D. Stelzer and W. Mellis. Success Factors of Organizational Change in Software Process Improvement. Software Process, Improvement and Practice, 4:227-250, 1998.  Home/Search   Document Details and Download   Summary   Related Articles   Check

....Thus, they consider a measurement program successful if it influences the profit or market share of the business in some way. This is exactly the issue that the measurement based improvement model in figure 1 addresses: measurement programs should generate value, not data [19] Stelzer and Mellis [25] address the wider issue of success factors of organizational change in software process improvement. They state that changing the software process seems to be more critical than the analytical tasks. Assessment is not critical, introducing the changes is. This again corroborates E 2 and E 3. Of ....

Dirk Stelzer and Werner Mellis. Success factors of organizational change in software process improvement. Software Process -- Improvement and Practice, 4(4):227--250, December 1998.

.... process implementation and change within software engineering organizations, including action planning, training, management sponsorship and commitment, and the selection of pilot projects, and that cover both the transition of processes and tools, are given in [33] 92] 95] 104] 114] 120] 127][130][133] An empirical study evaluating success factors for process change is reported in [46] Grady describes the process improvement experiences at Hewlett Packard, with some general guidance on implementing organizational change [61] The role of change agents in this activity should not be ....

D. Stelzer and W. Mellis, "Success Factors of Organizational Change in Software Process Improvement," Software Process: Improvement and Practice, vol. 4, no. 4, pp. 227-250, 1998.

....point of view. Thus, they consider a measurement program successful if it influences the profit or market share of the business in some way. This is exactly the issue that the right hand side of figure 1 addresses: measurement programs should generate value, not data [24] Stelzer and Mellis [30] address the wider issue of success factors of organizational change in software process improvement. They state that changing the software process seems to be more critical than the analytical tasks. Assessment is not critical, introducing the changes is. This again corroborates E 2 and E 3. Of ....

Dirk Stelzer and Werner Mellis. Success factors of organizational change in software process improvement. Software Process -- Improvement and Practice, 4(4):227--250, December 1998.

.... organizational flexibility and customer satisfaction (Florac et al. 1997) Literature is rife with statements arguing that that in order for any type of change initiative to be successful, one needs to establish a solid top management commitment (Humphrey, 1989; Humphrey, 1992; Grady, 1997; Stelzer and Mellis, 1998; Wohlwend and S. 1994; Zahran, 1998; Diaz and Sligo, 1997) Humphrey (1989) argues that all major changes to the software process must start at the top and ultimately everyone must be involved in the change process. Wiegers (1998) argues that the lack of adequate management commitment is the ....

....In this case the SPI manager is the supplier and the senior manager the buyer. This finding is in line with current literature as Stelzer and Mellis argue that senior management often agrees to improvement initiatives without completely realizing the investment required for the effort (Stelzer and Mellis, 1998). This indicates that the level of information asymmetry is high. They (senior management) bought into something not understanding fully its implications. Grady (1997) Zahran (1998) and others suggest that in order to affect (increase) management commitment toward SPI initiatives one should tie ....

Stelzer, D. and Mellis, W. (1998) Success Factors of Organizational Change in Software Process Improvement, Software Process - Improvement and Practice, 4, 227-250.

....of SPI projects within ESSI program. Lessons learned and experiences of those projects are publicly available on the World Wide Web. There are models for implementation, e.g. IDEAL [15] guidelines for and experiences of implementation [4] 18] and other related information, e.g. 3] 6] 7] 12] [17]. Yet the expected results are sometimes not delivered within the time and budget, the situation reminding very much of the software crisis. Examples of what can go wrong are presented in [2] for example the role of Software Engineering Process Group (SEPG) might be misunderstood. Inspite of the ....

Stelzer D, Mellis W. Success Factors of Organizational Change in Software Process Improvement, Software Process - Improvement and Practice 4, 227250, 1998.

....point of view. Thus, they consider a measurement program successful if it influences the profit or market share of the business in some way. This is exactly the issue that the right hand side of figure 1 addresses: measurement programs should generate value, not data [20] Stelzer and Mellis [26] address the wider issue of success factors of organizational change in software process improvement. They state that changing the software process seems to be more critical than the analytical tasks. Assessment is not critical, introducing the changes is. This again corroborates E 2 and E 3. Of ....

Dirk Stelzer and Werner Mellis. Success factors of organizational change in software process improvement. Software Process -- Improvement and Practice, 4(4):227--250, December 1998.

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D. Stelzer and W. Mellis. Success Factors of Organizational Change in Software Process Improvement. Software Process, Improvement and Practice, 4:227-250, 1998.

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