The global Software Team: jugaad needed

Introduction

The case discusses Global networks company (GNC), centred in Boston, Massachusetts. Its
department is in Mumbai, India. Mr. Notrika is the manager of GNC. Boston team specially
treated all aspects of customer engagement from pre-sales to income to implementation and
the Mumbai crew treated the design and improvement of the software program. Boston crew
treated all the client meetings and communicated the output to Mumbai technical team for
additional development. Clients demanded the paintings are finished quickly and the Boston
crew in flip pushed those brief closing dates onto the Mumbai crew. After a few months,
Notrika observed that the work in India is lagging at the back. He additionally noticed that
major pool skills in Mumbai technical team are starting to end. He started to find reasons and
he also got lawsuits from the Boston group about the Mumbai group that they're now not
assembly cut-off dates. They additionally complained that once they asked for an explanation
of a trouble Mumbai team doesn’t solution, takes forever to answer, or trades the difficulty
but does no longer deliver the right rationalization. After a few days things were given even
worse, 3 engineers from the Mumbai team left. Notrika now wants to take an action
personally. So, he immediately reached Mumbai to address the scenario. When he opened the
idea container on the table in the Mumbai office, he was given to realize the issues faced by
means of Mumbai group. Mumbai crew is continuously accused of missing time limits and
the Boston group does now not understand their scenario however hold on accusing them.
They additionally complained that the Boston group no longer appreciate them. In spite of
operating more difficult, they are still bombarded with time limits and asked to paintings
more difficult. They are feeling disrespectful. Now Notrika is in a catch-22 situation as to
what to do. He does not want valuable people to leave the company nor accuse the Boston
team of everything.

Problem Statement

What should be done by Notrika to make the Boston and Mumbai team cooperate, coordinate
and collaborate so that not only this project but upcoming projects can also be delivered in
time with utmost quality?

Options for the problem

1) Notrika must consider restructuring the teams. Some members of the Mumbai group
 can work from Boston and some members of the Boston team can work from Boston.
2) Notrika should bear in mind meeting the Mumbai crew regularly and try to
understand the trouble. He can spend half of his in Mumbai and the alternative 1/2 in
Boston in order that he can coordinate the functioning of both groups. Their troubles
must be communicated to every other without delay.
3) Notrika can implement stringent rules both at the Boston unit and in Mumbai to
reduce the conversation gap. He can restructure the Mumbai unit by using hiring,
laying off to make the crew greater bendy, and in a function to keep up with the
Boston unit.
4) Notrika can take his own unit's view in Boston and convey to the Mumbai team that
he expects better results.
Criterion for assessment

1) Time: The challenge is already behind schedule via weeks. Him flies down to
Mumbai and managing the situation or letting things characteristic as they are
similarly luxurious.
2) Cost: Each of the alternatives should have a related cost. Each of the options has to be
evaluated on this parameter if it's far feasible financially.
3) Loss of skills: If the Mumbai crew remains unheard, greater skills will drain out of the
organisation. At the identical time, no longer meeting the inflexible patron deadlines
will harm the employer if he is going by what his crew at Mumbai says.
4) Client Servicing: Any decision must be taken for you to meet client obligations.

Evaluation of Options

Option 1 (Restructure the groups): Under this selection, some individuals of the Mumbai
crew can function from Boston and vice-versa. Although this will take some time and
may be pricey, however it could assist to bridge the distance between the two groups.
When each team realizes the troubles faced by way of different teams, they could be
greater empathetic towards them and alter their operating style to acquire commonplace
desires. This in flip result in consumer pride by means of well-timed completion of tasks
with best and precision. This could additionally address the problem of lack of talent in
Mumbai.
Option 2 (Notrika should travel frequently to Mumbai): Even well-timed though this is a time
bound and price effective solution, but the success of this idea depends on how well Notrika
is capable of recognize the problems of the crew and make each different aware about the
occasions engulfing the alternative group. Even (Notrika though Notrika realizes the
problems, he may not be capable of speak these in an effective manner to the other facet.

Option three (Enforce stringent rules): Enforcing stringent policies can simply make the
situation greater volatile. Each team could feel that they're being compelled to adhere to strict
regulations and for that reason their productiveness would possibly lessen. This can result in
in addition lack of expertise at both locations and adversely have an effect on silent
satisfaction.

Option four (Take Boston group’s view into consideration): Enforcing this would make the
Mumbai group experience alienated. This might now not only result in many greater people
quitting in the Mumbai crew, it would also appreciably abate the completion of the
continuing and destiny projects.

Recommendations

After cautiously comparing all alternatives, restructuring the groups seems to be the
maximum feasible solution. This might make each group aware about what the alternative
team is dealing with and might facilate better collaboration and coordination among the
teams to reap a not unusual goal. When human beings see for themselves what’s happening,
they can switch this know-how to their team contributors and every crew might realise that
each groups have their constraints and accordingly could be extra empathetic in their
technique.