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dc.contributor.authorMoe, Nils Bredenb_NO
dc.date.accessioned2014-12-19T13:37:12Z
dc.date.available2014-12-19T13:37:12Z
dc.date.created2011-08-31nb_NO
dc.date.issued2011nb_NO
dc.identifier438637nb_NO
dc.identifier.isbn978-82-471-3010-0 (printed ver.)nb_NO
dc.identifier.isbn978-82-471-3011-7 (electronic ver.)nb_NO
dc.identifier.urihttp://hdl.handle.net/11250/252438
dc.description.abstractAs information technology’s role in the modern economy grows in importance, society makes exponentially greater demands on the diversity and quality of the software being produced. To develop high quality software, a good software development process is important. Software process improvement is about improving software quality and reliability, employee and client satisfaction, and return on investment. From the mid 1990s onwards, agile software development has been challenging the traditional (plandriven) view of software development. Agile software development accords primacy to uniqueness, ambiguity, complexity, and change, as opposed to prediction, verifiability, and control. The fundamental differences between traditional and agile software process improvement and the lack of research on these differences, gave rise to the overall problem addressed by this thesis: “How does Software Process Improvement work change with the introduction of agile software development in plan-driven companies?” This thesis focus on answering the following research questions: What characterizes SPI in plan-driven companies?, What characterizes SPI in change-driven companies?, and What are the key SPI challenges when implementing change-driven development? This thesis summarizes six years of studies in three small and medium-sized companies in Norway. The overall research method has been the same: case study and action research. Qualitative data in the form of interviews and participant observations constitute the most important source of evidence. Through a synthesis of contributions from twelve papers, ten key findings connected to the three research questions has been identified. To summarize, software process improvement in plan-driven companies is characterized by a participative bottom-up approach when creating company best practice, focus on project management support, high individual autonomy, and long cycles of single-loop learning; the goal of reflection on projects is to improve future projects. Software process improvement in changedriven companies is characterized by supporting the whole team and not only project management, practice is improved by short cycles of single-loop learning, and the goal of reflection in projects is to improve the current project. Finally, software process improvement challenges while implementing change-driven development are to increase redundancy to create conditions for the team to self-manage, to learn how to learn, and to perceive the adoption of change-driven development as a large, long-term organizational change project. The overall contribution of this thesis is that it shows empirically that the goal of software process improvement changes from improving processes to improving practice. However, achieving this goal is challenging when only part of the organization is involved in the change. Also contributions are deep knowledge about software process improvement in plan- and change-driven small- and medium-sized companies, knowledge about software process improvement challenges when implementing change-driven development, and increase the body of literature on longitudinal action researchnb_NO
dc.languageengnb_NO
dc.publisherNTNU-trykknb_NO
dc.relation.ispartofseriesDoktoravhandlinger ved NTNU, 1503-8181; 2011:226nb_NO
