Finally why addressing dynamic challenges to the desired extent is still an elusive target for enterprises in spite of robust SPI implementation is considered. The result of analysis in the above said dimensions is given the following section of key findings.
To address the objectives of this paper, all the projects, taken under case study is analyzed in the above stated four dimensions. The key research findings are summarized below. The SPI methods are not able to meet the desired level of meeting the challenges because of following reasons. Finding 1: SPI framework and standards selection and implementation into projects defers from organization to organization.
In a way it is organization specific. In most of the instances selection of SPI framework is not correlated with nature and domain of the project being undertaken. Popularity of the framework, experience of the SPI selection individual or customers demands is influencing the selection f SPI standards for the chosen project than criticality, risk and regulatory environment of the system. Research Analysis: Even if people and technology are good if process is bad, product cannot be assured of good quality.
Hence, it is evident from the above finding 1 that mismatch between the appropriate SPI framework and project, results in waste of cost, rework, defects and lower quality.
Finding 2 Large deviations are observed between theoretical guidelines which describe how to implement SPI methods in projects to its practical implementation in the projects. Apart from this, internal gaps between process steps, which lead to lack of continuity in implementation of SPI, are also found.
Check gates for the observed deviation is not found and deviation effects on products quality are not well assessed and measured. Research Analysis: Lack of appropriate measures to counteract the deviations in implementing SPI, is resulting in poor product quality and other related factors. This has profound impact on customer retention.
Finding3: Market conditions and client demands vary in a very fast and dynamic fashion. SPI methodologies are not in pace with the speed of variation of market conditions and client demands. Research analysis: Since SPI methodologies lack to catch and adopt fast changing requirements of market and client, time to market the product gets stretched.
This in turn have greater impact on ROI Return on Investment and business value of the organizations. Research Analysis: A measure is required to counteract this issue.
Client requirements and market demands can converted into practical requirements and if these requirements are embedded into process steps, effective ROI can be expected.
Finding 4: Product development strategies and process implementation patterns is different for each application domain. For example applications from health care domain focuses on reliability, and precision whereas applications from retail and hospitality domain primarily focus on workforce management, security and adoptability.
Research analysis: Since SPI models are generic but not domain specific, add- on module which can cater the domain specific needs can be added to the existing SPI standards frameworks employed in the company. Based on research analysis which has thrown spotlight on the practical ways to address the challenges, this paper introduces 3D Flex model to optimize the software process improvement in organizations.
Finally, complete content and organizational editing before formatting. Please take note of the following items when proofreading spelling and grammar. It is evident from analysis that implementing SPI standards or integrating different models and then implementing it into projects has not yet enabled the organizations to face the challenges of product quality, reduction in rework, cost and schedule overrun.
Furthermore process improvement is a continuous process because the process gets degraded over time due to dynamic market and client demands.
Following international standard SPI frameworks is very essential for the products to function in global market. However to overcome the issues of SPI reflected on company ROI and on product, domain specific needs, market conditions, client requirements has to be considered and has to be implementation in timely in the process.
Hence in order to follow standard SPI frameworks and also cater towards the contemporary in time needs of products, this paper introduces a 3D Flex model and it is given in figure1. The above given 3D flex model optimizes the process improvement. As the model is flexible which means adaptability to any framework and to any application, name flexi is derived. Since the model considers improvements in three dimensions, 3D name is adopted to model.
In a nut shell as the model is flexible and functions in three dimensions, 3D flex model naming convention is used. Model Description: Consider the model given in figure1. In order to cater the needs, requirements are gathered in three different layers.
Business objectives and compliance requirements are gathered in Layer 1. Business objectives comprises of organizational goals also apart from expected business value, ROI, cost and schedule. Technical objectives are captured in layer 2. Here domain specific, application specific needs are captured. In layer three customer life cycle requirements and market requirements are captured.
The requirements captured in three layers are given to second block. Here these requirements are validated according to organization protocols and are converted into implementable requirements.
That is, goals set must be specific, measurable, achievable, realistic, and time-bound. To set your goals, first identify what you are looking to accomplish or work towards. Then, clearly document your goals, prepare an action plan, and develop a timeline. With your goals set, you can finally take action and re-evaluate your overall progress. Certainly, coherent goal setting can provide a sense of direction, focus, motivation, and personal satisfaction.
