A Contextual Approach to Improving Software Metrics Practices

Frederiksen, Helle Damborg; Mathiassen, Lars

doi:10.1109/tem.2008.2005547

Cited by 32 publications

(5 citation statements)

References 46 publications

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“…Employee resistance often obstructs CMMI adoption progress, especially when its adoption involves various departments from the entire company and brings a shock to the workflow. When promoting comprehensive change such as CMMI adoption, the differences among departments should thus be carefully handled (Frederiksen & Mathiassen, 2008). For the authorization of labor division, a balance should also be achieved between the effects of change and communication efficiency; information about the change can then be effectively conveyed to front-line employees.…”

Section: Implications For Practitionersmentioning

confidence: 99%

A Systematic Study of Change Management during CMMI Implementation: A Modified Activity Theory Perspective

Shih

Shaw

et al. 2013

Project Management Journal

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■This study proposed a modified activity theory framework, complemented by a dynamic time axis, to analyze each organizational change stage of a two-phase capability maturity model integration (CMMI) maturity level adoption case. The study revealed the following results: At the planning stage, the involvement of senior executives determined the positive attitude toward change. At the getting started stage, employees' clear recognition of change objectives determined the change effectiveness. At the letting go stage, department heads got involved, understood, and provided both support and mediating activities to achieve the actual benefits. At the completion stage, performance was used as a measurement tool to help internalize the change into new capabilities.

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Section: Implications For Practitionersmentioning

confidence: 99%

A Systematic Study of Change Management during CMMI Implementation: A Modified Activity Theory Perspective

Shih

Shaw

et al. 2013

Project Management Journal

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“…It is used to assist decision-making by providing a tool that allows the current behavior of a system to be analyzed and understood. It is also able to help predict the performance of that system under a Through the literature review a lot of recommendations for process performance efficiency assessment were encountered [19,29,30], which can be performed based on the operational and structural efficiency indicators. The first indicators are connected with time, costs, and/or quality [31,32], whereas structural efficiency indicators are connected with business process structural complexity [33][34][35][36].…”

Section: Methodsmentioning

confidence: 99%

Digitalizing the Paints and Coatings Development Process

Kern¹,

Krhač²,

Senegačnik³

et al. 2019

Processes

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Numerous laboratory tests are used to determine the appropriateness of new formulations in the development process in the paint and coatings industry. New formulations are most often functionally inadequate, unacceptable for environmental or health reasons, or too expensive. Formulators are obliged to repeat laboratory tests until one of the formulations fulfills the minimum requirements. This is cumbersome, slow, and expensive, and can cause ecological problems, wasting materials on tests that do not produce the desired results. The purpose of this research was to find out if there might be a better way forward to increase efficiency and free up formulators to focus on new products. In this experiment, a new paints and coatings development process was redesigned based on the potential benefits of formulation digitalization. Instead of laboratory testing, a digital platform was used that has been developed and stocked with relevant, up-to-date, and complete, usable data. This study found that, by going digital, developers could vastly reduce non-value-added activities in the development process (by as much as 70%) and significantly shorten the entire process throughput time (by up to 48%). Using digital tools to facilitate the development process appears to be a possible way forward for the paint and coatings industry, saving time, materials, and money and protecting the environment.

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“…Ob pregledovanju relevantne literature je mogoče najti različne predloge za ocenjevanje učinkovitosti izvajanja poslovnih procesov. Predlogi se nanašajo na ocenjevanje s pomočjo kazalnikov operativne učinkovitosti (Dibrell idr., 2008;Frederiksen in Mathiassen, 2008;Sharma, 2009) in kazalnikov strukturne učinkovitosti (Aguilar idr., 2006;Cardoso, 2006;Mendling, 2008). Kazalniki operativne učinkovitosti vključujejo predvsem vidik porabe časa in vidik nastalih stroškov (Valiris in Glykas, 2004;Cardoso idr., 2006a), medtem, ko so kazalniki strukturne učinkovitosti povezani z ocenjevanjem strukturne kompleksnosti poslovnih procesov (Cardoso, 2006;Mendling, 2008;Gartner, 2020).…”

Section: Teoretični Model Ocenjevanja Učinkov Organizacijskih Spremembunclassified

41 st International Conference on Organizational Science Development

2022

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Povzetek Trajnostni razvoj je eden izmed ključnih dejavnikov razvoja v zadnjih tridesetih letih na gospodarskem, družbenem in okoljskem področju. V tej raziskavi smo se osredotočili na družbeni vidik trajnostnega razvoja, ki ga obravnava tudi četrti cilj: kakovostno izobraževanje v okviru Združenih narodov. Rezultati ankete pri 203 dijakih so pokazali, da imajo dijaki občutek nizkega znanja o trajnostnem razvoju, saj so se samoocenili s povprečno oceno 2,36 (od maks. 5) in s standardnim odklonom 0,72. Pri pomembnosti trajnostnega razvoja v družbi so dijaki ocenjevali boljše, povprečna ocena je bila 3,78, standardni odklon pa 0,80. Korelacijska analiza kaže na srednjo šibko povezanost med spremenljivkama ocene lastnega znanja in pomembnostjo trajnostnega razvoja. Definicija trajnostnega razvoja ni popolnoma razumljiva pri 48 % dijakov, saj na vprašanje niso odgovorili ali pa so odgovorili napačno. Četrtina (25 %) anketiranih dijakov razume trajnostni razvoj z vidika varovanja okolja, družbeni vidik so prepoznali v 7 %, ekonomski pa le v 2 %. Pri pridobivanju znanja na tem področju so v ospredju mediji in socialna omrežja.

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A Contextual Approach to Improving Software Metrics Practices

Cited by 32 publications

References 46 publications

A Systematic Study of Change Management during CMMI Implementation: A Modified Activity Theory Perspective

A Systematic Study of Change Management during CMMI Implementation: A Modified Activity Theory Perspective

Digitalizing the Paints and Coatings Development Process

41 st International Conference on Organizational Science Development

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