By R. Messnarz, I. Richardson, P. Runeson (auth.), Ita Richardson, Per Runeson, Richard Messnarz (eds.)
This booklet constitutes the refereed continuing of the thirteenth eu software program technique development convention, EuroSPI 2006, held in Joensuu, Finland in October 2006.
The 18 revised complete papers offered have been conscientiously reviewed and chosen from sixty two submissions. The papers are prepared in topical sections on SPI (Software strategy development) techniques, SPI and hazard administration, dimension, technique modelling, human components, and implementation of SPI.
Read or Download Software Process Improvement: 13th European Conference, EuroSPI 2006, Joensuu, Finland, October 11-13, 2006. Proceedings PDF
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Extra info for Software Process Improvement: 13th European Conference, EuroSPI 2006, Joensuu, Finland, October 11-13, 2006. Proceedings
This paper describes the results of a case study focusing on improving the software problem management process in TietoEnator Oyj. The research question is what kind of challenges are related to the software problem management process. As main ﬁndings, we show a list of challenges identiﬁed during the study. Those challenges include the increasing number of open and duplicate problems in the problem database, diﬃculties in combining existing problem management concepts with ITIL-based concepts, a lack of performance metrics such as incident turnaround times, and a lack of knowledge base.
IEEE Communications Magazine, October 1994. 5. R. : Changing software development: A case study at SAP AG. Proceedings of the 7th European Conference on Information Systems - Copenhagen, Denmark 23 – 25 June, 1999, vol. 2. 6. D. Stelzer, W. Mellis: Success Factors of Organizational Change in Software Process Improvement. Software process Improvement and Practice, vol. 4, issue 4, 1999. 7. C. FitzGibbon: Are Companies Earning Return on Investment in ISO 9000 Registration? A Review of the Empirical Evidence.
A benefit of doing this was an increase in the sharing of Tacit Knowledge. From the commercial SPI perspective, the study was dominated by two particular models CMMI and ISO 9001, and the development methodology XP. Respondents did not differentiate between processes and methodologies and categorised XP as a process. As a result, XP, albeit tailored to various degrees, was by far the most popular commercial ‘process’ model used by organisations across all size sectors. XP was perceived to have the least associated Cost of Process and its low level of Documentation was deemed to be attractive.