Knowledge management for learning software organizations

Bomarius, Frank; Althoff, Klaus-Dieter; Müller, Wolfgang W.

doi:10.1002/(sici)1099-1670(199806)4:2<89::aid-spip99>3.0.co;2-8

Cited by 9 publications

(4 citation statements)

References 8 publications

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“…When new issues arise they can be added to the list. This mode of continuous rework and improvement is typical for experiential learning approaches (Kolb, ; Brown & Duguid, ; Bomarius et al ., ).…”

Section: Flow Techniques: Improve Gsd From Flow Perspectivementioning

confidence: 97%

Managing knowledge on communication and information flow in global software projects

Stapel

Schneider

2014

Expert Systems

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Communication is a key success factor of distributed software projects. Poor communication has been identified as a main obstacle to successful collaboration. Global projects are especially endangered by information gaps between collaborating sites. Different communication styles, technical equipment, and missing awareness of each other can cause severe problems. Knowledge about actual and desired channels, paths, and modes of communication is required for improving communication in a globally distributed project. However, many project participants know little about communication and information flow in their projects. In this contribution, we focus on knowledge about communication and information flow. It is acquired by modelling on‐going and desired flows of information, including documented and non‐documented channels of information flow. We analyzed a distributed software project from the information flow perspective. Based on the findings, we developed specific techniques to improve information flow in distributed software development according to the FLOW Method. In a second distributed project, we evaluated one of the techniques. We found the FLOW mapping technique to be suitable for effectively spreading knowledge about communication and information flow in global software projects.

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Section: Flow Techniques: Improve Gsd From Flow Perspectivementioning

confidence: 97%

Managing knowledge on communication and information flow in global software projects

Stapel

Schneider

2014

Expert Systems

View full text Add to dashboard Cite

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“…When new issues arise they can be added to the list. This mode of continuous rework and improvement is typical for experiential learning approaches (Kolb, 1984;Brown & Duguid, 1991;Bomarius et al, 1998).…”

Section: Context-sharing Ambassadormentioning

confidence: 95%

Managing knowledge on communication and information flow in global software projects

Stapel

Schneider

2012

Expert Systems

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Communication is a key success factor of distributed software projects. Poor communication has been identified as a main obstacle to successful collaboration. Global projects are especially endangered by information gaps between collaborating sites. Different communication styles, technical equipment, and missing awareness of each other can cause severe problems. Knowledge about actual and desired channels, paths, and modes of communication is required for improving communication in a globally distributed project. However, many project participants know little about communication and information flow in their projects. In this contribution, we focus on knowledge about communication and information flow. It is acquired by modelling on-going and desired flows of information, including documented and non-documented channels of information flow. We analyzed a distributed software project from the information flow perspective. Based on the findings, we developed specific techniques to improve information flow in distributed software development according to the FLOW Method. In a second distributed project, we evaluated one of the techniques. We found the FLOW mapping technique to be suitable for effectively spreading knowledge about communication and information flow in global software projects.

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“…Examples of this can be found in (Bomarius et al, 1998) and in some of the papers in (Althoff et al, 2001), and Chapter 11 of this book gives the current position (Althoff and Pfahl, 2003).…”

Section: Knowledge-based Systems In Software Engineering and More Genmentioning

confidence: 99%

Managing Software Engineers and Their Knowledge

Edwards¹

2003

Managing Software Engineering Knowledge

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This chapter begins by reviewing the history of software engineering as a profession, especially the so-called "software crisis" and responses to it, to help focus on what it is that software engineers do. This leads into a discussion of the areas in software engineering that are problematic, as a basis for considering the knowledge management issues. Some of the previous work on knowledge management in software engineering is then examined, much of it not actually going under a "knowledge management" title, but rather "learning" or "expertise". The chapter goes on to consider the potential for knowledge management in software engineering, and the different types of knowledge management solutions and strategies that might be adopted, and touches on the crucial importance of cultural issues. It concludes with a list of challenges that knowledge management in software engineering needs to address.

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Knowledge management for learning software organizations

Cited by 9 publications

References 8 publications

Managing knowledge on communication and information flow in global software projects

Managing knowledge on communication and information flow in global software projects

Managing knowledge on communication and information flow in global software projects

Managing Software Engineers and Their Knowledge

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