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• 1. [Article] Open Source Software – Implications on Technology Management

  Over the past few years, major IT and non-It companies have increasingly adopted open source software (OSS). OSS is developed by organized communities of interested parties and sometimes by major software ...

  Citation × Citation Citation Abstract Copy Title: Open Source Software – Implications on Technology Management Author: Goyal, Shreya, Biradar, Renu, Singla, Puniti, Rampalli, Phaneendra Year: 2012 Over the past few years, major IT and non-It companies have increasingly adopted open source software (OSS). OSS is developed by organized communities of interested parties and sometimes by major software companies.OSS is developed by applying high quality standards and rigorous processes used when developing proprietary softwares. In most of the publications, much of the assessment of the drivers of growth and factors which hinder the development of OSS has been done form the technical perspective .Managerial perceptions of benefits and drawbacks that impact the organizational adoption of OSS has been neglected due to its focus on software development. In this paper we have tried to analyze the benefits and drawbacks mainly from the perspective of the IS/IT managers by analyzing various case studies of the leading companies that adopted OSS in their software portfolios. We also conducted surveys with two leading corporations like Nike and Intel in the city of Portland in Orgeon and also tried to contact the people from few global companies. After analyzing surveys and case studies we found out that benefits outweigh drawbacks in adoption of OSS. Companies are strategically adopting OSS as they have incorporated OSS in their IT strategies. The issues which were thought to be hindering the growth of OSS were found to be insignificant in front of the large amount of savings, escape from vendor-lock-in and customization of processes which companies are able to achieve after switching to OSS. Despite of many benefits some concerns surfaced up like lack of formal guidelines for the adoption of OSS in an organization. Lack of management support also hinders the adoption of OSS. OSS can be the best choice for the company if it aligns its business objectives with particular OSS before switching to it. Today,OSS is in the software portfolio of more than seventy five percent of the major companies and is expected that by 2016 OSS will be in mission critical software portfolios of more than ninety nine percent of global companies. Title: Open Source Software – Implications on Technology Management Author: Goyal, Shreya, Biradar, Renu, Singla, Puniti, Rampalli, Phaneendra Year: 2012 Over the past few years, major IT and non-It companies have increasingly adopted open source software (OSS). OSS is developed by organized communities of interested parties and sometimes by major software companies.OSS is developed by applying high quality standards and rigorous processes used when developing proprietary softwares. In most of the publications, much of the assessment of the drivers of growth and factors which hinder the development of OSS has been done form the technical perspective .Managerial perceptions of benefits and drawbacks that impact the organizational adoption of OSS has been neglected due to its focus on software development. In this paper we have tried to analyze the benefits and drawbacks mainly from the perspective of the IS/IT managers by analyzing various case studies of the leading companies that adopted OSS in their software portfolios. We also conducted surveys with two leading corporations like Nike and Intel in the city of Portland in Orgeon and also tried to contact the people from few global companies. After analyzing surveys and case studies we found out that benefits outweigh drawbacks in adoption of OSS. Companies are strategically adopting OSS as they have incorporated OSS in their IT strategies. The issues which were thought to be hindering the growth of OSS were found to be insignificant in front of the large amount of savings, escape from vendor-lock-in and customization of processes which companies are able to achieve after switching to OSS. Despite of many benefits some concerns surfaced up like lack of formal guidelines for the adoption of OSS in an organization. Lack of management support also hinders the adoption of OSS. OSS can be the best choice for the company if it aligns its business objectives with particular OSS before switching to it. Today,OSS is in the software portfolio of more than seventy five percent of the major companies and is expected that by 2016 OSS will be in mission critical software portfolios of more than ninety nine percent of global companies. Close

• 2. [Article] Team 2 Process Report: How Team 2 Became Team Velocity

  On January 11, 2012 The ETM Communications and Team Building 522/622 class began. After initial introduction of the course, Dr. Dryden instructed class members to form teams of 4 to 6 people that would ...

