Situated assessment of problems in software development

Iversen, Jakob; Nielsen, Peter Axel; Nørbjerg, Jacob

doi:10.1145/383371.383376

Cited by 86 publications

(42 citation statements)

References 23 publications

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“…In a much narrower definition, maturity models are regarded as synonyms for assessment artifacts like, e.g., the Capability Maturity Model Integration (CMMI) proposed by the Software Engineering Institute at Carnegie Mellon University (Paulk et al 1993). Maturity models apply different stages of development or maturity as a measure to evaluate the capabilities of an organization in regards to a certain discipline, and thus provide a framework for prioritizing improvement actions that are meaningful to the organization Iversen et al 1999). The objective is hence to assess the as-is situation, to incrementally build skills and capabilities, and to outline the stages of maturation paths in order to diagnose and eliminate deficient capabilities (Rummler and Brache 1990).…”

Section: Stages Of Development and Maturitymentioning

confidence: 99%

Business transformation towards sustainability

Müller

Pfleger

2014

Bus Res

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Sustainability is becoming increasingly important in today's corporate world and can contribute to the current and future success of organizations. Integrating ecological, social, and economic objectives into corporate decisions is a key success factor for transformation towards sustainability. As sustainability is not achieved by single actions, but rather is an on-going process, decision-makers must have means to analyze the current state of an organization. For this, we first illustrate how companies can structure the field of action for the transformation towards sustainability. Furthermore, we propose a decision model to determine how sustainability actions should be implemented in accordance with the paradigm of value-based management, i.e., considering their economic effects. We illustrate the application of the approach using the example of a German medium-sized company.Executive summary Recently, organizations have recognized sustainability as an emerging mega-trend and as an increasingly important strategic goal. Its integration into the business model can be a key success factor, but also a challenge that requires a systematic approach. In order to comprehensively steer corporate sustainability, with the aim of minimizing negative externalities while maximizing positive effects, companies first need to structure their processes to achieve transparency on where sustainability actions can be incorporated. By furthermore considering the three dimensions of sustainability, possible starting points for sustainability actions can be identified. These two perspectives are complemented by adapting the basic idea of stages of development and maturity to sustainability context, as a way to capture the progress of sustainability actions within each corporate activity. The resulting ''Sustainability Maturity Cube'' serves as a blueprint, i.e., a first generic approach, of how an organization can structure 123Business Research (2014) 7:313-350 DOI 10.1007 the field of action for the transformation towards sustainability. Considering the paradigm of value-based management in business context, economic effects of the transformation towards sustainability have to be regarded. We therefore, also propose a decision model, which allows aligning ecological, social and economic objectives in order to draw economically useful conclusions by determining the optimal increase of the sustainability maturity level. To evaluate whether our approach proves useful for subject matter experts who are involved in sustainability decisions, we provide a first example of how a specific company can transform towards sustainability.

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Section: Stages Of Development and Maturitymentioning

confidence: 99%

Business transformation towards sustainability

Müller

Pfleger

2014

Bus Res

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“… Not adequacy to the specific needs: other criticisms refer to the multitude of almost identical maturity models and to the not thoughtful adoption of the CMM main plan ( [17], [18], [19]). The carelessness of the specific needs can hinder the achievement of the objectives of the maturity model.…”

Section: Introductionmentioning

confidence: 99%

Development of the ISR3M model for IS risk management evaluation using the Focus Area structure according to the MMDPIS generic process

Maallam¹,

Kriouile²

2014

TMLAI

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Risk management (RM) is one of the main IS governance pillars. However, to remain a center of profit and cost optimization for the company, this activity must be evaluated, monitored and improved continuously. Hence the interest to develop an IS risk management maturity model. This paper aims to address this need by providing the ISR3M (Information System Risk Management Maturity Model) model. After a summary of literature review, it presents the design approach, then describes the model and evaluates it.

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“…The success of SPI in these companies is attributed to four factors (Kautz 2000): a tailored approach; an experience network between companies; external assistance; and partial external funding. In another study a medium-sized company's problems with current software processes were assessed with a technique for problem diagnosis, which was not on the basis of a maturity model and many of the identified problems could later be alleviated (Iversen et al 1999;Nielsen et al 2002). In this study the success of the improvement effort was attributed to the particular way experience and knowledge were shared during the problem diagnosis.…”

Section: Introductionmentioning

confidence: 99%

Social networks in software process improvement

Nielsen¹,

Tjørnehøj²

2010

J. Softw. Maint. Evol.: Res. Pract.

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Software process improvement in small organisation is often problematic and communication and knowledge sharing is more informal. To improve software processes we need to understand how they communicate and share knowledge. In this article have studied the company SmallSoft through action research. In the action research we have applied the framework of social network analysis and we show this can be used to understand the underlying structures of communication and knowledge sharing between software developers and managers. We show in detail how the analysis can be done and how the management can utilise the findings. From this we conclude that social network analysis was a useful framework together with accompanying tools and techniques.

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Situated assessment of problems in software development

Cited by 86 publications

References 23 publications

Business transformation towards sustainability

Business transformation towards sustainability

Development of the ISR3M model for IS risk management evaluation using the Focus Area structure according to the MMDPIS generic process

Social networks in software process improvement

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