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首页> 外文会议>2012 IEEE Seventh International Conference on Global Software Engineering. >Managing Global RD Projects: Practical Experience in Building Project Management Competency
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Managing Global RD Projects: Practical Experience in Building Project Management Competency

机译：管理全球研发项目：建立项目管理能力的实践经验

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摘要

Global R&D 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.
机译：使用遍布全球的团队开发软件产品的全球研发项目是利用最有才华和技能的资源以可承受的成本开发创新产品的绝佳范例。由于协作的性质，全球团队需要作为一个凝聚力的单位或一个虚拟团队工作，这是一个重大挑战。全球项目经理（PM）需要得到负责当地团队的高素质当地PM的支持。由于其中一些组织已经使用全球软件工程（GSE）模型已有十多年了，因此本地团队已发展成为能力中心。这意味着本地项目经理需要直接与不同学科的专家进行互动，例如销售，市场营销，产品管理，服务和合规性。 PM能力发展计划需要在内容和方法上进行重大改进，以支持新的角色和责任。西门子是GSE的主要支持者和受益者之一，其许多业务部门与印度公司技术开发中心（CT DC IN）的软件工程团队合作。这些软件团队的规模为10-80名工程师，需要与全球项目经理一起工作的本地项目经理。为了确保协作成功，本地项目经理需要具备软件技术，领域专有技术，资源管理，人员管理和跨文化问题处理方面的能力。本文分享了从计划和交付专为项目经理设计的专门能力发展计划中获得的经验，这些项目经理的个人工作经验为8-20年。该计划将持续3个月的现有外部和内部课程以及治理框架的一部分整合为一个课程。在程序执行期间，收集了有价值的信息，可提供有用的见解，以提高程序的有效性和接受度。

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