The ISO/IEC 29110 Software Lifecycle Standard for Very Small Companies

For many small and start-up software companies, implementing controls and structures to properly manage their software development activity is a major challenge. It is commonly agreed that very small software companies, implementing management procedures, and controls to appropriately administer their software development activity is a significant challenge. To help meet the need for VSE-specific systems and software lifecycle profiles and guidelines, the ISO/IEC jointly published ISO/IEC 29110 “Lifecycle profiles for Very Small Entities” series of standards and guides, with the overall objective being to assist and encourage very small software organization in assessing and improving their software. The purpose of this chapter is to provide a primer on the ISO/IEC 29110 standard focusing on two main process areas of Project Management and Software Implementation.

The ISO/IEC 29110 Software Lifecycle Standard for Very Small Companies

For many small and start-up software companies, implementing controls and structures to properly manage their software development activity is a major challenge. It is commonly agreed that very small software companies, implementing management procedures, and controls to appropriately administer their software development activity is a significant challenge. To help meet the need for VSE-specific systems and software lifecycle profiles and guidelines, the ISO/IEC jointly published ISO/IEC 29110 “Lifecycle profiles for Very Small Entities” series of standards and guides, with the overall objective being to assist and encourage very small software organization in assessing and improving their software. The purpose of this chapter is to provide a primer on the ISO/IEC 29110 standard focusing on two main process areas of Project Management and Software Implementation.

Conceptual framework of a skill-based interactive employee engaging system: In the Context of Upskilling the present IT organization

Skills form an integral part of an organization for its efficient functioning. This research study investigates mechanisms to actively persuade employees and organizations to change their attitudes and perspectives towards skills through the design and implementation of a skill-based system. The aim of the project is to know if we can create a skill-focused climate in a software organization through a software system proposed by the researcher and if such a system will help in utilizing in-house employees for new opportunities rather than hiring new employees. Feedback was collected on the proposed skill-based system from software professionals and human resource managers through an online survey. Findings reveal that the proposed skill-based system will create a skill-focused climate in a software organization and also help in better utilization of internal employees for new skill requirements rather than directly hiring external employees.

Values Practices and Identity Sustenance in Dual-identity Organizations

A dual identity organization refers to an organization having two, often mutually conflicting, self-referential definitions of ‘who we are’ as an organization (Albert & Whetten, 1985). Values practices are defined as ‘the sayings and doings in organizations that articulate and accomplish what is normatively right or wrong, good or bad, for its own sake’ (Gehman, Trevino, & Garud, 2013, p. 84). In this paper, I study influence of values practices on sustenance of an organizational identity in dual-identity organizations. I adopted a qualitative approach and single case study method for providing a rich narrative of the phenomenon. I collected data from an Indian software organization involved in both software services and software products businesses. The case data show that values practices manifested inside dual-identity organizations in the form of comparisons of the two identities by internal audiences. The study identifies three types of distinct, but interrelated, values practices: (1) values infusion, (2) collective perceptions of pragmatic alignment and (3) collective expectations of equality and equity. The case data show that ineffective management of these values practices was detrimental to the sustenance of an organizational identity that failed to perform well on conventional performance parameters.