The use and effects of an electronic process guide and experience repository: a longitudinal study

Kurniawati, Felicia; Jeffery, D. Ross

doi:10.1016/j.infsof.2005.06.002

Cited by 7 publications

(5 citation statements)

References 30 publications

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“…In "Company X", Moe and Dybå [31] found one person, out of 19 interviewed, who used the electronic process guide daily. The Alette study [26] reports two daily accesses per potential user. The Andersen Consulting study [23] gives the impression of a low usage rate.…”

Section: Discussionmentioning

confidence: 99%

“…Some of the effects reported are time saving, the sharing of experience, easier and better management and better understanding of other employees' job roles. A third study by Kurniawati and Jeffery [26,37] conducted one year after introduction, reports that the electronic process guide and experience repository was used by 60% of potential users. The average use frequency was measured to two potential user accesses per day.…”

Section: Electronic Process Guide Usagementioning

confidence: 99%

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The Impact of Employee Participation on the Use of an Electronic Process Guide: A Longitudinal Case Study

Dingsøyr

Moe

2008

IIEEE Trans. Software Eng.

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Many software companies disseminate process knowledge through electronic process guides. A common problem with such guides is that they are not used. Through a case study we investigated how participation in creating an electronic process guide, through process workshops, influenced the use of the guide. We studied developer and project manager usage with respect to three factors: frequency of use, used functionality, and reported advantages and disadvantages. We collected data from three rounds of interviews and 19 months of usage logs in a longitudinal study in a medium-size software company. Employees who participated in process workshops showed a higher degree of usage, used a larger number of functions, and expressed more advantages and disadvantages than those not involved. Our study suggests that employee participation has a long-term positive effect on electronic process guide usage.

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Section: Discussionmentioning

confidence: 99%

Section: Electronic Process Guide Usagementioning

confidence: 99%

The Impact of Employee Participation on the Use of an Electronic Process Guide: A Longitudinal Case Study

Dingsøyr

Moe

2008

IIEEE Trans. Software Eng.

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“…Taking into account the complexity of processes, in [28], authors propose the use of an electronic process guide to provide a one-off improvement opportunity through the benefits of declaring a defined, systematic, and repeatable approach to software development. An electronic process guide offers several advantages over a printed process handbook, including easy access over the web for the most up-to-date version of the guide, electronic search facilities and hypernavigation to ease browsing information.…”

Section: Related Workmentioning

confidence: 99%

Specifying Process Views for a Measurement, Evaluation, and Improvement Strategy

Becker

Lew

Olsina

2012

Advances in Software Engineering

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Any organization that develops software strives to improve the quality of its products. To do this first requires an understanding of the quality of the current product version. Then, by iteratively making changes, the software can be improved with subsequent versions. But this must be done in a systematic and methodical way, and, for this purpose, we have developed a specific strategy called SIQinU (Strategy for understanding and Improving Quality in Use). SIQinU recognizes problems of quality in use through evaluation of a real system-in-use situation and proposes product improvements by understanding and making changes to the product’s attributes. Then, reevaluating quality in use of the new version, improvement gains can be gauged along with the changes that led to those improvements. SIQinU aligns with GOCAME (Goal-Oriented Context-Aware Measurement and Evaluation), a multipurpose generic strategy previously developed for measurement and evaluation, which utilizes a conceptual framework (with ontological base), a process, and methods and tools. Since defining SIQinU relies on numerous phase and activity definitions, in this paper, we model different process views, for example, taking into account activities, interdependencies, artifacts, and roles, while illustrating them with excerpts from a real-case study.

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“…Related to this paper, experiences have been connected to electronic process guides (EPGs) (Scott and Jeffery 2003;Kurniawati and Jeffery 2006;Scott and Stålhane 2003;Bjørnson and Stålhane 2005). The type of information kept is mostly development artifacts such as project documentation, templates, and checklists.…”

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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The use and effects of an electronic process guide and experience repository: a longitudinal study

Cited by 7 publications

References 30 publications

The Impact of Employee Participation on the Use of an Electronic Process Guide: A Longitudinal Case Study

The Impact of Employee Participation on the Use of an Electronic Process Guide: A Longitudinal Case Study

Specifying Process Views for a Measurement, Evaluation, and Improvement Strategy

Tool support for disseminating and improving development practices

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