Designing for usability: Human factors in a large software development organization

2003 ◽  
Author(s):  
C.A. Riley ◽  
A.B. McConkie
Keyword(s):  
Software Development ◽  
Human Factors ◽  
Development Organization ◽  
Large Software

Differentiated Process Support for Large Software Projects

2009 ◽  
pp. 1-20
Author(s):  
Alf Inge Wang ◽  
Carl-Fredrik Sørensen
Keyword(s):  
Software Development ◽  
Software Projects ◽  
Individual Group ◽  
Development Organization ◽  
Process Support ◽  
Development Processes ◽  
Large Software ◽  
Organizational Levels ◽  
Different Levels ◽  
Project Level

This chapter presents a framework for differentiated process support in large software projects. Process support can be differentiated in different levels based on the size of the development organization and the need for coordination across different levels of the organization. We have defined four main perspectives: individual, group, team, and project level, where the framework consider essential issues when planning and executing the software development processes in organizations with different levels of management. Further, a guideline is provided that suggests what is required of process support in the various organizational levels.

Differentiated Process Support for Large Software Projects

2009 ◽  
pp. 2359-2378
Author(s):  
Alf Inge Wang ◽  
Carl-Fredrik Sørensen
Keyword(s):  
Software Development ◽  
Software Projects ◽  
Individual Group ◽  
Development Organization ◽  
Process Support ◽  
Development Processes ◽  
Large Software ◽  
Organizational Levels ◽  
Different Levels ◽  
Project Level

This chapter presents a framework for differentiated process support in large software projects. Process support can be differentiated in different levels based on the size of the development organization and the need for coordination across different levels of the organization. We have defined four main perspectives: individual, group, team, and project level, where the framework consider essential issues when planning and executing the software development processes in organizations with different levels of management. Further, a guideline is provided that suggests what is required of process support in the various organizational levels.

Growing a Styleguide: Macroergonomic Strategies for Achieving Consistent User Interface Design

1993 ◽  
Vol 37 (12) ◽  
pp. 882-885 ◽  
Author(s):  
Robert W. Root
Keyword(s):  
User Interface ◽  
Software Development ◽  
Interface Design ◽  
Organizational Structures ◽  
User Interface Design ◽  
Design Guidelines ◽  
Design Criteria ◽  
Organizational Strategies ◽  
Development Organization ◽  
Large Software

Consistency in user interface design is generally recognized as a desirable goal. The main problem facing most practitioners is how to achieve it. In many cases the solution begins with a user interface styleguide that defines the design criteria for user interface developers. A styleguide is a necessary, but not sufficient, part of the solution. In practice, achieving consistency requires a multi-faceted approach ranging from design guidelines to organizational structures and processes. This paper discusses macroergonomic aspects of styleguide development in a large software development organization, focusing on the processes and organizational strategies used to develop content and achieve initial buyin by user interface designers and developers.

scholarly journals Exploring Relationship Between Tqm and Software Productivity

2019 ◽  
Vol 15 (29) ◽  
pp. 1-29
Author(s):  
Kapil Jaiswal ◽  
Minakshi Garg
Keyword(s):  
Software Development ◽  
Total Quality ◽  
It Industry ◽  
Development Organization ◽  
Descriptive Research ◽  
Development Organizations ◽  
Software Productivity ◽  
Management Commitment ◽  
Regression Techniques ◽  
Highly Correlated

Introduction: This publication is the product of research, carried out in the field of management in year 2018-19, which supports the work of a PhD in Business Management at Chandigarh University.  The purpose of this research is to explore the relation between Total Quality Management (TQM) constructs and productivity in the IT industry. This study has been conducted for organizations operating in the Tricity (Chandigarh, Panchkula and Mohali) and NCR (Noida, Gurgaon and Delhi) regions. Problem: The control of rising operational costs in any organization has become a challenge and is a major aspect in the sustainability of an organization. Implementation of TQM may reduce these costs by improving productivity in the software development process. Objective: The objective of the research is to explore if there any relationship exists between TQM and productivity in software development organization and whether TQM positively impacts productivity. Methodology: The study is based on a descriptive research design. A total of 206 respondents were selected using convenient sampling while 90 responded back on the survey. Exploratory factor Analysis and Multiple Linear Regression techniques were applied to obtain the results. Results: Out of 4 elements of TQM considered in this study, Customer Focus and Continuous improvement were found to be positively related to productivity while Total Management Commitment was found to not be related to productivity.  The hypothesis related to People Management was abandoned because it was highly correlated to other TQM elements. Conclusion: TQM positively impacts productivity in software development organizations. Originality: This study tried to create a causal mathematical model between TQM variables and productivity. Limitations: Sample size and TQM elements were limited based on availability of time and resources.

Knowledge Management and Software Development Organization

2017 ◽  
pp. 226-246 ◽  
Author(s):  
Marcello Chedid ◽  
Leonor Teixeira
Keyword(s):  
Knowledge Management ◽  
Software Development ◽  
Tacit Knowledge ◽  
Development Process ◽  
Management Process ◽  
Software Development Process ◽  
Development Organization ◽  
Main Challenge ◽  
The Difference ◽  
Knowledge Intensive

Software development organization (SDO) is a kind of knowledge-intensive business and their large majority is small and medium enterprise (SME) facing similar challenges of large ones. The diversity and complexity of the SDO environment makes knowledge the fundamental element in the software development process, which strengthens the importance of an effective knowledge management process. The software development process involves multidisciplinary teams, and the various working meetings that occur during a project are conducive to generate and share a lot of knowledge, in particular tacit knowledge. The use of a knowledge management process that enables to manage tacit knowledge will define the difference between a good SDO performance and the best SDO performance. This chapter aims to present an exploratory study based on literature review, with the aim of identifying the main challenge of knowledge management in the SDO context. The authors also aim to address some new research directions.

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