Kauppakorkeakoulu | Tieto- ja palvelutalouden laitos | Tietojärjestelmätiede | 2012
Tutkielman numero: 12804
Content management in software development transition - Case Tellabs
|Otsikko:||Content management in software development transition - Case Tellabs|
|Vuosi:||2012 Kieli: eng|
|Laitos:||Tieto- ja palvelutalouden laitos|
|Asiasanat:||tietojärjestelmät; information systems; ohjelmistot; software; kehitys; development; muutos; change; mallit; models; tuotekehitys; product development; uudet tuotteet; new products|
|Avainsanat:||agile methodology; content management; master code line; new product development; product process; requirements elicitation; requirements management; scrum; software development model; software development transition|
Objectives of the Study
The objective of the study was to create a new model for managing content during and after software development transition. The goal was to find out, how the new software development model differs from the old one and what new requirements it creates for content management, as well as study how the content was earlier managed and how the old model should be changed.
Academic background and methodology
Theory of the content management and especially requirements management and elicitation was studied through during the academic background. Additionally, productization and new product development process execution were examined, as well as different software development models and techniques, like traditional and agile models, and their differences. The study used action case as the research methodology, where a new content management model was created on the basis of theory and master code line software development model. The new content management model was implemented and necessary modifications were executed for better suitable. Moreover, the execution and experiences of the transition of the new software development model, and especially content management model, were gathered and studied.
Findings and conclusions
A new content management model was created and implement. We learnt that the transition can be very complex and time consuming, because the change affects all functionalities in the organization. The biggest challenge is the burden of old processes: already ongoing projects were very hard to change to follow the new model. However, we noticed that necessary training as well as open and sufficient communication was the key for engaging the organization for the transition. We also noticed that the change is actually continuous: the organization should learn from their experiences and should continuously try to improve their procedures.
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