Abstract
SPI paradigm is dominated by improvement based on quantitative process metrics. The assumption behind this research is that improvement should be based, not just on insight in quantitative data about development processes, but also on insight in how developers think about system development: Software is developed by people, and it is the developers’ perceptions, experience and thinking about system development that guides their behavior. The present research develops an approach based on causal maps and counterfactual thinking that supports developers in learning from individual system development projects. The research adds to the body of knowledge concerning management and learning in system development practice.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
References
Ambrosini, Bowman: Tacit Knowledge: Some Suggestions for Operationalization. Journal of Management Studies 38(6) (2001)
Boehm: Software Engineering Economics. Prentice Hall, Englewood Cliffs (1981)
Gill, Johnson: Research Methods for Managers, 2nd edn. Paul Chapman Publishing, London (1997)
Guindon, Krasner, Curtis: Breakdowns and Processes during the early activities of Software design by professionals. In: Empirical studies of programmers: Second workshop, Ablex Publishing Corp., Norwood (1987)
Hofmanm, Stetzer: The role of safety climate and communication in accident interpretation: Implications for learning from negative events. Academy of Management Journal 41(6) (1998)
Humphrey: Managing the Software Process. SEI Series in Software Engineering. Addison-Wesley, Reading (1989)
Lanzara, Mathiassen: Mapping Situations Within a Systems Development Project. Information and Management 8(2) (1985)
Levinthal, March: The Myopia of Learning. Strategic Management Journal 14 (1993)
Lyytinen, Robey: Learning failure in information systems development. Information Systems Journal 9(2) (1999)
Mingers: Combining IS Research Methods: Towards a Pluralist Methodology. Information Systems Research 12(3) (2001)
Morris, Moore: The Lessons We (Don’t) Learn: Counterfactual Thinking and Organizational Accountability After a Close Call. Administrative Science Quarterly 45 (2000)
Nasco, Marsh: Gaining Control through Counterfactual thinking. Personality and Social Physiology Bulletin 25(5) (1999)
Nelson, Nadkarni, Narayanan, Ghods: Understanding Software Operations Support Expertise: A revealed Causal Mapping Approach. MIS Quarterly 24(3) (2000)
Pedersen: Barriers for Post Mortem Evaluations in System Development. In: Proceedings from UKAIS 2004 (2004)
Sanna: Self-Efficacy and Counterfactual Thinking: Up a Creek With and Without a Paddle. Personality and Social Psychology Bulletin 23(6) (1997)
Schon: The Reflective Practitioner – How Professionals Think in Action. Basic Books, New York (1983)
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2004 Springer-Verlag Berlin Heidelberg
About this paper
Cite this paper
Pedersen, K. (2004). Software Thinking Improvement Learning Performance Improving Lessons. In: Dingsøyr, T. (eds) Software Process Improvement. EuroSPI 2004. Lecture Notes in Computer Science, vol 3281. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-540-30181-3_10
Download citation
DOI: https://doi.org/10.1007/978-3-540-30181-3_10
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-540-23725-9
Online ISBN: 978-3-540-30181-3
eBook Packages: Springer Book Archive