dc.relation.haspartDyba, T; Moe, N B; Mikkelsen, E M. An empirical investigation on factors affecting software developer acceptance and utilization of electronic process guides. 10TH INTERNATIONAL SYMPOSIUM ON SOFTWARE METRICS, PROCEEDINGS: 220-231, 2004. <a href='http://dx.doi.org/10.1109/METRIC.2004.1357905'>10.1109/METRIC.2004.1357905</a>.nb_NO
dc.relation.haspartDyba, T; Moe, N B; Arisholm, E. Measuring software methodology usage. 2005 International Symposium on Empirical Software Engineering (ISESE), Proceedings: 432-442, 2005. <a href='http://dx.doi.org/10.1109/ISESE.2005.1541852'>10.1109/ISESE.2005.1541852</a>.nb_NO
dc.relation.haspartMoe, N. B.; Dybå, T.. The use of an Electronic Process Guide in a medium sized Software Development Company. Software Process Improvement and Practice. Software Process - Improvement and Practice. (ISSN 1077-4866). 11: 21-34, 2006. <a href='http://dx.doi.org/10.1002/spip.250'>10.1002/spip.250</a>.nb_NO
dc.relation.haspartMoe, N. B.; Dyba, T.. Improving by involving. Software Process Improvement: 159-170, 2006. <a href='http://dx.doi.org/10.1007/11908562_15'>10.1007/11908562_15</a>.nb_NO
dc.relation.haspartDingsoyr, Torgeir; Moe, Nils Brede. The impact of employee participation on the use of an electronic process guide. IEEE Transactions on Software Engineering. (ISSN 0098-5589). 34(2): 212-225, 2008. <a href='http://dx.doi.org/10.1109/TSE.2007.70767'>10.1109/TSE.2007.70767</a>.nb_NO
dc.relation.haspartMoe, Nils Brede; Dingsoyr, Torgeir; Dyba, Tore. Understanding self-organizing teams in agile software development. , 2008.nb_NO
dc.relation.haspartMoe, Nils Brede; Aurum, Aybueke. Understanding Decision-Making in Agile Software Development. PROCEEDINGS OF THE 34TH EUROMICRO CONFERENCE ON SOFTWARE ENGINEERING AND ADVANCED APPLICATIONS: 216-223, 2008. <a href='http://dx.doi.org/10.1109/SEAA.2008.55'>10.1109/SEAA.2008.55</a>.nb_NO
dc.relation.haspartMoe, N. B.,; Dingsøyr, T.; Røyrvik, E. A.. Putting Agile Teamwork to the Test - An Preliminary Instrument for Empirically Assessing and Improving Agile Software Development. Agile Processes in Software Engineering and Extreme Programming: 114-123, 2009. <a href='http://dx.doi.org/10.1007/978-3-642-01853-4_14'>10.1007/978-3-642-01853-4_14</a>.nb_NO
dc.relation.haspartMoe, N. B; Dingsøyr, T.; Kvangardsnes, Ø.. Understanding Shared Leadership in Agile Development. Proceedings of the 42nd Hawaii International Conference on System Sciences - 2009: 1-10, 2009. <a href='http://dx.doi.org/10.1109/HICSS.2009.480'>10.1109/HICSS.2009.480</a>.nb_NO
dc.relation.haspartMoe, Nils Brede; Dingsoyr, Torgeir; Dyba, Tore. Overcoming Barriers to Self-Management in Software Teams. IEEE Software. (ISSN 0740-7459). 26(6): 20-26, 2009. <a href='http://dx.doi.org/10.1109/MS.2009.182'>10.1109/MS.2009.182</a>.nb_NO
dc.relation.haspartLi, J.; Moe, N. B.; Dybå, T.. Transition from a plan-driven process to Scrum: a longitudinal case study on software quality. Proceedings of the 2010 ACM-IEEE International Symposium on Empirical Software Engineering and Measurement: 1-10, 2010. <a href='http://dx.doi.org/10.1145/1852786.1852804'>10.1145/1852786.1852804</a>.nb_NO
dc.relation.haspartMoe, Nils Brede; Dingsoyr, Torgeir; Dyba, Tore. A teamwork model for understanding an agile team. Information and Software Technology. (ISSN 0950-5849). 52(5): 480-491, 2010. <a href='http://dx.doi.org/10.1016/j.infsof.2009.11.004'>10.1016/j.infsof.2009.11.004</a>.nb_NO
dc.titleFrom Improving Processes To Improving Practice: Software Process Improvement in Transition from Plan-driven to Change-driven Developmentnb_NO
dc.typeDoctoral thesisnb_NO
dc.contributor.departmentNorges teknisk-naturvitenskapelige universitet, Fakultet for informasjonsteknologi, matematikk og elektroteknikk, Institutt for datateknikk og informasjonsvitenskapnb_NO
dc.description.degreePhD i Informasjonsteknologinb_NO
dc.description.degreePhD in Information Technologyen_GB


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