The role of 'culture' in successful software process improvement

Sharp, Helen; Woodman, Mark; Hovenden, Fiona; Robinson, Hugh

doi:10.1109/eurmic.1999.794778

Cited by 13 publications

(6 citation statements)

References 14 publications

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“…First, while our research confirms the importance of considering organizational culture in SPI, it also challenges existing notions of cultural management. Existing research identifies organizational culture as an important factor influencing SPI (Siakas and Georgiadou, 2002;Sharp et al, 1999;Schneider, 2002;Dangle et al, 2005). Although our findings concur, little guidance is offered in the existing literature apart from emphasizing the need for alignment between envisioned changes and the organizational culture (Dybå, 2005;Stelzer and Mellis, 1998).…”

Section: Discussionmentioning

confidence: 47%

“…Previous studies have stressed the importance of organizational culture in SPI (Siakas and Georgiadou, 2002;Sharp et al, 1999;Schneider, 2002;Dangle et al, 2005). Stelzer and Mellis point to the necessity of "anchoring changes in the organization's culture" (Stelzer and Mellis, 1998, p. 230); Fitzgerald and O'Kane emphasize a "strong and pervasive culture for software process improvement" as a critical success factor in SPI (Fitzgerald and O'kane, 1999, p. 39); and Dybå argues that "if the new process is not aligned with the business strategy or does not match the organization's culture, it will be rejected by the 'organizational' body" (Dybå, 2005, p. 418).…”

Section: Introductionmentioning

confidence: 99%

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Competing values in software process improvement: a study of cultural profiles

Müller

Nielsen

2013

Information Technology &Amp; People

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Purpose -The purpose of the article is to investigate the impact of organizational culture on software process improvement (SPI). Is cultural congruence between an organization and an adopted process model required? How can the level of congruence between an organizational culture and the values and assumptions underlying an adopted process model be assessed? Design/methodology/approach -The competing values framework and its associated assessment instrument are used in a case study to establish an organizational culture profile of a software development business unit within the case company. The instrument is supplemented with a technique to produce culture profiles of texts such as process models like the Capability Maturity Model Integration (CMMI) and the case company's quality management system. The different profiles are subsequently analyzed and compared. Findings -The culture profile of the CMMI confirms previous research and depicts a result-oriented, formalized, and structured organization. A comparison with the company's quality management system shows congruent culture profiles suggesting that the case company has succeeded in capturing underlying assumptions of the CMMI when updating the quality management system. The analysis also reveals the organizational culture profile of the business unit to be incongruent with the quality management system's profile. This disconfirms previous research claiming that congruence is a prerequisite. Further analysis reveals that actions were taken by managers in the case company to address the cultural challenges and successfully implement new processes. It is, therefore, concluded that cultural incongruence is not an insurmountable barrier to SPI. By comparing cultural profiles, some SPI implementation challenges become evident and that in turn allows for effective SPI management action.Research limitations/implications -The research is based on a single case study and that is sufficient to disconfirm existing research. Additional research is, however, needed to validate both the proposed text analysis technique as well as the proposed process for assessing and managing cultural challenges confronting SPI projects. Practical implications -SPI managers are provided with a more complex view of organizational culture in which congruence is not a necessity. SPI managers can choose to compare culture profiles and decide how to address incongruences. To that end the text analysis technique is offered as a web service that allows for analysis of all text-based process models and standards, and of internal process documentation. Originality/value -The proposed culture management process, including the text analysis technique, is a cost-efficient approach to analyzing and providing the basis for managing cultural challenges during SPI in a specific company. The process provides understanding and guidance in dealing with the specific challenges faced by software companies during SPI.

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Section: Discussionmentioning

confidence: 47%

Section: Introductionmentioning

confidence: 99%

Competing values in software process improvement: a study of cultural profiles

Müller

Nielsen

2013

Information Technology &Amp; People

View full text Add to dashboard Cite

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“…The project arose because of concerns that technical innovations did not appear to be producing better quality software systems. The project's particular focus was on the effect of quality initiatives such as ISO9000 (2000) certification schemes, e.g., BS5750 (1987), and the social factors affecting the quality process, in response to those schemes (Hovenden et al, 1994;Sharp et al, 1999).…”

Section: Introductionmentioning

confidence: 99%

Using Metaphor to Analyse Qualitative Data: Vulcans and Humans in Software Development

2005

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This paper reports on an experience of using metaphor in qualitative research of software engineering in practice. Our project aimed to uncover non-technical factors affecting the adoption and evolution of Software Quality Management Systems (referred to here as Fthe quality process_). Previously we have reported the tensions we uncovered around the quality process in four companies, based on semi-structured interviews. This paper extends this work by applying metaphor to the results. We show how we were able to produce more general statements regarding the tensions and their amelioration, and then introduce results from a fifth company, which we compare against our general statements. We find that these statements are generally supported by results from this fifth company. Finally we present some reflections on our experience of using metaphor in this way.

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“…We began our project because of our concerns that technical innovations did not appear to be producing better quality software systems. Our particular focus was on the effect of quality initiatives such as ISO9000 certification schemes, and the social factors affecting the success, adoption and evolution of SQMSs in response to those schemes (Hall et al, 1993;Hovenden et al, 1994;Sharp et al, 1999).…”

Section: Introductionmentioning

confidence: 99%