Case Study On Critical Success Factors Of Agile Software Process Improvement

Case Study on Critical Success Factors of Agile Software Process Improvement
Jiangping Wan1,2 , Weiping Luo1 , Xiaoyao Wan1
1

School of Business Administration, 2Institute of Emerging Industrialization Development South China University of Technology Guangzhou, China Email: scutwjp@126.com, luoweiping18@139.com,294663012@qq.com principle offer the employee sustainable development . (2) Theculture of low-level trust. The top leaders in the company doubt the staff's work capacity and professionalism, always suspect that the staff can not get the job done because they don’t have the right attitude. (3) Lack of the spirit of mutual cooperation. KY company pays little attention to the cultivation of team spirit, and seldom organize activities about team building. III. I. INTRODUCTIONDESIGN OF CRITICAL SUCCESS FACTOR MODEL OF KY COMPANY

Abstract: In this paper, we discuss agile software process improvement in KY company in the views their description of process management in current level and analysis of problems, design the KY company success factors model in organizational culture, systems, products, customers, markets, leadership, technology and other key dimensions, whichis verified through questionnaire in KY company. Keywords: Agile Methodology; Software Process Improvement; Critical Success Factor

KY company is a multi-business company, and its main business is telecommunications services of Hong Kong. The KY company referred in this paper is software development department of IT business division in KY company. The staff in this department is more than 600people, distributed in Hong Kong, Guangzhou, Beijing, Shanghai and other places. II. ANALYSIS ON THE PROCESS OF KY COMPANY

Paulk, Mark C states that if there is no support from top leaders, software process improvement support can not continue for long time [4]. Jarvenppa and Ives state that the model of information system to support top leaders should be divided into two dimensions:participation and recognition [5]. This paper argues that these views also adapts to the agile process improvement in KY company. Hypothesis (H1): Support from top leaders plays a positive role in promoting successful implementation of agile process improvement. Sharifi believes that organization that has agile capability must get the organization support [6]. Hypothesis (H2) Support from organization playsa positive role in promoting successful implementation of agile process improvement. In 12 principles of agile declaration it states that we should always pay attention to matching of excellent technology and design, so that we can improve software the rapid response capability [7]. Hypothesis (H3) Use of the tools and technology plays a positive role in promoting successful implementation ofagile process improvement. The number of the software development projects is more than 10 every year. In small ones it needs ten employees, while in larger ones it needs 50 or 100 employees. Agile methods not only require certain skills, but also need employee's selfdiscipline [8]. Hypothesis (H4) Suitable import method plays a positive role in promoting successful implementation of agile processimprovement.

KY company usually send one or two senior analyst or business analyst to IT department of customer, and the analysts are in the charge of building workshop with senior analyst from IT department of customer and communication between project delivery team and users. The workshop plays an important role: they collect and collate customer first-hand information, submit to the projectdelivery team to do demand analysis; they solve the problems from the demand analysis in delivery team; they review the requirements specifications made by delivery team; As KY company usually uses JRP[1] method in the process of demand analysis, workshop is also responsible for organizing and coordinating the JRP meeting, including the development agenda, chairing the meeting, summary report,...