Process changes are difficult and it may take time to see their true effects. It is relatively easy and
fast to adopt a new tool- you install it, read the user's guide, go through an example, and maybe attend a
training course. This transition can last from a few hours to several weeks, however, changing the software
development process often means affecting the fundamental beliefs and values of the individuals involved,
changing the way they perceive their work, and how they perceive its value. It is a cultural change that's
almost political or philosophical in nature.
A process change affects the individuals and the organization more deeply than changing technology or
tools. It must be carefully planned and managed. The adopting organization must identify the opportunity
and the benefits, convey them clearly to the interested parties, raise their level of awareness, and then
gradually change from the current practice to a new one. Ivar Jacobson describes this as "reengineering
your software engineering process".
The following areas must be addressed when implementing a process:
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The people and their competencies, skills, motivation, and attitude: everyone needs to be adequately
trained and motivated.
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The supporting tools: new tools will inevitably replace old ones, requiring customization and
integration with the others
- The software development life cycle model, its dependent organizational
structure, underlying activities, and practices together with the work products
that are produced
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The actual description of the software development process
There are other areas in addition to those mentioned above that affect the way people work. For example,
the physical working environment, organizational culture and politics, and the reward structure.
In addition to those people inside the software development organization, you must also take into
consideration the people outside of that organization who will be affected by these changes, such as:
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Managers, who are responsible for the performance of the software development organization must
understand why the process is being changed and why new tools are being procured. It's important that
they understand how, and if, progress is being made. Any process improvement project must have
executive support. Management needs to understand that a return on the investment is being made in
changing the process and also that expectations need to be carefully managed.
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Customers may need to be informed that the organizational process has changed because it could affect
how and when their input will be addressed.
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Other parts of the software development organization may also be affected. Sometimes changes in one
part of the organization may lead to resistance and skepticism from other parts of the organization.
The reason is often that they don't understand the reasons for the changes. Even if they don't have a
direct influence, it may cause political problems.
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