Abstract
Process Reference Models (PRM) and their associated Assessment Models (PAM) are best known for their application to well-defined input-process-output work-flows in the Systems and Software Engineering domains. Model-based process improvement (MBPI) is now well-established as a discipline within that domain. Arguably though, MBPI can be applied successfully to multiple domains. The question has been to find a way. This paper discusses a mature Process Reference Model and Assessment Model for the leadership of complex virtual teams, developed in accordance with the recognized standards (ISO/IEC 15504 [8] and ISO/IEC 24774 [9]), yet which is applied to difficult ‘soft’ organisational problems. Earlier work on this topic focused on how to develop a PRM in soft, organisational contexts [1]. This paper focuses on the derived Process Assessment Model which has had a three-level Capability Dimension added to the existing Performance Dimension, and with associated work-products identified. It reports on preliminary trials at Griffith University.
Keywords
- Process Assessment Model
- Process Reference Model
- Leadership
- Reference Model of Organizational Behavior
- ISO/IEC 15504
- ISO/IEC 24774
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References
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Tuffley, D. (2013). Can ’Soft’ Organisational Problems Be Solved by ’Hard’ Process Reference Models?. In: Woronowicz, T., Rout, T., O’Connor, R.V., Dorling, A. (eds) Software Process Improvement and Capability Determination. SPICE 2013. Communications in Computer and Information Science, vol 349. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-38833-0_15
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DOI: https://doi.org/10.1007/978-3-642-38833-0_15
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