Process Improvement for the Small and Agile

  • Marion Lepmets
  • Tom McBride
Part of the Communications in Computer and Information Science book series (CCIS, volume 301)

Abstract

In order for process improvement to better respond to industry expectations there needs to be a value-centric thinking about processes so that all processes in the organization are contributing to the creation of value for the customer and for the organization. To achieve this, organization’s strategic goals need to be aligned with process goals on operational level so that all work contributes to the strategic goals of the organization. Similarly, the performance measurement system needs to be revised to direct efforts toward reaching the broad goals of the cross-functional processes rather than small tasks and compliance to set rules. In this paper we describe potential problems process improvement has today and discuss possible concepts that might help revising the process improvement thinking. These changes clearly reflect the needs and characteristics of small and very small organizations.

Keywords

process improvement goal alignment systems thinking valuecreation system self-organizing teams flexibility VSEs 

References

  1. 1.
    Lepmets, M., Ras, E.: Motivation and Empowerment in Process Improvement. In: O‘Connor, R.V., Pries-Heje, J., Messnarz, R. (eds.) EuroSPI 2011. CCIS, vol. 172, pp. 109–120. Springer, Heidelberg (2011)CrossRefGoogle Scholar
  2. 2.
    Lepmets, M., McBride, T., Ras, E.: Goal Alignment in Process Improvement. Journal of Systems and Software, 20p (2012) Google Scholar
  3. 3.
    Finley, I., Valdes, R., Driver, M., Murphy, T.E., Prentice, B., Wilson, N., Norton, D., Altman, R., Smith, D.M., Murphy, J.: Agenda for Application Management. Gartner (2012) Google Scholar
  4. 4.
    ISO/IEC 15288: Systems engineering - System life cycle processes. 15288 (2008) Google Scholar
  5. 5.
    Hoogervorst, J.A.P.: Enterprise Governance and Enterprise Engineering. Sogeti Netherlands, Diemen, Netherlands (2009) Google Scholar
  6. 6.
    EC: Definition of micro, small and medium-sized enterprises (2003), http://europa.eu/legislation_summaries/enterprise/business_environment/n26026_en.htm
  7. 7.
    Alexandre, S., Renault, A., Habra, N.: OWPL: A Gradual Approach for Software Process Improvement In SMEs. In: 32nd EUROMICRO-SEAA 2006 Conference on Software Engineering and Advanced Applications, p. 8. IEEE Computer Society, Cavtat (2006)Google Scholar
  8. 8.
    O’Connor, R.V., Basri, S., Coleman, G.: Exploring Managerial Commitment towards SPI in Small and Very Small Enterprises. In: Riel, A., O’Connor, R.V., Tichkiewitch, S., Messnarz, R. (eds.) EuroSPI 2010. CCIS, vol. 99, pp. 268–279. Springer, Heidelberg (2010)CrossRefGoogle Scholar
  9. 9.
    Benner, M.J., Tushman, M.L.: Exploitation, Exploration, and Process Management: the Productivity Dilemma Revisited. Academy of Management Review 28, 238–256 (2003)Google Scholar
  10. 10.
    Sitkin, S.B., Sutcliffe, K.M., Schoreder, R.G.: Distinguishing control from learning in total quality management: A contingency perspective. Academy of Management Review 19, 537–564 (1994)Google Scholar
  11. 11.
    Augustine, S., Payne, B., Sencindiver, F., Woodcock, S.: Agile project management: steering from the edges. Communications of the ACM 48, 85–89 (2005)CrossRefGoogle Scholar
  12. 12.
    Rummler, G.A., Ramias, A., Rummler, R.A.: White Space Revisited: Creating Value Through Process. John Wiley & Sons (2009)Google Scholar
  13. 13.
    O’Hara, M., Watson, R.T., Kavan, C.B.: Managing the Three Levels of Change. Information Systems Management 16, 63–70 (1999)CrossRefGoogle Scholar
