Jacob Nørbjerg

Persistent problems and practices in information systems development

Abstract.  This paper identifies and discusses the persistent problems and development practices of information systems development (ISD). A critical examination and comparison of past times’‘traditional’ and present‐day ‘web‐based’ development shows that contemporary ISD can be seen as an accentuated evolution – rather than a revolution – of well‐known challenges and solutions. On this basis, (1) diversity; (2) knowledge; and (3) structure are identified as inherent and interrelated problems, while the practices for coping with these three challenges are (a) organization and specialization; (b) constant verbal communication and negotiation; and (c) pragmatic application of certain development methods and methodical concepts. We conclude that more research on the occurrence and interaction of problems and practices at, and between, different contextual levels (e.g. the business environment, company, project, team and individual levels) is needed to understand and assess (the gap between) ‘observed practice’ and ‘good practice’ across the many types of Web and non‐Web ISD projects conducted today. We outline a possible research agenda to investigate these issues.

Software process improvement as organizational knowledge creation: a multiple case analysis

Software Process Improvement (SPI) is an approach to systematic and continuous improvement of a software producing organizations ability to produce and deliver quality software within time and budget constraints. SPI initiatives often experience difficulties and problems when the improvements are going to be implemented and institutionalized in the organizations daily practices. In this paper we discuss the learning processes that take place in SPI based on an analysis of three industrial SPI projects. A finding of the study is that an SPI project needs to pay attention to the creation of both tacit and explicit knowledge in order to improve practices. A second finding suggests that implementing and institutionalizing improvements should take its starting point at the group level and involve the development projects. A third finding suggests that sustained SPI processes require ongoing interactions between different learning processes.

Software process improvement with weak management support: an analysis of the dynamics of intra-organizational alliances in IS change initiatives

Software Process Improvement (SPI) projects are large-scale, complex organization-wide change initiatives. They require considerable investments in personnel, time and money and impact just about every aspect of software firms. The group charged with conducting an SPI project has, however, little formal authority to influence or force software professionals to engage in SPI work or to define and implement changes. The SPI literature suggests that successful SPI initiatives depend on strong commitment from top management. But what should the SPI group do if management support is weak? In this paper, we present an analysis of how an SPI group can use alliances to obtain influence and succeed when management support is weak. Our study is based on a 3-year longitudinal field study of SPI change initiatives at Denmark Electronics. Our findings show that a lack of top management support is not necessarily incompatible with success. This research opens an important new area of research on intra-organizational alliances and information system (IS) implementation. It has the potential to offer new theories and practical advice on how IS implementation projects can be more effectively managed.

A Tale of Six Countries: eParticipation Research from an Administration and Political Perspective

This paper presents a cross-national analysis of eParticipation research in the administrative and political domain. It covers eParticipation research in six European countries (Austria, Denmark, France, Germany, Italy, and Sweden) focusing on several aspects of eParticipation research, including research questions, methods, disciplinary approaches, units of analysis, research findings. The paper also provides an overview of national research, and outlines overall research findings and future directions in eParticipation research.

Software Process Maturity and Organizational Politics

The discipline of information systems development has witnessed a tremendous interest in improving software processes. It is believed that improving a systems development organization’s software processes will alleviate problems with productivity and systems quality. In this paper we explore the limitations of the theories and models behind software process maturity. Through an action research project with a systems development organization, we illustrate how maturity models ignore issues ofstructural conflicts and contradictory demands manifest in most organizations. This limits the models’ ability to explain software practice and thus limits their usefulness for guiding organizational change processes.

Embedding Reflection and Learning into Agile Software Development

The theoretical underpinnings of agile methods emphasize regular reflection as a means to sustainable development pace and continuous learning, but in practice, high iteration pressure can diminish reflection opportunities. The Reflective Agile Learning Model (REALM) combines insights and results from studies of agile development practices in India, New Zealand, and the US with Schöns theory of reflective practice to embed reflection in everyday agile practices.

Barriers to Learning in Agile Software Development Projects

The adoption of agile methods promises many advantages for individual, team, and organizational learning. However, environmental, structural, and organizational/cultural constraints often find teams adapting agile software development methods rather than engaging in full adoption. We present results from two qualitative studies of teams and organizations that have, in many cases, adapted agile software methods to suit their needs through the omission or alteration of aspects of the method. In many cases, aspects of an agile method that are most related to learning were those that were modified or omitted. This paper utilizes the results of these studies to identify common and emergent barriers to learning. Often these barriers to learning exist according to organizational culture and the extent to which that culture influences attitudes, norms, and behaviors pertaining to learning. We present these barriers to learning and provide insight to the causes, effects, and potential ameliorations for these barriers.

Embedded programming education with Lego Mindstorms NXT using Java (leJOS), Eclipse (XPairtise), and Python (PyMite)

In this paper we show how the Lego Mindstorms NXT can be used for embedded team programming in Java. Furthermore, we demonstrate-for the first time-Python booted on NXT using an embedded Python project. Lego Mindstorms NXT is based on an ARM7 micro processor, and it comes with open source C code. There now exists a number of firmware replacements which permit programming NXT with different languages. One of these possibilities are Java, and we combine that solution with an Eclipse plugin for team programming in Java. We demonstrate the system and provide reasons why it is worthwhile to do this in computer science classes. Python is a popular scripting language. It is often used in relation to a larger operating system, and rarely as an operating system itself. In this paper we also demonstrate that it is possible to run Python directly on an embedded processor. We use the open source project PyMite as a proof-of-concept. Lego Mindstorms NXT comes with an open source operating system and together with the open source project nxtgcc, it becomes possible to boot Python on NXT.

Toward Learning Teams

Todays software development challenges require learning teams that can continuously apply new engineering and management practices, new and complex technical skills, cross-functional skills, and experiential lessons learned. The pressure of delivering working software often forces software teams to sacrifice learning-focused practices. Effective learning under pressure involves conscious efforts to implement original agile practices such as retrospectives and adapted strategies such as learning spikes. Teams, their management, and customers must all recognize the importance of creating learning teams as the key to braving the erratic climates and uncharted territories of future software development.

XP in a Small Software Development Business: Adapting to Local Constraints

While small software development shops have trended towards the adoption of Agile methods, local conditions and high iteration pressure typically cause adaptations and appropriations of Agile methods. This paper shares evidence from a study concerning how a small software development company adopts and adapts, XP to suit their business. Based on a Dialogical Action Research project, the study reflects on the conditions leading to Agile process adaptation, and why ad hoc and “a la carte” approaches may be problematic. Limitations and drawbacks to aspects of XP are also discussed. The Agile practices most sustainable for small shop teams, with process maintenance and viability as a goal, are highlighted.