The Experts below are selected from a list of 310206 Experts worldwide ranked by ideXlab platform
Giri Kumar Tayi - One of the best experts on this subject based on the ideXlab platform.
-
software Process diversity conceptualization measurement and analysis of impact on project performance
Management Information Systems Quarterly, 2015Co-Authors: Narayan Ramasubbu, Anandhi Bharadwaj, Giri Kumar TayiAbstract:This article investigates software Process diversity, defined as the project condition arising out of the simultaneous use of multiple software development Process frameworks within a single project. Software Process diversity is conceptualized as the response of a project team to such contingencies as requirements volatility, design and technological novelty, customer involvement, and the level of Organizational Process compliance enforced on the project. Moreover, we conceptualize that the degree of fit (or match) between a project's software Process diversity and the level of Process compliance enforced on the project impacts overall project performance. This conceptualization was empirically tested by utilizing data collected from 410 large commercial software projects of a multinational firm. The results show that higher levels of requirements volatility, design and technological novelty, and customer involvement increased software Process diversity within a project. However, software Process diversity decreased relative to increases in the level of Process compliance enforced on the project. A higher degree of fit between the Process diversity and Process compliance of a project, rather than the effects of those variables independently, was found to be significantly associated with a higher level of project performance, as measured in terms of project productivity and software quality. These results indicate that increasing software Process diversity in response to project-level contingencies improves project performance only when there is a concomitant increase in Organizational Process compliance efforts. The implications of these results for research are discussed and prescriptive guidelines derived to manage the fit between Process diversity and Process compliance for improving software project performance.
-
software Process diversity conceptualization measurement and analysis of impact on project performance
Social Science Research Network, 2015Co-Authors: Narayan Ramasubbu, Anandhi Bharadwaj, Giri Kumar TayiAbstract:We investigate software Process diversity, defined as the project condition arising out of the simultaneous use of multiple software development Process frameworks within a single project. We conceptualize software Process diversity as the response of a project team to such contingencies as requirements volatility, design and technological novelty, customer involvement, and the level of Organizational Process compliance enforced on the project. Moreover, we conceptualize that the degree of fit (or match) between a project’s software Process diversity and the level of Process compliance enforced on the project impacts overall project performance. We empirically tested this conceptualization by utilizing data collected from 410 large commercial software projects of a multinational firm. Results show that higher levels of requirements volatility, design and technological novelty, and customer involvement increased software Process diversity within a project. However, software Process diversity decreased relative to increases in the level of Process compliance enforced on the project. A higher degree of fit between a project’s Process diversity and Process compliance, rather than the effects of those variables independently, was found to be significantly associated with a higher level of project performance, as measured in terms of project productivity and software quality. These results indicate that increasing software Process diversity in response to project-level contingencies improves project performance only when there is a concomitant increase in Organizational Process compliance efforts. We discuss the implications of these results for research and derive prescriptive guidelines to manage the fit between Process diversity and Process compliance for improving software project performance.
Kevin Crowston - One of the best experts on this subject based on the ideXlab platform.
-
a coordination theory approach to Organizational Process design
Organization Science, 1997Co-Authors: Kevin CrowstonAbstract:An important practical problem for many managers is finding alternative Processes for performing a desired task, for example, one that is more efficient, cheaper, or that is automated or enhanced by the use of information technology. Improving Processes also poses theoretical challenges. Coordination theory provides an approach to the study of Processes. In this view, the design of a Process depends on the coordination mechanisms chosen to manage dependencies among tasks and resources involved in the Process. In this paper, I use coordination theory to analyze the software change Process of a large mini-computer manufacturer. Mechanisms analyzed include those for task assignment, resource sharing, and managing dependencies between modules of source code. For each, I suggest alternative mechanisms and thus alternative designs for the Process. The organization assigned problem reports to engineers based on the module that appeared to be in error, since engineers only worked on particular modules. Alternativ...
-
a coordination theory approach to Organizational Process design
Organization Science, 1997Co-Authors: Kevin CrowstonAbstract:An important practical problem for many managers is finding alternative Processes for performing a desired task, for example, one that is more efficient, cheaper, or that is automated or enhanced by the use of information technology. Improving Processes also poses theoretical challenges. Coordination theory provides an approach to the study of Processes. In this view, the design of a Process depends on the coordination mechanisms chosen to manage dependencies among tasks and resources involved in the Process.In this paper, I use coordination theory to analyze the software change Process of a large mini-computer manufacturer. Mechanisms analyzed include those for task assignment, resource sharing, and managing dependencies between modules of source code. For each, I suggest alternative mechanisms and thus alternative designs for the Process. The organization assigned problem reports to engineers based on the module that appeared to be in error, since engineers only worked on particular modules. Alternative task assignment mechanisms include assignment to engineers based on workload or market-like bids. Modules of source code were not shared, but rather “owned” by one engineer, thus reducing the need for coordination. An alternative resource sharing mechanism would be needed to manage source code if multiple engineers could work on the same modules. Finally, engineers managed dependencies between modules informally, relying on their personal knowledge of which other engineers used their code; alternatives include formally defining the interfaces between modules and tracking their users.Software bug fixing provides a microcosm of coordination problems and solutions. Similar coordination problems arise in most Processes and are managed by a similar range of mechanisms. For example, diagnosing bug reports and assigning them to engineers may have interesting parallels to diagnosing patients and assigning them to specialists.While the case presented does not formally test coordination theory, it does illustrate the potential of coordination theory for exploring the space of Organizational Processes. Future work includes developing more rigorous techniques for such analyses, applying the techniques to a broader range of Processes, identifying additional coordination problems and mechanisms and developing tools for collecting and comparing Processes and automatically suggesting potential alternatives.
