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Home > Features > Interviews
The world may be flattening, but it’s also clustering, according to leading software researcher Michael Mah. He makes the case for the “energy synchronization” of co-located project teams, and shares some thoughts on why creativity and outsourcing rarely mix, why adding staff often exacerbates problems, and how offshore, in-house and agile-led projects fare on defect rates.
Over the past 10 years, Michael Mah has emerged as a thought leader on practical applications of software project metrics, estimation, control and productivity benchmarking. His recent work merges concepts in software measurement and benchmarking with negotiation and dispute resolution techniques for IT outsourcing and relationship management. Mah's particular interest is in people dynamics — the complex interactions between people, groups, divisions and partnered companies working on the technology revolution at "Internet speed." He is also focused on the latest research on negotiation, including the use of game theory, role-playing and training to increase corporate and personal effectiveness.
Mah is the managing partner at QSM Associates, and a contributing author of “IT Measurement, Advice from the Experts" (Prentice Hall, 2003) and a book in-progress entitled “Optimal Friction, People Dynamics at Work in the Information Age." Mah also works with the Cutter Consortium, where he is director of the Measurement and Benchmarking Practice and senior consultant for the Agile Software Development & Project Management Advisory, and the Sourcing & Vendor Relationships Advisory.
ProjectsAtWork recently conducted an email interview with Mah about technology trends, including outsourcing, software automation and agile methods.
Is the world really as “flat” as proponents of Thomas Friedman would have us believe?
Yes and no.
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