By Donald J. Reifer
Why is it so tough to alter corporations? What does it rather take to make “process development” yield measurable effects? For greater than 30 years, Donald Riefer has been guiding software program groups throughout the technical, organizational, and folks concerns that has to be controlled so as to make significant technique changes—and larger items. This functional consultant attracts from his vast adventure, that includes eleven case stories spanning the private and non-private sectors or even academia. each one case research illuminates the unique stipulations; describes strategies and suggestions; information reactions, results, and classes realized; and gives crucial references and resources.Eleven case experiences offer insightful, empirical info from real-world organisations offers a wide view throughout organizational settings and components, comparable to body of workers, and technical environments, together with cloud, Agile, and open resource ideas Illuminates the hard-won classes, tradeoffs, and impacts—with suggestion on how you can engineer profitable, sustainable adjustments your self
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Extra info for Software Change Management: Case Studies and Practical Advice
Senior management’s primary goal in moving to ERP in the future is to cut IT expenses through the use of commercial packages that provide similar functionality and performance at a fraction of the total life-cycle cost. However, management is not moving to ERP blindly; they have been briefed about many issues and risks. Because they recognize that the move to ERP will take time, investment, and considerable effort, they have planned and budgeted for the initiative accordingly. Even now, the planning team is working to determine how best to overcome the resistance within the company to moving to the new ERP systems that they are experiencing when they visit users in operating departments.
Work with finance to change how software costs are accounted for in operating budgets and Profit & Loss (P&L) computations. 7 Stimulate better teamwork and coordination. Set in place a software working group, and have it devise common processes and identify common issues across the firm. Engage influence-makers as part of the working group. Provide feedback on what works and what does not. 8 Reward high performers+. Work with the human resources department to put a series of both financial and nonfinancial recognition rewards in place for high performers.
Here is a summary of what you heard by location: ■■ Canada: User Software The four leads you interviewed talked but said nothing. Instead, they pointed you to data that showed they were satisfying and even exceeding their cost, quality, and schedule goals. They were very defensive whenever anything negative was discussed. In addition, they did not perceive that they were performing below industry norms. They highlighted the fact that user systems are web-oriented and the rules for computing productivity and defect rates were different.
Software Change Management: Case Studies and Practical Advice by Donald J. Reifer