Geographically distributed teams in projects of high-tech companies have become the de facto standard of the current business approaches. Market software development in Russia and CIS-region is developing according the global trends; the national IT leaders have a wide network of local offices with development centers. The main goal of this approach is a desire to optimize production costs and increase access to highly qualified human resources. However, projects with geographically distributed development also have a lot of specialties and associated risks that can neutralize the results of economic benefits. In this paper we are summarizing the experience of managers of international software companies with offices in the CIS countries in the management of geographically distributed software development. This experience has been presented to the author in a series of interviews in the autumn of 2016 by senior managers of those software vendors. There is a classification of specialties (and associated risks) on project level; the main focus of the paper is done on the "natural" and "organizational" groups of specialties. For each group a description and the set of major risks are given. In this paper the main approaches to the management of those risks are presented, and also examples of the own experience of the author are given.