  14. 14.
    Nerur, S., Cannon, A., Balijepally, V., Bond, P.: Towards an Understanding of the Conceptual Underpinnings of Agile Development Methodologies. In: Dingsøyr, T., Dybå, T., Moe, N.B. (eds.) Agile Software Development, pp. 15–29. Springer, Heidelberg (2010)CrossRefGoogle Scholar
  15. 15.
    Woodward, J.: Management and Technology. In: Pugh, D.S. (ed.) Organization Theory. HMSO, London (1958)Google Scholar
  16. 16.
    Humphrey, S.W.: Team Software Process. (2000) Google Scholar
  17. 17.
    ISO/IEC 15504-2: Information technology - Software process assessment - A reference model for processes and process capability, 15504, vol. 2 (2004) Google Scholar
  18. 18.
    CMMI v1.3: CMMI® for Development, Version 1.3. Software Engineering Institute (2010) Google Scholar
  19. 19.
    Weiss, D.M., Bennett, D., Payseur, J.Y., Tendick, P., Zhang, P.: Goal-Oriented Software Assessment. In: International Conference on Software Engineering, pp. 221–231 (2002)Google Scholar
  20. 20.
    Senge, P.M.: The Fifth Discipline: the Art and Practice of the Learning Organization. Random House, London (1990)Google Scholar
  21. 21.
    Hammer, M.: The Process Audit. Harvard Business Review, 17 (April 2007) Google Scholar
  22. 22.
    McBride, T., Lepmets, M.: The Many Forms of Process Improvement - Results of an International Survey. Software Quality Days, 7 (2012)Google Scholar
  23. 23.
    Tuisk, A., Karpištšenko, A., Lepmets, M.: Integrated Process Improvement Approach: Case Studies in Skype Technologies Ltd. In: Mas, A., O’Connor, R.V., Mesquida, A.L. (eds.) SPICE 2012. CCIS, vol. 290, pp. 13–25. Springer, Heidelberg (2012)Google Scholar
  24. 24.
    Schroeder, R.G., Linderman, K., Liedtke, C., Choo, A.S.: Six Sigma: Definition and underlying theory. Journal of Operations Management 26, 536–554 (2008)CrossRefGoogle Scholar
  25. 25.
    Tennant, G.: Six Sigma: SPC and TQM in Manufacturing and Services. Ashgate Publishing (2001) Google Scholar
  26. 26.
    Lapham, M.A.: DoD Agile Adoption: Necessary Conditions, Concerns and Changes. Crosstalk, 31–35 (January/February 2012) Google Scholar
  27. 27.
    Moe, N.B., Dingsøyr, T., Dybå, T.: Understanding Self-organizing Teams in Agile Software Development. In: 19th Australian Conference on Software Engineering. IEEE Computer Society, Perth (2008)Google Scholar
  28. 28.
    Tata, J., Prasad, S.: Team Self-management, Organizational Structure, and Judgments of Team Effectiveness. Journal of Managerial Issues 16, 248–265 (2004)Google Scholar
  29. 29.
    Pourdehnad, J., Bharathy, G.K.: Systems Thinking and Its Implications in Organizational Transformation. In: 3rd International Conference on Systems Thinking in Management, Philadelphia, PA (2004) Google Scholar
  30. 30.
    Carroll, B.J.: Lean performance ERP project management: implementing the virtual supply chain. St. Lucie Press, Boca Raton, Florida (2002) Google Scholar
  31. 31.
    Bach, J.: Good enough quality: beyond the buzzword. Computer 30, 96–98 (1997)CrossRefGoogle Scholar
  32. 32.
    Eisenhardt, K.M., Martin, J.A.: Dynamic capabilities: what are they? Strategic Management Journal 21, 1105–1121 (2000)CrossRefGoogle Scholar
  33. 33.
    ISO/IEC 12207: Information technology – Software life cycle processes. ISO/IEC 12207 (2008) Google Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2012

Authors and Affiliations

  • Marion Lepmets
    • 1
  • Tom McBride
    • 2
  1. 1.Public Research Centre Henri TudorLuxembourg
  2. 2.University of Technology, SydneyUltimoAustralia

Personalised recommendations