Process capability assessments in small development firms

[Abstract}: Assessment-based Software Process Improvement (SPI) programs such as the Capability Maturity Model (CMM), Bootstrap, and SPICE (ISO/IEC 15504) are based on formal frameworks and promote the use of systematic processes and management practices for software development. These approaches identify best practices for the management of software development and when applied, enable organizations to understand, control and improve development processes. The purpose of a SPI assessment is to compare the current processes used in an organization with a list of recommended or ‘best’ practices. This research investigates the adoption of SPI initiatives by four small software development firms. These four firms participated in a process improvement program which was sponsored by Software Engineering Australia (SEA) (Queensland). The assessment method was based on SPICE (ISO/IEC 15504) and included an initial assessment, recommendations, and a follow-up meeting. For each firm, before and after snapshots are provided of the capability as assessed on eight processes. The discussion which follows summarizes the improvements realized and considers the critical success factors relating to SPI adoption for small firms

Developer Experience : Concept and Definition

New ways of working such as globally distributed development or the integration of self-motivated external developers into software ecosystems will require a better and more comprehensive understanding of developers' feelings, perceptions, motivations and identification with their tasks in their respective project environments. User experience is a concept that captures how persons feel about products, systems and services. It evolved from disciplines such as interaction design and usability to a much richer scope that includes feelings, motivations, and satisfaction. Similarly, developer experience could be defined as a means for capturing how developers think and feel about their activities within their working environments, with the assumption that an improvement of the developer experience has positive impacts on characteristics such as sustained team and project performance. This article motivates the importance of developer experience, sketches related approaches from other domains, proposes a definition of developer experience that is derived from similar concepts in other domains, describes an ongoing empirical study to better understand developer experience, and finally gives an outlook on planned future research activities.Peer reviewe

Locus of Fluctuations: an Examination of Project Disruptions

Project deviations of different types are used to examine the theorized role of Locus of Control on two types of project outcomes: process performance and developer satisfaction. A survey of 315 professional project managers is analyzed with PLS-SEM to quantify the direct effects of requirements fluctuations, staff fluctuations and technology fluctuations as well as the contingent effects from External Locus of Flux. We demonstrate the consequences of deviation events that complicate efforts to maintain situational control. Implications for research and practice are discussed

Formalized Mentoring Program Model

This study focused upon the development of a formalized mentoring program model designed to facilitate the career development of aspiring administrators. The formalized mentoring program model consisted of key components that were found within the disciplines of andragogy, training/staff development, motivation, and educational psychology. Five elements were identified within the discipline of andragogy as essential ingredients of the formalized mentoring program model: (1) Self-directed learning, (2) Accumulated experience, (3) Readiness to learn, (4) Problem-centered orientation, (5) Educative environment. The best practices for staff development within the formalized mentoring program model were listed. Within the discipline of educational psychology, change was identified as the most important feature of the formalized mentoring program model. Four career stages were also incorporated. The humanistic approach to motivation was basic to the formalized mentoring program model. The implementation chronology of the mentoring program model was outlined, and served as an integral feature of the model; The following recommendations were offered: that organizations should (1) sponsor and support formalized mentoring programs as a regular component of their career development programs; (2) encourage a climate or organizational culture that is humanistic in approach and attitude, as a prior condition to the implementation of a formalized mentoring program; (3) utilize a formalized mentoring program model, and implementation chronology to initiate a formalized mentoring program; The following recommendations were offered for further study: (1) An implementation study should be conducted to apply the formalized mentoring program model in a school district; (2) A validation study should be conducted to determine the impact of the formalized mentoring program model on large, medium, and small sized school districts; (3) A validation study should be conducted to determine the impact of the formalized mentoring program upon the career development of aspiring administrators; (4) A longitudinal study should be conducted to determine the impact of the formalized mentoring program model upon effectiveness of administrators

Introducing a PMO in XYZ Company

The purpose of this field project is to explore and build awareness about the main aspects—types, hierarchies, maturity models, and competency frameworks—related to establishing a Project Management Office (PMO) in a company. This study, inspired by a real case, examines a failed attempt to create a PMO in XYZ Company, which operates in the IT industry providing e-services. Through this analysis, the main elements needed for a successful PMO are identified and explained along with the steps needed to implement related theories. Furthermore, potential reasons for the failure of the initial PMO are investigated and recommendations for better alternatives are suggested. As a result, the lessons learned from this research can assist with making more informed decision when creating PMOs in the future

The Allocation of Software Development Resources In ‘Open Source’ Production Mode

This paper aims to develop a stochastic simulation structure capable of describing the decentralized, micro-level decisions that allocate programming resources both within and among open source/free software (OS/FS) projects, and that thereby generate an array of OS/FS system products each of which possesses particular qualitative attributes. The core or behavioral kernel of simulation tool presented here represents the effects of the reputational reward structure of OS/FS communities (as characterized by Raymond 1998) to be the key mechanism governing the probabilistic allocation of agents’ individual contributions among the constituent components of an evolving software system. In this regard, our approach follows the institutional analysis approach associated with studies of academic researchers in “open science” communities. For the purposes of this first step, the focus of the analysis is confined to showing the ways in which the specific norms of the reward system and organizational rules can shape emergent properties of successive releases of code for a given project, such as its range of functions and reliability. The global performance of the OS/FS mode, in matching the functional and other characteristics of the variety of software systems that are produced with the needs of users in various sectors of the economy and polity, obviously, is a matter of considerable importance that will bear upon the long-term viability and growth of this mode of organizing production and distribution. Our larger objective, therefore, is to arrive at a parsimonious characterization of the workings of OS/FS communities engaged across a number of projects, and their collective productive performance in dimensions that are amenable to “social welfare” evaluation. Seeking that goal will pose further new and interesting problems for study, a number of which are identified in the essay’s conclusion. Yet, it is argued that that these too will be found to be tractable within the framework provided by refining and elaborating on the core (“proof of concept”) model that is presented in this paper.

