Success factors of organizational change in software process improvement

Stelzer, Dirk; Mellis, Werner

doi:10.1002/(sici)1099-1670(199812)4:4<227::aid-spip106>3.0.co;2-1

Cited by 154 publications

(92 citation statements)

References 33 publications

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“…Opinion leaders, in turn, are competent individuals responsible for initiating, guiding and supporting the improvement at a local level. They also enjoy high respect in the social system that is to be changed [35].…”

Section: )mentioning

confidence: 99%

Learning and Organizational Change in SPI Initiatives

Heikkilä

2009

Lecture Notes in Business Information Processing

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Abstract. Explaining how organizations chance has been a central and enduring quest of management scholars and many other disciplines. In order to be successful change requires not only a new process or technology but also the engagement and participation of the people involved. In this vein the change process results in new behavior and is routinized in practical daily business life of the company. Change management provides a framework for managing the human side of these changes. In this article we present a literature review on the change management in the context of Software Process Improvement. The traditional view of learning, as a "lessons learned" or post-mortem reporting activity is often apparent in SPI literature. However, learning can also be viewed as a continuous change process where specific learning cycle starts with creative conflict and ends up in formal norms and systems. Since this perspective has almost no visibility in SPI literature of past it could show a new direction to the future development of change management in SPI.

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Section: )mentioning

confidence: 99%

Learning and Organizational Change in SPI Initiatives

Heikkilä

2009

Lecture Notes in Business Information Processing

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“…Over the years various papers have been written about these drivers. In the literature factors or drivers are addressed from different perspectives, for example: factors that affect organizational change (Stelzer and Mellis, 1998); factors on different levels of maturity (Rainer and Hall, 2002); factors in large and small organizations (Dybå, 2003); factors that affect software processes . The objective of these articles is to identify and define drivers so that they can be taken into account when setting up and/or carrying out an SPI program.…”

Section: Improvement Driversmentioning

confidence: 99%

Targets, drivers and metrics in software process improvement: Results of a survey in a multinational organization

et al. 2007

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Document VersionPublisher's PDF, also known as Version of Record (includes final page, issue and volume numbers)Please check the document version of this publication:• A submitted manuscript is the author's version of the article upon submission and before peer-review. There can be important differences between the submitted version and the official published version of record. People interested in the research are advised to contact the author for the final version of the publication, or visit the DOI to the publisher's website.• The final author version and the galley proof are versions of the publication after peer review.• The final published version features the final layout of the paper including the volume, issue and page numbers. Link to publication General rightsCopyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights.• Users may download and print one copy of any publication from the public portal for the purpose of private study or research.• You may not further distribute the material or use it for any profit-making activity or commercial gain • You may freely distribute the URL identifying the publication in the public portal ? Take down policyIf you believe that this document breaches copyright please contact us providing details, and we will remove access to the work immediately and investigate your claim. Abstract This paper reports on a survey amongst software groups in a multinational organization. The survey was initiated by the Software Process Improvement (SPI) Steering Committee of Philips, a committee that monitors the status and quality of software process improvement in the global organization. The paper presents and discusses improvement targets, improvement drivers, and metrics, and the degree to that they are being recognized in the software groups. The improvement targets 'increase predictability' and 'reduce defects' are being recognized as specifically important, joined for Capability Maturity Model (CMM) level three groups by 'increase productivity' and 'reduce lead time'. The set of improvement drivers that was used in the survey appears to be valid. Three improvement drivers that were rated highest were: 'commitment of engineering management', 'commitment of development staff, and 'sense of urgency'. Finally, it could be seen that metrics activity, both in size and in quality, increases significantly for CMM level three groups. However, no consensus regarding what metrics should be used can be seen.

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“…Stelzer and Mellis [25] address the wider issue of success factors of organizational change in software process improvement. They state that changing the software process seems to be more critical than the analytical tasks.…”

Section: Related Workmentioning

confidence: 99%

Measurement program success factors revisited

Niessink¹,

Vliet

2001

Information and Software Technology

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Success factors for measurement programs as identified in the literature typically focus on the 'internals' of the measurement program: incremental implementation, support from management, a well-planned metrics framework, and so on. However, for a measurement program to be successful within its larger organizational context, it has to generate value for the organization. This implies that attention should also be given to the proper mapping of some identifiable organizational problem onto the measurement program, and the translation back of measurement results to organizational actions.We have extended the well-known 'internal' success factors for software measurement programs with four 'external' success factors. These success factors are aimed at the link between the measurement program and the usage of the measurement results. In this paper we show how this combined set of internal and external success factors explains the success or failure of five industrial measurement programs.

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Success factors of organizational change in software process improvement

Cited by 154 publications

References 33 publications

Learning and Organizational Change in SPI Initiatives

Learning and Organizational Change in SPI Initiatives

Targets, drivers and metrics in software process improvement: Results of a survey in a multinational organization

Measurement program success factors revisited

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