  Citation × Citation Citation Abstract Copy Title: Team 2 Process Report: How Team 2 Became Team Velocity Author: Mansour, Mohammad, Amini, Mitra, Bahrini, Sara, Saatchi, Bahareh, Nielsen, Carl, Singla, Puniti Year: 2012 On January 11, 2012 The ETM Communications and Team Building 522/622 class began. After initial introduction of the course, Dr. Dryden instructed class members to form teams of 4 to 6 people that would work together for the entire quarter. This was the beginning of Team Velocity. Most of us knew nothing of our team members when we formed. We formed primarily by chance. Our team consisted of six very diverse people. Mohammad, our unofficial team leader, is from Dubai UAE, three of the girls, Bahareh, Mitra, and Sara are from Iran, and Carl is home grown USA. One member left our team after the first class, however during the second session of class another member joined and became a member of our team; Puniti is from India. Beyond diversity, our team had a generation gap as well as industry experience gap. The age gap is over 20 years between our oldest member and youngest member. Finally, we had very diverse backgrounds in education from Computer Engineering, Civil Engineering, Electrical Engineering, Industrial Engineering, Architectural Engineering, to Biology. One might expect that with this type of diversity, age gap, industry experience, and different education backgrounds, there would be inherent conflict to deal with. This was not the case for our team. We had very little conflict within our team and the conflict we did have was rather insignificant. We worked effectively together and respected each other’s opinions. This does not mean we all played the same role in our team. We had people that were more outspoken and quickly took a leadership role. We had members who were very detailed oriented and others who were bigger picture oriented. We had members that needed encouragement and others who were very self-confident. All of this together made up the complementary skills needed to make an effective team. Through the quarter our team worked together to complete assigned tasks and present material to the class. We all had different ways of looking at things and had different strengths and weaknesses. We learned through the quarter how to capitalize on each member’s strengths and thereby mitigating the weaknesses. We met many times during the quarter to form our presentations. We continually kept in contact over emails in the editing of papers and slides for presentations. Each person in the group was assigned equal amounts of real work to do. We were each accountable to the group to provide summaries of papers that the team would edit. We were also individually accountable to present sections of the class material to the class. The team would meet to compile and edit slides that would be presented. We would then practice the presentations. Each member clearly understood that the team would only succeed if each member did their part. We held ourselves mutually accountable for the work we presented. This is how our team was formed, how we are made up, how we did our work, and how we held ourselves accountable for our success. Through this process we developed a better understanding of each other and found that we really enjoyed working together. We developed a bond and friendship that transcends the individual. This paper describes how team 2 became Team Velocity. Title: Team 2 Process Report: How Team 2 Became Team Velocity Author: Mansour, Mohammad, Amini, Mitra, Bahrini, Sara, Saatchi, Bahareh, Nielsen, Carl, Singla, Puniti Year: 2012 On January 11, 2012 The ETM Communications and Team Building 522/622 class began. After initial introduction of the course, Dr. Dryden instructed class members to form teams of 4 to 6 people that would work together for the entire quarter. This was the beginning of Team Velocity. Most of us knew nothing of our team members when we formed. We formed primarily by chance. Our team consisted of six very diverse people. Mohammad, our unofficial team leader, is from Dubai UAE, three of the girls, Bahareh, Mitra, and Sara are from Iran, and Carl is home grown USA. One member left our team after the first class, however during the second session of class another member joined and became a member of our team; Puniti is from India. Beyond diversity, our team had a generation gap as well as industry experience gap. The age gap is over 20 years between our oldest member and youngest member. Finally, we had very diverse backgrounds in education from Computer Engineering, Civil Engineering, Electrical Engineering, Industrial Engineering, Architectural Engineering, to Biology. One might expect that with this type of diversity, age gap, industry experience, and different education backgrounds, there would be inherent conflict to deal with. This was not the case for our team. We had very little conflict within our team and the conflict we did have was rather insignificant. We worked effectively together and respected each other’s opinions. This does not mean we all played the same role in our team. We had people that were more outspoken and quickly took a leadership role. We had members who were very detailed oriented and others who were bigger picture oriented. We had members that needed encouragement and others who were very self-confident. All of this together made up the complementary skills needed to make an effective team. Through the quarter our team worked together to complete assigned tasks and present material to the class. We all had different ways of looking at things and had different strengths and weaknesses. We learned through the quarter how to capitalize on each member’s strengths and thereby mitigating the weaknesses. We met many times during the quarter to form our presentations. We continually kept in contact over emails in the editing of papers and slides for presentations. Each person in the group was assigned equal amounts of real work to do. We were each accountable to the group to provide summaries of papers that the team would edit. We were also individually accountable to present sections of the class material to the class. The team would meet to compile and edit slides that would be presented. We would then practice the presentations. Each member clearly understood that the team would only succeed if each member did their part. We held ourselves mutually accountable for the work we presented. This is how our team was formed, how we are made up, how we did our work, and how we held ourselves accountable for our success. Through this process we developed a better understanding of each other and found that we really enjoyed working together. We developed a bond and friendship that transcends the individual. This paper describes how team 2 became Team Velocity. Close