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Managing Change in Software Process Improvement
Center for Process Innovation, J. Mack Robinson College of Business, Georgia State University, PO Box 5029, Atlanta, GA 30302-5029, United States.
School of Information Technology Management, Ryerson University, 350 Victoria St., Toronto, Ont. M5B 2K3, Canada.
Dept. of Computer Science, Aalborg University, Fredrik Bajersvej 7E, DK9220 Aalborg, Denmark.
2005 (English)In: IEEE Software, ISSN 0740-7459, E-ISSN 1937-4194, Vol. 22, no 6, p. 84-91Article in journal (Refereed) Published
Abstract [en]

Software process improvement has become the primary approach to improving software quality and reliability, employee and customer satisfaction, and return on investment. Although the literature acknowledges that SPI implementation faces various problems, most published cases report success, detailing dramatic improvements. Such best-practice cases are a great benefit when learning how to effectively implement SPI. However, it's equally important to critically examine the less glamorous cases of organizations that struggle to sustain STI benefits. 

On the basis of experiences from SPI initiatives and insights into organizational-change management, we offer the following advice for successful SPI implementation: software managers must appreciate that each SPI initiative is unique and carefully negotiate the context of change. Managers must also understand the elements of change involved. SPI can't succeed without managerial commitment and a mastery of appropriate change tactics.

Place, publisher, year, edition, pages
Washington DC, USA: IEEE Computer Society, 2005. Vol. 22, no 6, p. 84-91
National Category
Information Systems
Identifiers
URN: urn:nbn:se:hh:diva-20910DOI: 10.1109/MS.2005.159ISI: 000232775400025Scopus ID: 2-s2.0-28244464987OAI: oai:DiVA.org:hh-20910DiVA, id: diva2:587170
Available from: 2013-01-14 Created: 2013-01-14 Last updated: 2018-03-22Bibliographically approved

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Ngwenyama, Ojelanki K.

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