How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

Context Systematic mapping studies are used to structure a research area, while systematic reviews are focused on gathering and synthesizing evidence. The most recent guidelines for systematic mapping are from 2008. Since that time, many suggestions have been made of how to improve systematic literature reviews (SLRs). There is a need to evaluate how researchers conduct the process of systematic mapping and identify how the guidelines should be updated based on the lessons learned from the existing systematic maps and SLR guidelines. Objective To identify how the systematic mapping process is conducted (including search, study selection, analysis and presentation of data, etc.); to identify improvement potentials in conducting the systematic mapping process and updating the guidelines accordingly. Method We conducted a systematic mapping study of systematic maps, considering some practices of systematic review guidelines as well (in particular in relation to defining the search and to conduct a quality assessment). Results In a large number of studies multiple guidelines are used and combined, which leads to different ways in conducting mapping studies. The reason for combining guidelines was that they differed in the recommendations given. Conclusion The most frequently followed guidelines are not sufficient alone. Hence, there was a need to provide an update of how to conduct systematic mapping studies. New guidelines have been proposed consolidating existing findings.

Guidelines for conducting systematic mapping studies in software engineering : An update

Dorothy Leonard-Barton warns readers upfront that her new book, "Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation," is not a quick read. Indeed it is not, though the author, a Harvard Business School professor, tries hard to soften a knot of strategy research with true-life examples from several technology companies. Unfortunately, business books tend to be like Arnold Schwarzenegger movies: the special effects and twists are a lot more important than the basic plot, which doesn't change much.

"Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation"

The corporation of the 1990s: Information technology and organizational transformation

Cloud computing is a new way of delivering computing resources and services. Many managers and experts believe that it can improve health care services, benefit health care research, and change the face of health information technology. However, as with any innovation, cloud computing should be rigorously evaluated before its widespread adoption. This paper discusses the concept and its current place in health care, and uses 4 aspects (management, technology, security, and legal) to evaluate the opportunities and challenges of this computing model. Strategic planning that could be used by a health organization to determine its direction, strategy, and resource allocation when it has decided to migrate from traditional to cloud-based health services is also discussed.

Opportunities and challenges of cloud computing to improve health care services.

http://moosehead.cis.umassd.edu/cis440/reading/Risk_Management_Bannerman_2008.pdf

Risk and risk management in software projects: A reassessment

This paper proposes a multilevel framework for defining project success that has wide application in practice. There has been much discussion in the literature on the definition of project success but no consensus has emerged. A key problem to be overcome is a multiplicity of expectations of projects and perceptions of their performance. A reference framework for project success would support development of the discipline by providing a common language for communication and comparison as well as facilitating focus on what stakeholders believe is important. The framework is developed from a synthesis of the literature and related stakeholder interests. The framework comprises five levels of success criteria: process success, project management success, product success, business success, and strategic success. Project success is defined as the highest level achieved at any point of assessment, regardless of performance at lower levels. Application of the framework is illustrated with case examples of information systems projects, but the framework is applicable to any discipline.

Defining project success: A multi-level framework

Global software development is a major trend in software engineering. Practitioners are increasingly trying Agile methods in distributed projects to tap into the benefits experienced by co-located teams. This paper considers the issue by examining whether Scrum practices, used in four global software development projects to leverage the benefits of Agile methods over traditional software engineering methods, provided any distinctive advantage in mitigating coordination challenges. Four temporal, geographical and socio-cultural distance-based coordination challenges and seven scrum practices are identified from the literature. The cases are analyzed for evidence of use of the Scrum practices to mitigate each challenge and whether the mitigation mechanisms employed relate to any distinctive characteristics of the Scrum method. While some mechanisms used were common to other/ traditional methods, it was found that Scrum offers a distinctive advantage in mitigating geographical and socio-cultural but not temporal distance-based GSD coordination challenges. Implications are discussed.

/pdf/scrum-practice-mitigation-of-global-software-development-4kyx56zykm.pdf

Scrum Practice Mitigation of Global Software Development Coordination Challenges: A Distinctive Advantage?

Project stakeholder distribution in Global Software Development (GSD) is characterized by temporal, geographical and socio-cultural distance, which creates challenges for communication, coordination and control. Practitioners constantly seek strategies, practices and tools to counter the challenges of GSD. There is increasing interest in using Scrum in GSD even though it originally assumed collocation. However, empirically, little is known about how Scrum practices respond to the challenges of GSD. This paper develops a research framework from the literature as a basis for future research and practice. The framework maps current knowledge and views on how Scrum practices can be used to mitigate commonly recognized challenges in GSD. This research is useful as a reference guide for practitioners who are seeking to understand how Scrum practices can be used effectively in GSD, and for researchers as a research framework to validate and extend current knowledge.

Scrum practices in global software development: a research framework

There is growing interest in applying Scrum practices in Global Software Development to leverage the advantages of both. However, the effective use of Scrum practices largely depends on close interactions between project stakeholders. The distribution of project stakeholders in GSD provides significant challenges related to project collaboration processes that may limit the use of Scrum. However, project managers increasingly seek to use the Scrum model in their distributed projects. While there is an emerging body of industrial experience, there are limited empirical studies that discuss Scrum tailoring in GSD. The paper reports a multi-case study that investigates the impact of key project contextual factors on the use of Scrum practices in GSD. This study is relevant to researchers and practitioners who are seeking ways to use Scrum in GSD and improve project effectiveness.

Paul L. Bannerman

Papers

Risk and risk management in software projects: A reassessment

Defining project success: A multi-level framework

Scrum Practice Mitigation of Global Software Development Coordination Challenges: A Distinctive Advantage?

Scrum practices in global software development: a research framework

Towards an understanding of tailoring scrum in global software development: a multi-case study