Date of Conferral







Richard Schuttler


Leaders of global software development (GSD) processes in organizations have been confronting low software product quality. Managers of these processes have faced challenges that have been affecting customer satisfaction and that have resulted in negative social impacts on public safety, business financial performance, and global economic stability. The purpose of this qualitative exploratory multiple case study was to discover a common understanding shared by managers in Canadian GSD organizations of how to meet software product quality goals and enhance customer satisfaction. The conceptual framework for the study was based on Deming's 14 principles of quality management. The purposeful sample included 30 knowledgeable participants who worked in Canada as GSD managers. Semistructured interviews conducted through telephone and audioconference tools, along with the review of related documents, were used to gather data. Eight themes emerged from the data analysis: developing a clear purpose and work principles, improving processes and employee skills, developing adequate personnel management strategies, promoting autonomy and personal worker development, formulating life cycle and development techniques, identifying challenges, formulating solutions, and focusing on product quality. The research findings have implications for positively influencing social change through the provision of methods and process knowledge to GSD organizational leaders. This information consists of best management and industry practices that can be applied to achieve software product quality and customer satisfaction, create management systems, maintain a competitive advantage, and prevent global software development project failures.