People, Organizations, and Process Improvement
IEEE Software
Migrating legacy systems: gateways, interfaces & the incremental approach
Migrating legacy systems: gateways, interfaces & the incremental approach
Employment outsourcing in information systems
Communications of the ACM
Software process improvement: practical guidelines for business susccess
Software process improvement: practical guidelines for business susccess
Information systems innovation and diffusion
A framework for identifying software project risks
Communications of the ACM
Components of Software Development Risk: How to Address Them? A Project Manager Survey
IEEE Transactions on Software Engineering
Software Engineering Economics
Software Engineering Economics
Exploring Requirements: Quality Before Design
Exploring Requirements: Quality Before Design
Software Process Improvement Problems in Twelve Software Companies: An Empirical Analysis
Empirical Software Engineering
Software Risk Management: Principles and Practices
IEEE Software
Legacy Systems: Coping with Success
IEEE Software
Planning the Reengineering of Legacy Systems
IEEE Software
Cash Cow in the Tar Pit: Reengineering a Legacy System
IEEE Software
Legacy Information Systems: Issues and Directions
IEEE Software
Iterative Reengineering of Legacy Systems
IEEE Transactions on Software Engineering
Managing in an Information Age: Transforming the Organization for the 1990s
Proceedings of the IFIP WG8.2 Working Conference on Information Technology and New Emergent Forms of Organizations: Transforming Organizations with Information Technology
A quantitative and qualitative analysis of factors affecting software processes
Journal of Systems and Software
De-motivators for software process improvement: an analysis of practitioners' views
Journal of Systems and Software
Information systems outsourcing: a survey and analysis of the literature
ACM SIGMIS Database
What do software practitioners really think about project success: an exploratory study
Journal of Systems and Software
Managing Change in Software Process Improvement
IEEE Software
Software process improvement as emergent change: A structurational analysis
Information and Software Technology
The impact of size and volatility on IT project performance
Communications of the ACM
Eating the IT Elephant: Moving from Greenfield Development to Brownfield
Eating the IT Elephant: Moving from Greenfield Development to Brownfield
What Do We Know about Developer Motivation?
IEEE Software
Demotivators of software process improvement: an empirical investigation
Software Process: Improvement and Practice
ImprovAbility™ guidelines for low-maturity organizations
Software Process: Improvement and Practice
Measuring the ROI of Software Process Improvement
IEEE Software
Developing legacy system migration methods and tools for technology transfer
Software—Practice & Experience
Evaluating legacy system migration technologies through empirical studies
Information and Software Technology
Managing Slowdown in Improvement Projects
IEEE Software
Extending Process Improvement into a New Organizational Unit
ASWEC '09 Proceedings of the 2009 Australian Software Engineering Conference
Postmortem reviews: purpose and approaches in software engineering
Information and Software Technology
A Motivation Guided Holistic Rehabilitation of the First Programming Course
ACM Transactions on Computing Education (TOCE)
The Journal of Strategic Information Systems
Hi-index | 0.00 |
Context: New processes, tools, and practices are being introduced into software companies at an increasing rate. With each new advance in technology, software managers need to consider not only whether it is time to change the technologies currently used, but also whether an evolutionary change is sufficient or a revolutionary change is required. Objective: In this paper, we approach this dilemma from the organizational and technology research points of view to see whether they can help software companies in initiating and managing technology change. In particular, we explore the fit of the technology S-curve, the Classic Change Curve, and a technological change framework to a software technology change project and examine the insights that such frameworks can bring. Method: The descriptive case study described in this paper summarizes a software technology change project in which a 30-year old legacy information system running on a mainframe was replaced by a network server system at the same time as the individual-centric development practices were replaced with organization-centric ones. The study is based on a review of the company's annual reports, in conjunction with other archival documents, five interviews and collaboration with a key stakeholder in the company. Results: Analyses of the collected data suggest that software technology change follows the general change research findings as characterized by the technology S-curve and the Classic Change Curve. Further, that such frameworks present critical questions for management to address when embarking on and then running such projects. Conclusions: We describe how understanding why a software technology change project is started, the way in which it unfolds, and how different factors affect it, are essential tools for project leaders in preparing for change projects and for keeping them under control. Moreover, we show how it is equally important to understand how software technology change can work as a catalyst in revitalizing a stagnated organization, facilitating other changes and thereby helping an organization to redefine its role in the marketplace.