Overcoming structural resistance in SPI with change management

Henrique Narciso; I. Allison

doi:10.1109/QUATIC.2014.9

Overcoming structural resistance in SPI with change management

Henrique Narciso, I. Allison

Research output: Chapter in Book/Report/Conference proceeding › Chapter › peer-review

7 Citations (Scopus)

Abstract

SPI initiatives can be seen as change programmes. Previous work has identified that such programmes are subject to resistance. A key challenge in the area is to understand the political issues in SPI change. However, at present there is little existing work in SPI related to the politics of improving.

By adopting a view of politics as central to contemporary organizations, this paper reviews how we might understand resistance, how and why resistance occurs, and the implications of resistance for SPI.

We provide a more detailed understanding of change management models (Katter's 8 steps and Prosci's Change Management Model) and their use in addressing resistance in SPI. It is argued that change management models can be used to accommodate the human factor of change in SPI. The paper explains the activities that help the successes of SPI initiatives and their relationship with the change management models.

This paper contributes a structured change management approach to address resistance. We show from our experience how these approaches have been applied.

Original language	English
Title of host publication	2014 9th International Conference on the Quality of Information and Communications Technology
Subtitle of host publication	QUATIC 2014
Editors	Alberto Rodrigues da Silva, António Rito Silva, Miguel A. Brito, Ricardo J. Machado
Publisher	IEEE
Pages	8-17
Number of pages	10
ISBN (Electronic)	9781479961337
DOIs	https://doi.org/10.1109/QUATIC.2014.9
Publication status	Published - 15 Dec 2014
Externally published	Yes

Keywords

Change Management
Software Process Improvement
Change Resistance
Strutural Resistance

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10.1109/QUATIC.2014.9

Cite this

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abstract = "SPI initiatives can be seen as change programmes. Previous work has identified that such programmes are subject to resistance. A key challenge in the area is to understand the political issues in SPI change. However, at present there is little existing work in SPI related to the politics of improving. By adopting a view of politics as central to contemporary organizations, this paper reviews how we might understand resistance, how and why resistance occurs, and the implications of resistance for SPI. We provide a more detailed understanding of change management models (Katter's 8 steps and Prosci's Change Management Model) and their use in addressing resistance in SPI. It is argued that change management models can be used to accommodate the human factor of change in SPI. The paper explains the activities that help the successes of SPI initiatives and their relationship with the change management models. This paper contributes a structured change management approach to address resistance. We show from our experience how these approaches have been applied.",

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Overcoming structural resistance in SPI with change management. / Narciso, Henrique; Allison, I.

2014 9th International Conference on the Quality of Information and Communications Technology: QUATIC 2014. ed. / Alberto Rodrigues da Silva; António Rito Silva; Miguel A. Brito; Ricardo J. Machado. IEEE, 2014. p. 8-17.

Research output: Chapter in Book/Report/Conference proceeding › Chapter › peer-review

TY - CHAP

T1 - Overcoming structural resistance in SPI with change management

AU - Narciso, Henrique

AU - Allison, I.

PY - 2014/12/15

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N2 - SPI initiatives can be seen as change programmes. Previous work has identified that such programmes are subject to resistance. A key challenge in the area is to understand the political issues in SPI change. However, at present there is little existing work in SPI related to the politics of improving. By adopting a view of politics as central to contemporary organizations, this paper reviews how we might understand resistance, how and why resistance occurs, and the implications of resistance for SPI. We provide a more detailed understanding of change management models (Katter's 8 steps and Prosci's Change Management Model) and their use in addressing resistance in SPI. It is argued that change management models can be used to accommodate the human factor of change in SPI. The paper explains the activities that help the successes of SPI initiatives and their relationship with the change management models. This paper contributes a structured change management approach to address resistance. We show from our experience how these approaches have been applied.

AB - SPI initiatives can be seen as change programmes. Previous work has identified that such programmes are subject to resistance. A key challenge in the area is to understand the political issues in SPI change. However, at present there is little existing work in SPI related to the politics of improving. By adopting a view of politics as central to contemporary organizations, this paper reviews how we might understand resistance, how and why resistance occurs, and the implications of resistance for SPI. We provide a more detailed understanding of change management models (Katter's 8 steps and Prosci's Change Management Model) and their use in addressing resistance in SPI. It is argued that change management models can be used to accommodate the human factor of change in SPI. The paper explains the activities that help the successes of SPI initiatives and their relationship with the change management models. This paper contributes a structured change management approach to address resistance. We show from our experience how these approaches have been applied.

KW - Change Management

KW - Software Process Improvement

KW - Change Resistance

KW - Strutural Resistance

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BT - 2014 9th International Conference on the Quality of Information and Communications Technology

A2 - da Silva, Alberto Rodrigues

A2 - Silva, António Rito

A2 - Brito, Miguel A.

A2 - Machado, Ricardo J.

PB - IEEE

ER -

Overcoming structural resistance in SPI with change management

Abstract

Keywords

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