Narayan Ramasubbu - One of the best experts on this subject based on the ideXlab platform.
-
software Process diversity conceptualization measurement and analysis of impact on project performance
Management Information Systems Quarterly, 2015Co-Authors: Narayan Ramasubbu, Anandhi Bharadwaj, Giri Kumar TayiAbstract:This article investigates software Process diversity, defined as the project condition arising out of the simultaneous use of multiple software development Process frameworks within a single project. Software Process diversity is conceptualized as the response of a project team to such contingencies as requirements volatility, design and technological novelty, customer involvement, and the level of Organizational Process compliance enforced on the project. Moreover, we conceptualize that the degree of fit (or match) between a project's software Process diversity and the level of Process compliance enforced on the project impacts overall project performance. This conceptualization was empirically tested by utilizing data collected from 410 large commercial software projects of a multinational firm. The results show that higher levels of requirements volatility, design and technological novelty, and customer involvement increased software Process diversity within a project. However, software Process diversity decreased relative to increases in the level of Process compliance enforced on the project. A higher degree of fit between the Process diversity and Process compliance of a project, rather than the effects of those variables independently, was found to be significantly associated with a higher level of project performance, as measured in terms of project productivity and software quality. These results indicate that increasing software Process diversity in response to project-level contingencies improves project performance only when there is a concomitant increase in Organizational Process compliance efforts. The implications of these results for research are discussed and prescriptive guidelines derived to manage the fit between Process diversity and Process compliance for improving software project performance.
-
software Process diversity conceptualization measurement and analysis of impact on project performance
Social Science Research Network, 2015Co-Authors: Narayan Ramasubbu, Anandhi Bharadwaj, Giri Kumar TayiAbstract:We investigate software Process diversity, defined as the project condition arising out of the simultaneous use of multiple software development Process frameworks within a single project. We conceptualize software Process diversity as the response of a project team to such contingencies as requirements volatility, design and technological novelty, customer involvement, and the level of Organizational Process compliance enforced on the project. Moreover, we conceptualize that the degree of fit (or match) between a project’s software Process diversity and the level of Process compliance enforced on the project impacts overall project performance. We empirically tested this conceptualization by utilizing data collected from 410 large commercial software projects of a multinational firm. Results show that higher levels of requirements volatility, design and technological novelty, and customer involvement increased software Process diversity within a project. However, software Process diversity decreased relative to increases in the level of Process compliance enforced on the project. A higher degree of fit between a project’s Process diversity and Process compliance, rather than the effects of those variables independently, was found to be significantly associated with a higher level of project performance, as measured in terms of project productivity and software quality. These results indicate that increasing software Process diversity in response to project-level contingencies improves project performance only when there is a concomitant increase in Organizational Process compliance efforts. We discuss the implications of these results for research and derive prescriptive guidelines to manage the fit between Process diversity and Process compliance for improving software project performance.
Robe A Rosenheck - One of the best experts on this subject based on the ideXlab platform.
-
Organizational Process a missing link between research and practice
Psychiatric Services, 2001Co-Authors: Robe A RosenheckAbstract:Organizational Process is an underexamined barrier and a potential bridge for the introduction of innovative treatment models into mental health practice. The author describes key operational characteristics of large, complex organizations and strategies that have been used to facilitate implementation of innovative programs in the Department of Veterans Affairs health care system. He argues that complex organizations of the type in which mental health care is increasingly delivered are characterized by multiple competing goals, uncertain technologies, and fluid involvement of key participants. Interventions shown to be effective in controlled studies are often not easily introduced into such organizations, because research is typically conducted in a buffered Organizational niche that is shielded from the complex open systems around it. Key strategies for moving research into practice include constructing decision-making coalitions, linking new initiatives to legitimated goals and values, quantitatively ...
-
Organizational Process a missing link between research and practice
Psychiatric Services, 2001Co-Authors: Robe A RosenheckAbstract:Organizational Process is an underexamined barrier and a potential bridge for the introduction of innovative treatment models into mental health practice. The author describes key operational characteristics of large, complex organizations and strategies that have been used to facilitate implementation of innovative programs in the Department of Veterans Affairs health care system. He argues that complex organizations of the type in which mental health care is increasingly delivered are characterized by multiple competing goals, uncertain technologies, and fluid involvement of key participants. Interventions shown to be effective in controlled studies are often not easily introduced into such organizations, because research is typically conducted in a buffered Organizational niche that is shielded from the complex open systems around it. Key strategies for moving research into practice include constructing decision-making coalitions, linking new initiatives to legitimated goals and values, quantitatively monitoring implementation and ongoing performance, and developing self-sustaining communities of practice as well as learning organizations. The author shows how effective dissemination of new treatment methods requires attention to and effective engagement with Organizational Processes.
Wmp Wil Van Der Aalst - One of the best experts on this subject based on the ideXlab platform.
-
towards cross Organizational Process mining in collections of Process models and their executions
Business Process Management, 2011Co-Authors: Joos C A M Buijs, Boudewijn F Van Dongen, Wmp Wil Van Der AalstAbstract:Variants of the same Process may be encountered in different organizations, e.g., any municipality will have a Process to handle building permits. New paradigms such as Software-as-a-Service (SaaS) and Cloud Computing stimulate organizations to share a BPM infrastructure. The shared infrastructure has to support many Processes and their variants. Dealing with such large collections of similar Process models for multiple organizations is challenging. However, a shared BPM infrastructure also enables cross-Organizational Process mining. Since events are recorded in a unified way, it is possible to cross-correlate Process models and the actual observed behavior in different organizations. This paper presents a novel approach to compare collections of Process models and their events logs. The approach is used to compare Processes in different Dutch municipalities.