Managing Cultural Variation in Software Process Improvement: A Comparison of Methods for Subculture Assessment

Müller, Sune Dueholm; Kræmmergaard, Pernille; Mathiassen, Lars

doi:10.1109/tem.2009.2013829

Cited by 27 publications

(20 citation statements)

References 56 publications

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“…Quality management standards and process models are cultural artifacts embodying certain organizational values and management ideals. They espouse ideal practices and desirable value orientations as the end goal of process improvement (Müller, Kraemmergaard, & Mathiassen, 2009;Müller & Nielsen, 2013;Ngwenyama & Nielsen, 2003). Previous research has shown that cultural incongruence, i.e.…”

Section: Introductionmentioning

confidence: 99%

The culture of ITIL: Values and implementation challenges

Müller

Lichtenberg

2017

Information Systems Management

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The article reports on ITIL implementation in Maersk Oil. We analyze the values embedded in ITIL, compare them to Maersk Oil's organizational culture, identify implementation challenges, and discuss how to manage these. The contribution of the article is: (1) identifies the values underlying ITIL, (2) discusses how to overcome cultural incongruence through business process implementation, and (3) highlights implications for managers trying to improve processes through the use of quality management standards and process models.

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Section: Introductionmentioning

confidence: 99%

The culture of ITIL: Values and implementation challenges

Müller

Lichtenberg

2017

Information Systems Management

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“…Some papers describe cases of agile development, either for a system as a whole [11] or by individual teams within the organisation [20]. When described, most case architectures focus on enabling product quality attributes, usually domainspecific such as safety, cost and variability in the automotive domain [13], security in defence [21], and dependability in space [22]. Some organisations utilise a product line architecture to enable tailoring of the system to a particular customer [23], [24].…”

Section: Study Results and Limitationsmentioning

confidence: 99%

“…This can be considered the standard practice at which MPES software is developed, with six cases clearly falling into this category (described in papers [6], [13], [15]- [17], [19], [21], [27], [28]). An additional twelve cases (in papers [22], [23], [25], [29]- [31]) fall either into this category or category D.…”

Section: A Approach E: Rorqual Organisationsmentioning

confidence: 99%

Archetypical Approaches of Fast Software Development and Slow Embedded Projects

Eklund

Bosch

2013

2013 39th Euromicro Conference on Software Engineering and Advanced Applications

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Abstract-This paper describes the problem context of software development for mass-produced embedded systems, with distinguishing factors such as the co-design of software and hardware, strong focus on manufacturing aspects, supplier involvement and safety-critical functionality. In this context there is a need for a holistic model to explain the failures and successes industrial projects, where just investigating a single dimension, e.g. chosen ways-of-working or architecture is not sufficient.The main contribution is a holistic model consisting of five archetypical approaches to embedded software development, based on a mapping study over industrial cases in literature. The approaches range from "traditional" stage-gate projects focusing on product qualities and large integration efforts, to fast development in short loops by autonomous teams based on a composable software platform. The model aligns the processes with the architecture of the embedded software, and the implications on the business and the organisation. The model allows an research & development(R&D) organisation to identify where it is positioned and to evolve its software development approach. The model is elucidated by two empirical cases from a Swedish company.

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“…Studies have also shown that culture have an impact on the implementation of SPI models [14]. Thus, models developed using a particular culture as context, may not be applicable in other cultures or region with different culture.…”

Section: Discussionmentioning

confidence: 99%

Software Process Improvement Initiatives in Small and Medium Firms: A Systematic Review

Almomani

Basri

Mahamad

et al. 2014

2014 3rd International Conference on Advanced Computer Science Applications and Technologies

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Nowadays, software firms are playing very important roles in economies all over the world, and majority of these firms are Small and Medium Enterprises (SMEs). The SMEs recognize that it is important to improve their development processes and activities in order to produce software with high quality and to be competitive in the software industry. However, several studies have shown that the SMEs used ad-hoc manner in their development processes and they suffer from lack of the knowledge and resources to do Software Process Improvement (SPI). In this paper, a Systematic Literature Review (SLR) is used to identify and discuss the SPI initiatives in SME software firms. The results of the systematic review showed that the majority of software process improvement initiatives in SME firms are carried out in America and Europe. Only in one Asian country, Hong Kong was the SPI initiative considered and CMM Fast-Track was the model developed. The developed model did not cover all the CMM levels, only levels 1 and 2 were considered. In conclusion, many Software Process Improvement initiatives have been proposed for SME software firms but they have shortcomings such as lack of generalizability and take a lot of time to gain the benefits/advantage of the SPI model after implementation.

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Managing Cultural Variation in Software Process Improvement: A Comparison of Methods for Subculture Assessment

Cited by 27 publications

References 56 publications

The culture of ITIL: Values and implementation challenges

The culture of ITIL: Values and implementation challenges

Archetypical Approaches of Fast Software Development and Slow Embedded Projects

Software Process Improvement Initiatives in Small and Medium Firms: A Systematic Review

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