Abstract
We will show in this article that even big and distributed organizations with a focus on maintaining large software systems can achieve measurable improvements. Emphasis is given towards setting and dealing with quantitative objectives and thus making progress of the improvement initiative visible. The clear objective was during the first years to improve customer perceived quality and at the same time to lower the cost of non-quality. As process improvement isn’t limited to large scale reengineering and fixing macro processes, we will discuss the road towards cultural change as well. Several assumptions on the relations between process push, early fault detection, test defect detection effectiveness and product quality are investigated. Experiences from 34 projects of various size from Alcatel’s Switching and Routing Division are included to show practical impacts of this ongoing SPI initiative.
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© 2000 Betriebswirtschaftlicher Verlag Dr. Th. Gabler GmbH, Wiesbaden, und Deutscher Universitäts-Verlag GmbH, Wiesbaden
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Ebert, C. (2000). Process Change Management in Large Organizations. In: Dumke, R., Lehner, F. (eds) Software-Metriken. Information Engineering und IV-Controlling. Deutscher Universitätsverlag, Wiesbaden. https://doi.org/10.1007/978-3-322-93389-8_12
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DOI: https://doi.org/10.1007/978-3-322-93389-8_12
Publisher Name: Deutscher Universitätsverlag, Wiesbaden
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