team, and this is a major challenge. The global Project Manager (PM) needs to be supported by highly competent local PM responsible for the local team. As some of these organizations have used a Global Software Engineering (GSE) model for over a decade, the local teams have evolved as Centers of Competence. This means the local PM needs to interact directly with experts of different disciplines such as sales, marketing, product management, services and compliance. The PM competency development program needs significant enhancement in content and approach to support the new role and responsibility. Siemens is one of the leading proponents and beneficiaries of GSE and many of its business divisions work in collaboration with software engineering teams at its Corporate Technology Development Centre India (CT DC IN). These software teams with size ranging from 10-80 engineers need a local Project Manager working along with the global PM. To ensure success of collaboration, local PMs need to have competency in software technology, domain know-how, resource management, people management and handling of inter-cultural issues. This paper shares experience gained from planning and delivery of a dedicated competency development program designed for project managers with their individual working experience ranging from 8-20 years. This program integrated existing external and internal courses and parts of a governance framework into a single curriculum lasting 3 months. During execution of the program valuable information was gathered providing useful insight to improve the effectiveness and acceptance of the program.