ITU

Managing Cultural Variation in Software Process Improvement: A Comparison of Methods for Subculture Assessment

Research output: Working paper

Standard

Managing Cultural Variation in Software Process Improvement : A Comparison of Methods for Subculture Assessment. / Kræmmergaard, Pernille; Müller, Sune Dueholm; Mathiassen, Lars.

Aarhus School of Business : Aarhus School of Business, 2008.

Research output: Working paper

Harvard

Kræmmergaard, P, Müller, SD & Mathiassen, L 2008 'Managing Cultural Variation in Software Process Improvement: A Comparison of Methods for Subculture Assessment' Aarhus School of Business, Aarhus School of Business.

APA

Vancouver

Kræmmergaard P, Müller SD, Mathiassen L. Managing Cultural Variation in Software Process Improvement: A Comparison of Methods for Subculture Assessment. Aarhus School of Business: Aarhus School of Business. 2008.

Author

Kræmmergaard, Pernille ; Müller, Sune Dueholm ; Mathiassen, Lars. / Managing Cultural Variation in Software Process Improvement : A Comparison of Methods for Subculture Assessment. Aarhus School of Business : Aarhus School of Business, 2008.

Bibtex

@techreport{74063c2f633849498bfd16837485240a,
title = "Managing Cultural Variation in Software Process Improvement: A Comparison of Methods for Subculture Assessment",
abstract = "The scale and complexity of change in software process improvement (SPI) are considerable and managerial attention to organizational culture during SPI can therefore potentially contribute to successful outcomes. However, we know little about the impact of variations in organizational subculture on SPI initiatives. On this backdrop, we report from a large scale SPI project in a Danish high-tech company, Terma. Two of its business units - Integrated Systems (ISY) and Airborne Systems (ASY) - followed similar approaches over a two year period, but with quite different outcomes. While ISY reached CMMI level 2 as planned, ASY struggled to implement even modest improvements. To explain these differences, we analyzed the underlying organizational culture within ISY and ASY using two different methods for subculture assessment. The study demonstrates how variations in culture across software organizations can have important implications for SPI outcomes. Furthermore, it provides insights into how software managers can practically assess subcultures to inform decisions about and help prepare plans for SPI initiatives.",
author = "Pernille Kr{\ae}mmergaard and M{\"u}ller, {Sune Dueholm} and Lars Mathiassen",
year = "2008",
language = "English",
publisher = "Aarhus School of Business",
type = "WorkingPaper",
institution = "Aarhus School of Business",

}

RIS

TY - UNPB

T1 - Managing Cultural Variation in Software Process Improvement

T2 - A Comparison of Methods for Subculture Assessment

AU - Kræmmergaard, Pernille

AU - Müller, Sune Dueholm

AU - Mathiassen, Lars

PY - 2008

Y1 - 2008

N2 - The scale and complexity of change in software process improvement (SPI) are considerable and managerial attention to organizational culture during SPI can therefore potentially contribute to successful outcomes. However, we know little about the impact of variations in organizational subculture on SPI initiatives. On this backdrop, we report from a large scale SPI project in a Danish high-tech company, Terma. Two of its business units - Integrated Systems (ISY) and Airborne Systems (ASY) - followed similar approaches over a two year period, but with quite different outcomes. While ISY reached CMMI level 2 as planned, ASY struggled to implement even modest improvements. To explain these differences, we analyzed the underlying organizational culture within ISY and ASY using two different methods for subculture assessment. The study demonstrates how variations in culture across software organizations can have important implications for SPI outcomes. Furthermore, it provides insights into how software managers can practically assess subcultures to inform decisions about and help prepare plans for SPI initiatives.

AB - The scale and complexity of change in software process improvement (SPI) are considerable and managerial attention to organizational culture during SPI can therefore potentially contribute to successful outcomes. However, we know little about the impact of variations in organizational subculture on SPI initiatives. On this backdrop, we report from a large scale SPI project in a Danish high-tech company, Terma. Two of its business units - Integrated Systems (ISY) and Airborne Systems (ASY) - followed similar approaches over a two year period, but with quite different outcomes. While ISY reached CMMI level 2 as planned, ASY struggled to implement even modest improvements. To explain these differences, we analyzed the underlying organizational culture within ISY and ASY using two different methods for subculture assessment. The study demonstrates how variations in culture across software organizations can have important implications for SPI outcomes. Furthermore, it provides insights into how software managers can practically assess subcultures to inform decisions about and help prepare plans for SPI initiatives.

M3 - Working paper

BT - Managing Cultural Variation in Software Process Improvement

PB - Aarhus School of Business

CY - Aarhus School of Business

ER -

ID: 78743367