Bringing Total Quality in to Software Teams: A Frame for Higher Performance

Proceedings of the 18th International Conference on Evaluation and Assessment in Software Engineering

et al. 2014

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Context: Companies increasingly strive to adapt to market and ecosystem changes in real time. Evaluating team performance in such changing environments presents a major challenge. Objective: This paper aims to understand how software developers experience performance in a highly volatile environment. This understanding could be used as a basis for guiding formation and maintenance of high-performing teams. Method: A qualitative multiple-case study using thematic interviews was conducted with 16 experienced practitioners in five organisations. Results: We found 33 major categories of performance factors, arranged as a theoretical structure that explains how the subjects experience software team performance. Conclusions: Based on our study, software teams are engaged in a constant cycle of interpreting their performance and aligning it with other stakeholders. Enhancing performance experiences requires integration of soft factors, such as communication, team spirit, and team identity, into the overall development process.

Section: Team Performance Modelsmentioning

confidence: 99%

“…A team may be evaluated, e.g., in terms of its productivity [53], speed [5], or ability to produce novel and innovative results [39]. It may also be evaluated in terms of process control [48], or the knowledge it produces [49].…”

Section: Introductionmentioning

confidence: 99%

How do software developers experience team performance in lean and agile environments?

Fagerholm

Ikonen

Proceedings of the 18th International Conference on Evaluation and Assessment in Software Engineering

et al. 2014

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“…When the objective is to analyse and understand teams, human factors are brought to the forefront. A team may be evaluated, e.g., in terms of its productivity [59], speed [7], or ability to produce novel and innovative results [45]. It may also be evaluated in terms of process control [54], or the knowledge it produces [55].…”

Section: Introductionmentioning

confidence: 99%

Performance Alignment Work: How software developers experience the continuous adaptation of team performance in Lean and Agile environments

Fagerholm

Ikonen

Information and Software Technology

et al. 2015

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Context: Companies increasingly strive to adapt to market and ecosystem changes in real time. Gauging and understanding team performance in such changing environments present a major challenge. Objective: This paper aims to understand how software developers experience the continuous adaptation of performance in a modern, highly volatile environment using Lean and Agile software development methodology. This understanding can be used as a basis for guiding formation and maintenance of highperforming teams, to inform performance improvement initiatives, and to improve working conditions for software developers. Method: A qualitative multiple-case study using thematic interviews was conducted with 16 experienced practitioners in five organisations. Results: We generated a grounded theory, Performance Alignment Work, showing how software developers experience performance. We found 33 major categories of performance factors and relationships between the factors. A cross-case comparison revealed similarities and differences between different kinds and different sizes of organisations. Conclusions: Based on our study, software teams are engaged in a constant cycle of interpreting their own performance and negotiating its alignment with

“…The CS measures can then be systematically incorporated into the organizational performance management systems. Due to that, we take a holistic, systems thinking view of the customer satisfaction although the primary interest allies in the software development [4]. This work promotes transparency with continuous, rich feedback including "soft" factors (e.g., employee insights).…”

Section: Customer Satisfaction In Industrial B2b Relationshipsmentioning

confidence: 98%

Towards Predictable B2B Customer Satisfaction and Experience Management with Continuous Improvement Assets and Rich Feedback

Lecture Notes in Business Information Processing

Ämmälä

Partanen

2015

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Abstract. Modern high-performing software product development organizations are nowadays more and more often transforming their operations towards continuous higher-level ends. In general, customer satisfaction (CS) is such a goal. This paper presents an approach of gauging and improving customer satisfaction in an industrial B2B product development project organization for continuous customer experience (CX) management. In order to do that, the Customer Satisfaction Index (CSI) used in the company was systematized with an applied impact analysis technique. The resulting artifact (called CSI Impact Mapping Grid) combines a set of satisfier improvement strategies derived from our initial work with the GQM + Strategies method coupled with the company assets (capabilities) and insights. It is furthermore aimed to be integrated with rich online measurement inputs for real-time predictive feedback. Such transparency across the whole organization enables employees to realize and insightfully support − even proactively in real time − the various cause-effect relationships of the CS/CX.