Sample Case Study Global software development (GSD), including outsourcing, subcontracting, offshoring, and partnerships has become mainstream in software development. ABC is an IT company that has a globally distributed organization for software products development in two locations, Norway and Malaysia. The company is experienced in carrying out distributed projects, but using agile methods in them is a new experience. Before adopting serum, the development process in ABC was a combination of a traditional waterfall model and an iterative way of working. Software releases were made with a time span of between six and nine months. The development process contained lots of planning, a large amount of documentation, and done in a very rigid increments. The ABC software program consist of module releases, and cach released is considered as a separate project with separate team, and each of them has a separate product owner. The product owners are not considered team members, perhaps because they travel a lot collecting requirements. Some teams are distributed between Norway and Malaysia. All product owners are located in Norway. In some teams, all the developers are in Malaysia and only their product owner in Norway. There are also two scrum masters in Norway and one scrum master in Malaysia. This means that one scrum master may have several teams to work with. The program decision to move the software development from Norway to Malaysia was made for cost reasons. The time difference between the two sites is seven hours during the winter and six hours during the summer. However, the daily working time is longer in Malaysia and they also have longer breaks. Daily scrum meetings between sites were arranged using telephone conferencing. In the beginning. meetings lasted only a couple of minutes, and improved when participants learned to report a suitable amount of useful information. Cultural differences in reporting impediments, difficult especially for Asians. Synchronized 4-week sprints were used in all development teams. Within the framework of Scrum adoption, there are one-hour meetings directly after each sprint using teleconferencing and application sharing. In these meetings three questions discussed: 'What has been good during this sprint?', 'What has not been that good?' and 'What kind of improvements could we do?' The major challenges included misunderstood requirements, lack of vidcoconferencing possibilities, and awkward communication in distributed meetings due to cultural and geographical distance. However, the overall impression was that agile practices were considered as very successful and promising. Based on the above case answer the following questions: 1. What do we call the software development process in Malaysia site? 2. Mention two advantages of the type of development teams working between Norway \& Malaysia. 3. What is the name of the one-hour meetings conducted directly after each sprint using teleconferencing and application sharing? 4. What is the main reason behind ABC decision to move the software development to Malaysia? 5. Mention two major problems in ABC working with teams separated across time \& location