Defining Strategic Quality Directions based on Organisational Context Identification; Case Study in a Software Company
TL;DR: In this paper, the authors identify and establish quality related development strategies in a software development company, based on a detailed analysis of the organizational context, and the specific actions necessary for implementing these strategies are identified based on the results of this analysis and using techniques such as PEST and McKinsey 7S.
About: This article is published in Procedia - Social and Behavioral Sciences.The article was published on 2018-01-01 and is currently open access. It has received 6 citations till now. The article focuses on the topics: Quality management system & Strategic planning.
Citations
More filters
TL;DR: In this paper, the authors evaluated the current status of the ISO 9000 series of standards within the framework of the quality movement, and the evaluation covered two dimensions, i.e., the significance of the content included in the standards and the quality of the standards' elaboration.
Abstract: The authors of this study, who adopted a holistic view of the international organization for standardization (ISO) 9000 series of standards, aimed to evaluate the current status of the standards within the framework of the quality movement. Specifically, the evaluation covered two dimensions, i.e. the significance of the content included in the standards and the quality of the standards’ elaboration, which encompasses such issues as, for instance, their correctness, relevance to current trends in quality management, comprehensibility, etc.,The paper is based on a review of the scientific literature, analysis of the current and all previous versions of the international standards and the results of a survey, through which data were collected from 73 quality management experts from 17 different countries. To evaluate the results, an importance-performance analysis was performed.,As the results of the research demonstrated, experts in quality management have accepted the ISO 9000 standards series. However, this positive view refers mainly to the very idea of developing quality management standards and these standard’s content structure (components included in them). Study participants assigned a low rating to the quality of the standards’ elaboration. Therefore, improving the following aspects of the standards is essential: definitions, guidelines explaining the requirements for a quality management system, self-assessment tools and guidelines concerning quality management concerning chosen forms of activity.,The research described here in has both practical and social implications. First, it delineates the direction needed to improve standardizations, whose use need not be strictly limited to quality management but can be successfully used to improve the standards in other areas of management. Therefore, the conclusions of this research directly contribute to increasing both the effectiveness and the quality of the standard organizations. The significant consequences of this research for managers are the identification of ISO 9000 components which they will find are the most useful.,The research described herein has both practical and social implications. First, it delineates the direction needed to improve standardizations, whose use need not be strictly limited to quality management. However, it can be successfully used to improve the standards in other areas of management. Therefore, the conclusions of this research directly contribute to increasing both the effectiveness and the quality of the standard organizations. The significant consequences of this research for managers are the identification of ISO 9000 components, which they will find are the most useful.,Most research treats ISO 9000 standards as a benchmark for their studies on quality management systems implemented in organizations. The standards themselves are rarely the subject of a study, and so this paper fills a gap in the research and provides insights into desired directions for standards improvement.
8 citations
01 Jan 2018
Abstract: Project Manager Strategies to Improve the Delivery of Construction Projects by Luis Gaspar Crespo Vallejo MS, Universidad Latinoamericana de Ciencia y Tecnología, 2006 BS, Universidad Santa María La Antigua, 1994 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration
5 citations
26 Oct 2018
TL;DR: The results are based on ISO 19011:2018, ISO 9001:2015 and ISO 27001:2013 and can be used by the Integrated Management System Manager as a best practice example within a software development company, on one hand.
Abstract: The organizations that are able to adapt quickly to changes are most competitive in a fast-changing business and industrial environment. In the software development industry, developing new skills for employees, that sustain the strategic objectives, is part of the solution for convincing all customers that the company is able to comply with new industry approaches. In the present paper, interviews, brainstorming sessions and workshops were used during two years period, to develop the conceptual framework for a new occupation – software development technical expert auditor (SDTEA). The results are based on ISO 19011:2018, ISO 9001:2015 and ISO 27001:2013 and can be used by the Integrated Management System Manager as a best practice example within a software development company, on one hand. On the other hand, the findings are useful for the specialists in the process of developing new trainings and a new occupational standard.
2 citations
Cites background from "Defining Strategic Quality Directio..."
...In order to insure quality, the company needs to define its strategic planning based on the identification of the company’s context [2] taking into consideration that starting with 2018, companies will be audited, evaluated and recertified based on ISO 9001:2015 standard....
[...]
01 Jan 2019
TL;DR: A conceptual framework and an artifact-centric algorithm that elicits and prioritizes improvement initiatives by modeling operational business artifacts, determining agility bottlenecks by identifying quality issues in operational artifacts, and eliciting and prioritizing improvement initiatives to increase artifact quality is proposed in this article .
Abstract: The present research focuses on operational agility in service organizations, which are subject to variability through customers, service providers, suppliers, or unexpected events. As such, their management teams may face challenges in understanding their agility-related assets and success metrics, and furthermore in defining the scope of work for improvement initiatives. Previous research offers quite general insights into agility-related capabilities, practices, obstacles, or (agility-related) information quality evaluation. Yet, management teams need specific practices and techniques in order to improve operational agility capabilities, and thus increase their sustainable performance. We propose a conceptual framework and an artifact-centric algorithm that elicits and prioritizes improvement initiatives by (a) understanding agility-related assets by modelling operational business artifacts, (b) determining agility bottlenecks by identifying quality issues in operational artifacts, and (c) eliciting and prioritizing improvement initiatives to increase artifact quality. The framework application is discussed through a case study in a company operating in the rail freight industry, in which a set of initiatives to improve operational agility capabilities is obtained and prioritized. We conclude that the proposed algorithm is an applicable and relevant tool for management teams in service organizations, in their operational agility improvement endeavors.