Exploring Managerial Commitment towards SPI in Small and Very Small Enterprises

Abstract

Abstract. This paper compares and contrasts the results of two similar studies into the software process practices in Irish Small and Very Small Enterprises. The first study contains rich findings in relation to the role and influence of managerial experience and style, with particular respect to the company founder and software development managers in small to medium seized enterprises (SMEs), whilst the second study contains extensive findings in relation to people and management involvement / commitment and SPI goal planning in very small enterprises (VSEs). By combining these results of these two studies of Irish SMEs/VSEs we can develop a rich picture of managerial commitment towards SPI and in particular explore the similarities between Small and Very Small Enterprises.

Lessons from a Pilot Implementation of ISO/IEC 29110 in a Group of Very Small Irish Companies

“…In some cases, it is seen as nearly essential for the business. These findings support prior studies [6,7,8] in VSEs in relation to adoption of lifecycle standards and indicate there is much work yet to be done.…”

“…VSEs have unique characteristics, which make their business styles different to SMEs and therefore most of the management processes are performed through a more informal and less documented manner [2]. The new standard ISO/IEC 29110 "Lifecycle profiles for Very Small Entities" is aimed at meeting the specific needs of VSEs [3].…”

Evaluating VSEs Viewpoint and Sentiment Towards the ISO/IEC 29110 Standard: A Two Country Grounded Theory Study

“…For example in France, a pilot study [22] was conducted with a 14-people VSE that builds and sells counting systems about the frequenting of natural spaces and public sites. Furthermore a series of studies have been conducted to understand the perceptions [23] and potential commitment [24] of VSE management towards ISO/IEC 29110 [25].…”

A Study of Software Development Team Dynamics in SPI

“…People involvement in improvement activities is important because employees must adopt process innovation in their day to day activities. The lack of involvement will disturb the improvement process because if employee did not commit themselves to all the propose change activities, the aim of process improvement will be fail [4]. Moreover, the strengths and weaknesses of the current process are inside the staff hands and knowledge [5].…”

“…Furthermore, lack of people involvement in development activities will disturb the improvement process. Hence the aim of process improvement will be fail if people are not commit to all the propose change activities [4]. In addition the strengths and weaknesses of the current process are inside the staff hands and knowledge [5].…”