What causes positive customer satisfaction in an ineffectual software development project? A mechanism from a process tracing case study

The customer role is crucial in agile information systems development (ISD). There is, however, a scarceness in research on how this role is enacted, and how its practice influences project outcome. In this longitudinal case study, an agile ISD project is followed with a particular focus on the customer organization’s participation, aiming to contribute to the understanding of how customers influence agile ISD projects. The data analysis follows a process tracing approach, a case study method where one aims to identify the causes and outcomes of any kind of process through the rigorous analysis of qualitative data. The analysis of the case shows that the low completion of the initial project requirements was caused by over-scoping and by an immature customer. Further, the customer’s acceptance of the outcome was caused by the agile practices introduced in the project. These helped to create a high customer’s sense of responsibility for the outcome, which worked as a mediator towards a positive acceptance of the delivery. The study contributes a mechanism for why agile projects may still be successful in light of low delivery. It is also a first case study in the information systems field explicitly using a process tracing approach

Motivation and Satisfaction of Software Engineers

Context: The proper management of people can help software organisations to achieve higher levels of success. However, the limited attention paid to the appropriate use of theories to underpin the research in this area leaves it unclear how to deal with human aspects of software engineers, such as motivation and satisfaction. Objectives: This article aims to expose what drives the motivation and satisfaction of software engineers at work. Methods: A multiple case study was conducted at four software organisations in Brazil. For 11 months, data was collected using semi-structured interviews, diary studies, and document analyses. Results: The Theory of Motivation and Satisfaction of Software Engineers (TMS-SE), presented in this article, combines elements from well established theories with new findings, and translates them into the software engineering context. Conclusion: The TMS-SE advances the understanding of people management in the software engineering field and presents a strong conceptual framework for future investigations in this area

Employment Retention Essentials

Employment retention is one of the critical challenges facing the workforce field today. For any organization that seeks to improve retention services, "Employment Retention Essentials" is an invaluable resource. User-friendly and filled with practical ideas, this guide offers concrete tools for keeping people working, including tips on how to involve employers, build relationships and stay in contact with participants

DevOps and information technology service management: A problem management case study

The use of DevOps is a predominant attribute of businesses engaged in the development and maintenance of Information Technology systems. Although literature exploring DevOps practices has expanded, there is still much unexplored territory on its operational ramifications. This is particularly observed when considering their potential impact on ITSM frameworks such as ITIL, which governs Operations. This research aims to establish how DevOps principles and practices can be applied to Problem Management, a core Service Management process. Specifically, it explores which DevOps practices may be used throughout the Problem lifecycle, as well as benefits which may result from them. An exploratory case study was carried out with the participation of Problem Managers operating in a DevOps environment. Three data collection methods were applied: Semi structured interviews, in which participants described their experience and insight in relation to DevOps and Problem Management; documental analysis and observation, where processes and workflows were examined; and a focus group exercise in which study outcomes were discussed and systematized. This research indicates that DevOps practices have varying degrees of significance for a Problem Management process. Practices associated with continuous planning and collaboration are prone to having greater significance in a Problem lifecycle, with the potential of enabling benefits such as quicker Problem identification, higher quality Root Cause Analysis, and improved resolution times. The novelty of insight gathered in this study benefits both academics, through its contribution to an expanding body of knowledge, and professionals, considering the practical and applicable nature of findings. Future work is also presented.A utilização de metodologias DevOps é hoje uma característica predominante de organizações envolvidas no desenvolvimento e manutenção de sistemas de Tecnologia e Informação. Apesar da crescente produção de literatura a examinar práticas DevOps, existe muito território por explorar referente às suas ramificações a nível operacional. Isto é particularmente notável quando se consideram potenciais interações com frameworks de ITSM como o ITIL, que governam Operações. Esta pesquisa tem como objetivo estabelecer quais princípios e práticas DevOps podem ser aplicadas na Gestão de Problemas, um processo central para a Gestão de Serviços. Especificamente, exploramos quais práticas DevOps podem ser utilizadas ao longo do ciclo de vida de um Problema, tal como que benefícios poderão resultar da sua aplicação. Um caso de estudo exploratório foi realizado com a participação de Gestores de Problemas a operar num ambiente DevOps. Três métodos de recolha de dados foram aplicados: Entrevistas semiestruturadas, onde participantes descreveram a sua experiência e conhecimento em relação a DevOps e Gestão de Problemas; análise documental e observação, onde processos operacionais foram examinados; e uma discussão em grupo onde resultados do estudo foram discutidos e sistematizados. Esta investigação indica que práticas DevOps tem variados níveis de significância para um processo de Gestão de Problemas. Práticas associadas ao planeamento contínuo e colaboração tendem a ter maior significância no ciclo de vida de um Problema, com potencial para gerar benefícios como a mais rápida identificação de Problemas, maior qualidade na análise de causa, e melhorias nos tempos de resolução. As conclusões apresentadas neste estudo trazem benefícios tanto para académicos, expandindo o corpo de conhecimento disponível sobre o tema, como para profissionais, considerando a sua natureza prática e aplicável. Direções para trabalho futuro são também apresentadas