Organizational learning through project postmortem reviews: an explorative case study

Authors:
Torgeir Dingsøyr;Nils Brede Moe;Joost Schalken;Tor Stålhane
Affiliations:
SINTEF Information and Communication Technology;SINTEF Information and Communication Technology;Vrije Universiteit Amsterdam;Department of Computer and Information Science, Norwegian University of Science and Technology
Venue:
EuroSPI'07 Proceedings of the 14th European conference on Software Process Improvement
Year:
2007

Citing 7
Cited 1

The capability maturity model: guidelines for improving the software process

The capability maturity model: guidelines for improving the software process
Project retrospectives: a handbook for team reviews

Project retrospectives: a handbook for team reviews
Rapid Development: Taming Wild Software Schedules

Rapid Development: Taming Wild Software Schedules
Benchmarking Kappa: Interrater Agreement in Software ProcessAssessments

Empirical Software Engineering
Postmortem: Never Leave a Project without It

IEEE Software
Augmenting Experience Reports with Lightweight Postmortem Reviews

PROFES '01 Proceedings of the Third International Conference on Product Focused Software Process Improvement
Postmortem reviews: purpose and approaches in software engineering

Information and Software Technology

Tool support for disseminating and improving development practices

Software Quality Control

Quantified Score

Hi-index	0.00

Visualization

Abstract

A central issue in knowledge management and software process improvement is to learn from experience. In software engineering, most experience is gathered in projects, which makes project experience a prime source for learning. Many companies conduct postmortem reviews, but we have found few companies that analyze the outcome of several reviews to facilitate learning on an organizational level. This paper reports an explorative study of what we can learn from analyzing postmortem review reports of twelve projects in a medium-size software company.