Distributed software development allows firms to leverage cost advantages and place work near centers of competency. This distribution comes at a cost -- distributed teams face challenges from differing cultures, skill levels, and a lack of shared working hours. In this paper we examine whether and how geographic and temporal separation in a large scale distributed software development influences developer interactions. We mine the work item trackers for a large commercial software project with a globally distributed development team. We examine both the time to respond and the propensity of individuals to respond and find that when taken together, geographic distance has little effect, while temporal separation has a significant negative impact on the time to respond. However, both have little impact on the social network of individuals in the organization. These results suggest that while temporally distributed teams do communicate, it is at a slower rate, and firms may wish to locate partner teams in similar time zones for maximal performance.

Software projects, whether open source, proprietary, or a combination thereof, rarely exist in isolation. Rather, most projects build on a network of people and ideas from dozens, hundreds, or even thousands of other projects. Using the GitHub APIs it is possible to extract these relationships for millions of users and projects. In this paper we present a dataset of a large network of open source projects centered around Ruby on Rails. This dataset provides insight into the relationships between Ruby on Rails and an ecosystem involving 1116 projects. To facilitate understanding of this data in the context of relationships between projects, users, and their activities, it is provided as a graph database suitable for assessing network properties of the community and individuals within those communities and can be found at https://github.com/pridkett/gitminer-data-rails.

As digital communities grow in size their feature sets also grow with them. Different users have different experiences with the same tools and communities. Enterprises and other organizations seeking to leverage these communities need a straightforward way to analyze and compare a variety of salient attributes of these communities. We describe a taxonomy and tool for crowd-sourcing user based evaluations of enterprise relevant attributes of digital communities and present the results of a small scale study on its usefulness and stability across multiple raters.

Coordination of project stakeholders is critical to timely and consistent software delivery. In this short paper we present the problem of private information as a guiding framework or lens through which to interpret coordination dynamics within software organizations. We provide evidence of this problem in the form of specific challenges, collected via interviews from a diverse set of extended (i.e., non-development) stakeholders in a globally distributed software development organization.

Past research established that individuals joining an Open Source community typically follow a socialization process called "the onion model": newcomers join a project by first contributing at the periphery through mailing list discussions and bug trackers and as they develop skill and reputation within the community they advance to central roles of contributing code and making design decisions. However, the modern Open Source landscape has fewer projects that operate independently and many projects under the umbrella of software ecosystems that bring together projects with common underlying components, technology, and social norms. Participants in such an ecosystems may be able to utilize a significant amount of transferrable knowledge when moving between projects in the ecosystem and, thereby, skip steps in the onion model. In this paper, we examine whether the onion model of joining and progressing in a standalone Open Source project still holds true in large project ecosystems and how the model might change in such settings.

Coordinating activities across groups in systems engineering or product development projects is critical to project success, but substantially more difficult when the work is innovative and dynamic. It is not clear how technology should best support cross-group collaboration on these types of projects. Recent work on coordination in dynamic settings has identified cross-boundary knowledge exchange as a critical mechanism for aligning activities. In order to inform the design of collaboration technology for creative work settings, we examined the nature of cross-group knowledge exchange in an innovative engineering research project developing a lunar rover robot as part of the Google Lunar X-Prize competition. Our study extends the understanding of communication and coordination in creative design work, and contributes to theory on coordination. We introduce four types of cross-team knowledge exchange mechanisms we observed on this project and discuss challenges associated with each. We consider implications for the design of collaboration technology to support cross-team knowledge exchange in dynamic, creative work environments.

Software developers have long known that project success requires a robust understanding of both technical and social linkages. However, research has largely considered these independently. Research on networks of technical artifacts focuses on techniques like code analysis or mining project archives. Social network analysis has been used to capture information about relations among people. Yet, each type of information is often far more useful when combined, as when the ldquogoodnessrdquo of social networks is judged by the patterns of dependencies in the technical artifacts. To bring such information together, we have developed Tesseract, an interactive exploratory environment that utilizes cross-linked displays to visualize the myriad relationships between artifacts, developers, bugs, and communications. We evaluated Tesseract by (1) demonstrating its feasibility with GNOME project data (2) assessing its usability via informal user evaluations, and (3) verifying its suitability for the open source community via semi-structured interviews.

Task dependencies drive the need to coordinate work activities. We describe a technique for using automatically generated archi-val data to compute coordination requirements, i.e., who must coordinate with whom to get the work done. Analysis of data from a large software development project revealed that coordina-tion requirements were highly volatile, and frequently extended beyond team boundaries. Congruence between coordination re-quirements and coordination activities shortened development time. Developers, particularly the most productive ones, changed their use of electronic communication media over time, achieving higher congruence. We discuss practical implications of our technique for the design of collaborative and awareness tools.