Simultaneously, goals can prevent your team from feeling overwhelmed. Clearly define achievable goals to boost your productivity at work. You can eliminate many hurdles and setbacks in custom software development simply by improving your team communication practices. First, designate a clear, central communication medium that all your team members can use to collaborate.
Use this communication medium to establish daily meetings, routine check-ins, and performance reviews. This way, developers can synchronize their efforts and report any issues.
Surely, improved team communication can help build trust, engagement, and team building. At the same time, these strategies promote better relationships, deliverability, and professionalism. In addition, you need to ensure that your current workflow works well. Furthermore, you can eliminate many hurdles and setbacks in custom software development simply by improving your team communication practices.
Follow the steps outlined above to learn about the top custom software development process improvement techniques. Organize Your Workflow To deliver more efficient custom software projects, you need to ensure that your current workflow works well. The major domains considered are retail group, of SPI models.
Effects of process issues on organization Finance, insurance and banking group, manufacturing and objectives and product quality is emphasized.
To our automobile group, Energy and utilities group and Hospital and knowledge, remote research work is found on pronouncement Pharmacy coming under health care group. Projects chosen are IJE the practical reasons aiding the gaps in process improvement of applications software product type. Compliance, quality framework. The major quality addressing the challenges of SPI framework in the enterprise frameworks studied are business excellence framework, level. The studies related to SPI are summarized below.
Authors expresses that these process defects, rework, schedule variance, functionality, customer has inconsistencies with industrial best practices and this feedback, the performance issues of the product, end user inconsistency has to be eliminated. Authors in [11] express opinion.
These projects are also studied to know the effect of that the current problem with SPI is not a lack of standard or project, strategies, quality process and business value model, but rather a lack of an effective strategy to successfully delivered. All the projects are studied from its inception till implement these standards or models. Table1 gives the summary of the SPI methodologies organized set of activities. Paper contributes a maturity model studied in six companies denoted as A to F.
Third dimension of study is oriented towards from major application domains namely Retail and Hospitality process improvement implementation issues, process flexibility sector four projects, banking and Finance sector four projects, to adapt towards market conditions and client demands, Energy and Utilities sector five projects, four projects from customer life cycle management, effects of process Manufacturing and Automobile sector and three projects from RT health care and pharmacy is studied from six companies.
Finally IJE etc.. Table 1 also infers that projects cost range were from 5 to why addressing dynamic challenges to the desired extent is still 16 million dollars and project contract type were belonging to an elusive target for enterprises in spite of robust SPI fixed price project FPP or Staff Augmentation SA or Co- implementation is considered. The result of analysis in the Manage CM or Hybrid categories. Companies are adhered to above said dimensions is given the following section of key government and industry regulations such as Federal findings.
The key research findings are summarized below. The major lesson learnt from the table is that Enterprise requires process The SPI methods are not able to meet the desired level of implementation for all its global functional products. Products meeting the challenges because of following reasons. Finding 1: SPI framework and standards selection and Analysis of every case study is performed in four implementation into projects defers from organization to dimensions based on the objectives of research stated in this organization.
In a way it is organization specific. In most of paper. The four dimensions are as follows. The first dimension the instances selection of SPI framework is not correlated with is project contract and development model choice such as nature and domain of the project being undertaken. Popularity Governance based, price based, project based or hybrid of the framework, experience of the SPI selection individual customized model. Apart from this, industry regulatory environment of the system.
Finally, complete content and organizational editing before Hence, it is evident from the above finding 1 that mismatch formatting. Please take note of the following items when between the appropriate SPI framework and project, results in proofreading spelling and grammar. It is evident from analysis that implementing SPI standards Finding 2 Large deviations are observed between theoretical or integrating different models and then implementing it into guidelines which describe how to implement SPI methods in projects has not yet enabled the organizations to face the projects to its practical implementation in the projects.
Apart challenges of product quality, reduction in rework, cost and from this, internal gaps between process steps, which lead to schedule overrun. Furthermore process improvement is a lack of continuity in implementation of SPI, are also found. Following deviation effects on products quality are not well assessed and international standard SPI frameworks is very essential for the measured.
However to overcome the issues of SPI reflected on company ROI and on product, Research Analysis: Lack of appropriate measures to domain specific needs, market conditions, client requirements counteract the deviations in implementing SPI, is resulting in has to be considered and has to be implementation in timely in poor product quality and other related factors.
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