Jakob H. Iversen

Managing risk in software process improvement: an action research approach

Many software organizations engage in software process improvement (SPI) initiatives to increase their capability to develop quality solutions at a competitive level. Such efforts, however, are complex and very demanding. A variety of risks makes it difficult to develop and implement new processes. We studied SPI in its organizational context through collaborative practice research (CPR), a particular form of action research. The CPR program involved close collaboration between practitioners and researchers over a three-year period to understand and improve SPI initiatives in four Danish software organizations. The problem of understanding and managing risks in SPI teams emerged in one of the participating organizations and led to this research. We draw upon insights from the literature on SPI and software risk management as well as practical lessons learned from managing SPI risks in the participating software organizations. Our research offers two contributions. First, we contribute to knowledge on SPI by proposing an approach to understand and manage risks in SPI teams. This risk management approach consists of a framework for understanding risk areas and risk resolution strategies within SPI and a related process for managing SPI risks. Second, we contribute to knowledge on risk management within the information systems and software engineering disciplines. We propose an approach to tailor risk management to specific contexts. This approach consists of a framework for understanding and choosing between different forms of risk management and a process to tailor risk management to specific contexts.

Problems in measuring effectiveness in software process improvement: A longitudinal study of organizational change at Danske Data

Software process improvement (SPI) is a widely recognized approach that software companies implement to improve quality, productivity, and time-to-market. Assessing and analyzing performance improvements are important SPI activities. However, many SPI managers have found it difficult to develop and implement effective performance measurement programs for SPI, in part because guidelines for conducting SPI measurements are scarce. We address this gap in the SPI literature by examining major problems that SPI change agents encounter when developing and implementing SPI measurement programs. We report on a longitudinal study of an SPI change initiative and the challenges that the SPI Team faced in dealing with the issues of measuring effectiveness of the initiative. We systematically analyze an SPI performance measurement program to understand its limitations and the problems that the SPI Team encountered when implementing it. We used an organizational change theory framework to derive theoretical and practical insights that can help managers and researchers develop and implement better SPI performance measurement programs.

Cultivation and engineering of a software metrics program

Abstract. This paper reports from a case study of an organization that implements a software metrics program to measure the effects of its improvement efforts. The program measures key indicators of all completed projects and summarizes progress information in a quarterly management report. The implementation turns out to be long and complex, as the organization is confronted with dilemmas based on contradictory demands and value conflicts. The process is interpreted as a combination of a rational engineering process in which a metrics program is constructed and put into use, and an evolutionary cultivation process in which basic values of the software organization are confronted and transformed. The analysis exemplifies the difficulties and challenges that software organizations face when bringing known principles for software metrics programs into practical use. The article discusses the insights gained from the case in six lessons that may be used by Software Process Improvement managers in implementing a successful metrics program.

Lessons from implementing a software metrics program

Software process improvement is seen by many as a viable strategy for overcoming the software crisis. It is, however, difficult to determine the actual effect of such improvement efforts. This paper reports from an organization that is implementing a software metrics program with the expressed purpose of measuring the effects of their improvement project. The metrics program is intended to measure key indicators of all completed projects and to summarize progress information in a quarterly management report. The paper describes important events during the implementation of this metrics program. The process turned out to be long and complex, and the software organization found itself confronted with dilemmas based on contradictory demands and value conflicts. The paper interprets the implementation process from two complementary perspectives. First, it is viewed as an additional engineering process in which a metrics program is constructed and put to use. Second, it is seen as an evolutionary cultivation process in which the basic values of the software organization are confronted and transformed. This analysis leads to practical advice on how to implement metrics programs as part of software management practices.

Project assessments: supporting commitment, participation, and learning in software process improvement

One of the most popular ways to improve the software development capability in organizations is to embark upon a Software Process Improvement (SPI) program often based on a normative model. Main concerns in such a SPI program includes creating commitment towards SPI, involving all parts of the organization in the SPI program, and creating opportunities for learning. We suggest the use of project assessments to support SPI programs in addressing these and other important concerns. In this paper we present two techniques to perform project assessments. The paper contains actual results from applying the two techniques in two longitudinal SPI projects in Danske Data and L.M. Ericsson Denmark. The techniques have proven to be effective tools to support the SPI process in terms of the three concerns; commitment participation, and learning.

When IT Slows Down the Pace of Change: Upgrading Business Systems at Braebill Company

This case discusses the process and challenges of identifying and adopting an ERP system at Braebill Company. The desire to investigate ERP solutions was brought about by their recent adoption of Lean Manufacturing and its associated kaizen events, which allowed them to change their business processes very quickly. However, their homegrown IT systems are difficult to change, and cannot always accommodate the rapid changes in the business processes. IT management wants to adopt a new ERP system to replace many of their existing homegrown systems. This process is complicated by the need for significant flexibility in the adopted system, by a desire to standardize platforms across all companies held by Braebill, and by a previous effort by a sister company to adopt an ERP system. The Braebill IT organization will have to navigate a complex political and organizational environment to successfully adopt an adequate ERP system.