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Cultural Change in Java Development Code 39 in Java Cultural Change

7 Cultural Change using barcode creator for jsp control to generate, create barcode 39 image in jsp applications. bar code only so that the ADPE concept j2ee bar code 39 s are clearly the prime contractor s. Alternatively, the prime contractor can staff the PEG with subcontractors as well as prime contractor people. This approach offers the opportunity to take the best from all the corporate cultures; it also facilitates subcontractor buy-in.

Sometimes, your company may be a subcontractor. If the project or program you are working on has its own PEG, you may wish to try to become part of this organization for reasons already alluded to. If the project or program you are working on is to follow an ADPE that is part of the prime contractor s enterprise culture, then you should strive to get trained in the ways of your prime.

You may even wish, if it does not compromise your competitive edge, to offer some of your company s best practices for consideration for incorporation into the prime s ADPE. Allied to organizational considerations are PEG funding considerations. There are three straightforward funding arrangements (1) seller organization, (2) buyer/user organization, and (3) some combination of (1) and (2).

These funding arrangements depend in some instances on organizational arrangements. We will not discuss the myriad of combinations. Instead, we offer you the following suggestions to help you decide what type of funding arrangement makes sense for your environment: Ideally, PEG funding should come from the buyer/user.

This arrangement establishes firm customer commitment to software process improvement and the attendant cultural change. A buyer/user may want to hire only a seller with an ADPE already developed. To ensure that the seller molds this ADPE to the customer s needs or existing environment, the buyer/user may wish to call for this molding in an RFP seeking prospective sellers.

Furthermore, the buyer/user may wish to stipulate that ADPE maintenance will be on the seller s nickel after contract award. With an arrangement of this type, the buyer/user should be willing to allow the seller a larger fee than would be the case where the buyer/user pays for ADPE maintenance. The rationale for this business arrangement is that the seller is paying for business practices designed to do things right the first time.

Thus, the buyer/user should expect to reward the seller for consistently giving the buyer/user working products on time and within budget. In some types of contracts, particularly when the buyer/user is a government organization, it may not be possible for PEG funding to be provided by both the buyer/user and the seller. For example, for completion type contracts tendered by the U.

S. federal government, the government purchases products and management from the seller. Included in management is the PEG and its products such as ADPE elements.

In this case, the seller is barred by law from contributing to ADPE element development. However, the seller may be able to contribute to ADPE implementa-. 7 Cultural Change tion support activities such j2ee Code 39 as seller staff training in engineering principles underlying ADPE elements. In some circumstances, it may be desirable for the buyer/user and seller jointly to fund the PEG even to the extent of jointly staffing the organization. This partnership arrangement may be particularly appropriate where both the buyer/user and seller have roughly equal experience in software systems development process improvement.

In those cases in which both the buyer/user and seller are process improvement neophytes, it may be desirable to bring in an outside expert to act as a catalyst to direct the efforts of both sides. We stress that the partnership arrangement is perhaps the one most likely to bring about cultural change because both sides have literally bought into process improvement. Another key consideration to achieving buyer/user buy-in to seller PEG activity is illustrated in Figure 7 9.

In this figure, we show a cover page for an arbitrary ADPE element (such as a CCB guideline as discussed in 4 or a software systems development process policy as discussed in 3). This cover page indicates that the ADPE element is part of an SEE that is governing a collection of software systems development projects (represented by the balloons) being managed under the umbrella of an effort called Program Z. The seller who prepared the element is the ABC Company.

The signature of the seller program manager, Big Kahuna, appears on the cover together with the signature of the buyer/user program manager, Big Kahuna s Counterpart. These signatures are not just a formality to give an official look to a document. The seller program manager s signature testifies to the fact that the ABC Company is committed on Program Z to the business practices set forth in the ADPE element.

The buyer/user program manager s signature testifies to the fact that the customer concurs with these business practices and is committed to supporting them. What does the customer is committed to supporting these business practices mean We have stressed in preceding chapters that the business of software systems development involves continual interaction between the buyer/user and the seller. This continual interaction means that the buyer/user s behavior is an integral part of the seller s business practices.

Thus, for example, we stressed in 5 that the CCB role in the acceptance testing process is critical for ensuring that the computer code to be delivered contains the capabilities that the customer asked for. We stressed that the customer must participate in the acceptance testing CCBs if the customer is to reduce misunderstandings regarding the capabilities to be included in the delivered computer code. Thus, when the buyer/user program manager signs the cover of an ADPE element governing the acceptance testing process, that manager is committing the buyer/user organization to buyer/user test CCB participation as set forth in the element.

We explained earlier in this chapter that institutionalizing the business practices in ADPE elements within the seller organization is a major PEG chal-.
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