Software Process Improvement as organizational change: A metaphorical analysis of the literature
Journal of Systems and Software
A competency framework for the stakeholders of a software process improvement initiative
Proceedings of the 2011 International Conference on Software and Systems Process
Tacit knowledge formalization to support the adoption process of software quality models
IUKM'13 Proceedings of the 2013 international conference on Integrated Uncertainty in Knowledge Modelling and Decision Making
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Success in process improvement (PI) depends on the viewpoint and the observer. The same process can be seen as a success from one viewpoint and an utter failure from another. In this article, we report the results of a large Danish research project that set out to study success and failure in product innovation and PI projects, using a large interview study and grounded theory analysis as the research approach. One main outcome of the research project was a model and a method — called ImprovAbility — that can be used to increase an organization's ability to succeed. Another outcome was detailed findings about the different roles in PI. The roles we identify are that of project members, project managers, process owners, project organization, top managers, involved experts and users. They all have different roles in relation to the organizational goal: improving and becoming better at improving. They are also involved in defining requirements and providing and obtaining knowledge in different ways, and they focus on different things, face different problems, and are happy about different solutions. The core of the article reports these findings and discusses how one can use diversity to increase the chance of success in PI. Copyright © 2007 John Wiley & Sons, Ltd.