Software process improvement: Blueprints versus recipes

Aaen, Ivan

doi:10.1109/ms.2003.1231159

Cited by 38 publications

(28 citation statements)

References 5 publications

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“…In a CMM-driven strategy the focus is on processes and much less on people (Aaen 2003). A social network analysis thus offers the opportunity to focus simultaneously on how people communicate and how this communication supports knowledge sharing and as such becomes a prerequisite for the organisational change.…”

Section: Discussionmentioning

confidence: 99%

Social networks in software process improvement

Nielsen¹,

Tjørnehøj²

2010

J. Softw. Maint. Evol.: Res. Pract.

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Software process improvement in small organisation is often problematic and communication and knowledge sharing is more informal. To improve software processes we need to understand how they communicate and share knowledge. In this article have studied the company SmallSoft through action research. In the action research we have applied the framework of social network analysis and we show this can be used to understand the underlying structures of communication and knowledge sharing between software developers and managers. We show in detail how the analysis can be done and how the management can utilise the findings. From this we conclude that social network analysis was a useful framework together with accompanying tools and techniques.

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Section: Discussionmentioning

confidence: 99%

Social networks in software process improvement

Nielsen¹,

Tjørnehøj²

2010

J. Softw. Maint. Evol.: Res. Pract.

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“…Knowledge Management in general, but also in relation to software engineering in particular, has discussed the importance of managing and utilizing knowledge and of spreading tacit and explicit knowledge in an organization [1,2]. The recognition that practitioners themselves are the main company assets makes this even more evident.…”

Section: Background and Related Workmentioning

confidence: 99%

Practice Selection Framework

Ivarsson

Gorschek

2012

Int. J. Soft. Eng. Knowl. Eng.

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Knowledge management (KM) in software engineering and software process improvement (SPI) are challenging. Most existing KM and SPI frameworks are too expensive to deploy or do not take an organization's specific needs or knowledge into consideration. There is thus a need for scalable improvement approaches that leverage knowledge already residing in the organizations. This paper presents the Practice Selection Framework (PSF), an Experience Factory approach, enabling lightweight experience capture and use by utilizing postmortem reviews. Experiences gathered concern performance and applicability of practices used in the organization, gained from concluded projects. Project managers use these as decision support for selecting practices to use in future projects, enabling explicit knowledge transfer across projects and the development organization as a whole. Process managers use the experiences to determine if there is potential for improvement of practices used in the organization. This framework was developed and subsequently validated in industry to get feedback on usability and usefulness from practitioners. The validation consisted of tailoring and testing the framework using real data from the organization and comparing it to current practices used in the organization to ensure that the approach meets industry needs. The results from the validation are encouraging and the participants' assessment of PSF and particularly the tailoring developed was positive.

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“…Knowledge management in general, but also in relation to software engineering in particular, has discussed the importance of managing and utilizing knowledge and of spreading tacit and explicit knowledge in an organization (Aaen 2003;. The recognition that practitioners themselves are the main company assets makes this even more evident.…”

Section: Background and Related Workmentioning

confidence: 99%

Tool support for disseminating and improving development practices

Ivarsson

Gorschek

2011

Software Qual J

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Knowledge management in software engineering and software process improvement activities pose challenges as initiatives are deployed. Most existing approaches are either too expensive to deploy or do not take an organization's specific needs into consideration. There is thus a need for scalable improvement approaches that leverage knowledge already residing in the organizations. This paper presents tool support for an Experience Factory approach for disseminating and improving practices used in an organization. Experiences from using practices in development projects are captured in postmortems and provide iteratively improved decision support for identifying what practices work well and what needs improvement. An initial evaluation of using the tool for organizational improvement has been performed utilizing both academia and industry. The results from the evaluation indicate that organizational characteristics influence how practices and experiences can be used. Experiences collected in postmortems are estimated to have little effect on improvements to practices used throughout the organization. However, in organizations where different practices are used in different parts of the organization, making practices available together with experiences from use, as well as having context information, can influence decisions on what practices to use in projects.

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Software process improvement: Blueprints versus recipes

Cited by 38 publications

References 5 publications

Social networks in software process improvement

Social networks in software process improvement

Practice Selection Framework

Tool support for disseminating and improving development practices

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