Asset stock accumulation and sustainability of competitive advantage
Management Science
A systematic survey of CMM experience and results
Proceedings of the 18th international conference on Software engineering
The squandered computer: evaluating the business alignment of information technologies
The squandered computer: evaluating the business alignment of information technologies
Crash: Learning from the World's Worst Computer Disasters
Crash: Learning from the World's Worst Computer Disasters
Corporation of the 1990s: Information Technology and Organizational Transformation
Corporation of the 1990s: Information Technology and Organizational Transformation
A quantitative and qualitative analysis of factors affecting software processes
Journal of Systems and Software
Discovering potential and realizing value from information technology investments
Journal of Management Information Systems - Special issue: Impacts of information technology investment on organizational performance
Business Process Management: The Third Wave
Business Process Management: The Third Wave
Software Project Risk in the Public Sector
ASWEC '07 Proceedings of the 2007 Australian Software Engineering Conference
Will your next mistake be fatal?: avoiding the chain of mistakes that can destroy your organization
Will your next mistake be fatal?: avoiding the chain of mistakes that can destroy your organization
Business Process Change: A Guide for Business Managers and BPM and Six Sigma Professionals
Business Process Change: A Guide for Business Managers and BPM and Six Sigma Professionals
Prescription, description, reflection: the shape of the software process improvement field
International Journal of Information Management: The Journal for Information Professionals
Agent assignment for process management: agent performance evaluation
Proceedings of the 7th International Conference on Frontiers of Information Technology
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A basic assumption underlying any process improvement initiative is that it will have a positive impact on the organization. Therefore, it can become easy to assume that process change will in fact deliver benefits to business. This paper takes a practice-based look at some fundamental assumptions about process improvement that can be as fallacious as they can be true. The argument is supported by case scenarios. Also, some ways are suggested to manage around these fallacies to achieve net benefits rather than no impact or negative impacts on the business. Four basic fallacies are considered: that process improvement leads to business improvement; that process change equates to process improvement; that software processes are non-lethal; and the vision of the enterprise as an automated process. The paper concludes that the future success of process improvement as a management strategy is dependent upon the capability of organizations to capture material gains.