Managing process change in software organizations: Experience and reflection
Shaowen Qin · Software Process Improvement and Practice · 2007
Abstract Managing process change in software organizations involves many challenges. It requires an array of skills beyond the technical expertise associated with the process change. Based on the author's recent industrial working experience at Motorola's Global Software Group (GSG) as an organizational technology deployment champion, this article identifies challenges of change management through real world case studies and provides a summary of good practices and lessons learned in implementing process change in today's software organizations. Upon further reflection of the process change management experience and other relevant learning and observations, the author proposes the notion of creating a perception of freedom as a more fundamental success strategy and suggests that the strategy together with the change be built into software tools to facilitate seamless process change deployment. Copyright © 2007 John Wiley & Sons, Ltd.