TickIT awards ? a winner's perspective

Fulton, April; Myers, Bill

doi:10.1007/bf00419774

Cited by 3 publications

(1 citation statement)

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“…A '1' indicates that the factor is mentioned in the report. Improvement model used is the ISO ACT Financial Systems Ltd. (Chambers 1994) Alcatel Telecom (Courtel 1996) ALLDATA (Kilberth 1997) Anonymous British Software Company (Quinn 1996) Answers Software Service (Walker 1994) AVX Ltd. (Sweeney and Bustard 1997) BR Business Systems (Havenhand 1996) Bull AG (Mosel 1996a, b) Cap Gemini Sogeti (Sidi and White 1995) CMS (British Steel) (Hepworth 1994) Danet-IS GmbH (Bulski andMartin-Engeln 1997, Dr. Materna GmbH (Steinke 1997) IBM Deutschland (Dette 1996) IDC-UK (Robb 1994) INTRASOFT (Frangos 1995) Logica (Forrester 1996;Forrester and Dransfield 1994) Oracle (Verbe and Robinson 1995) Praxis (Hewson 1996) PSI AG (Warner 1997) SAP AG (Vering andHaentjes 1995, Dillinger 1994) Siemens AG (Zopf 1994a,b) Sybase (Macfarlane 1996) Tembit Software GmbH (Schroeder and Wilhelm 1996) Triad Special Systems Ltd. (Fulton and Myers 1996) Unisys (Clarke 1991) Success factor Management commitment and support…”

Section: Research Sectionmentioning

confidence: 99%

Success factors of organizational change in software process improvement

Stelzer¹,

Mellis²

1998

Softw. Process: Improve. Pract.

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The management of organizational change is an essential element of successful software process improvement efforts. This paper describes ten factors that affect organizational change in software process improvement initiatives based on the Capability Maturity Model or the ISO 9000 quality standards. It also assesses the relative importance of these factors and compares the findings with the results of previous research into organizational change in software process improvement. The paper is based on an analysis of published experience reports and case studies of 56 software organizations that have implemented an ISO 9000 quality system or that have conducted a CMM-based process improvement initiative.

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Section: Research Sectionmentioning

confidence: 99%

Success factors of organizational change in software process improvement

Stelzer¹,

Mellis²

1998

Softw. Process: Improve. Pract.

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Success factors of organizational change in software process improvement

Stelzer¹,

Mellis²

1998

Softw. Process: Improve. Pract.

152

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Improving supplier performance and strategic sourcing decisions by integrating jobshop scheduling, inventory management and agile new product development

K.R.

Dhas

2023

JGOSS

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Purpose The purpose of this study is to improve supplier performance and strategic sourcing decisions by integrating jobshop scheduling, inventory management and agile new product development. During the COVID-19 pandemic, the organizations have struggled a lot to maintain the supplier performance and strategic sourcing decisions in the organizational benefit. However, in this context, the organization’s agile new product development (ANPD) process must be aligned with this requirement by maintaining the inventory and jobshop scheduling. As a result, identifying ANPD indicators, performance metrics and developing a structural framework to guide practitioners at various stages for smooth adoption is essential to improve the overall performance. Design/methodology/approach A comprehensive literature review is conducted to identify jobshop scheduling, inventory management and ANPD indicators along with the performance metrics, and the hierarchical structure is developed with the help of expert opinion. The modified stepwise weight assessment ratio analysis (SWARA) and weighted aggregated sum product assurance (WASPAS) techniques, along with expert judgement, are used in this study to calculate the weights of the indicators and the ranking of the performance metrics. Findings As per the weight computation by SWARA method, the strategy indicators have the highest relative weight, followed by the product design indicators, management indicators, technical indicators, supply chain indicators and organization culture indicators. According to the ranking of performance metrics obtained through WASPAS, the “frequency of new product development is at the top”, followed by “advances in product design and development” and “estimated versus actual time to market”. Research limitations/implications It is believed that the framework developed will help industrial practitioners to plan effectively to improve supplier performance. The indicators identified may guide the ANPD penetration, and performance metrics may be useful for evaluation and comparison. Practical implications The outcomes of the present study will be extremely beneficial for the industry practitioners to improve the supplier performance. The indicators identified may guide the ANPD penetration, and performance metrics may be useful for evaluation and comparison. Originality/value A unique combination of modified SWARA–WASPAS technique has been used in this study which would be beneficial for organizations willing to adopt the jobshop scheduling and inventory management and ANPD for improving supply chain performance.

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TickIT awards ? a winner's perspective

Cited by 3 publications

References 0 publications

Success factors of organizational change in software process improvement

Success factors of organizational change in software process improvement

Success factors of organizational change in software process improvement

Improving supplier performance and strategic sourcing decisions by integrating jobshop scheduling, inventory management and agile new product development

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