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Investigating Determinants of Software Developers ’ Intentions to Follow Methodologies

Investigating Determinants of Software Developers ’ Intentions to Follow Methodologies. 報告者 : 林彥辰 指導 : 王育民教授. ABSTRACT. Seeking to improve software development, many organizations attempt to deploy formalized methodologies.

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Investigating Determinants of Software Developers ’ Intentions to Follow Methodologies

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  1. Investigating Determinants of Software Developers’ Intentions to Follow Methodologies 報告者: 林彥辰 指導:王育民教授

  2. ABSTRACT • Seeking to improve software development, many organizations attempt to deploy formalized methodologies. • The present research draws upon theories of intention formation and innovation diffusion to advance knowledge about why developers accept or resist following methodologies. Organizational mandate is not sufficient to guarantee use of the methodology in a sustained manner.

  3. ABSTRACT • Software development is not improving as it should. • Many of these innovation are slow to be accepted and have not become widely utilized. • To better understand how to deal with this resistance, the research investigates the determinants of software developer’ intentions to follow a methodolgy.

  4. Previous Research on Methodology • OO development, Johnson et al • process usefulness, product usefulness, communication usefulness, career usefulness, extra-organizational pressure, intra-organizational pressure, OO skill, general background, difficulty with OO, receptiveness to OO, complexity of OO, organizational support for OO, OO technical characteristic, expectation of OO

  5. Previous Research on Methodology • Khalifa and Verner • 利用prototyping 和 waterfall兩種方法論, 分別解釋18%和32%的變數, 認為開發流程的quality以及team size有顯著地相關

  6. Previous Research on Methodology • Orlikowski • The first one had a methodology in place and adopted a CASE tool to support the existing methodology.

  7. Theory and Hypotheses • Mutual influence between organizational and individual decisions to adopt a methodology. • Bottom-up & top-down • It is specifically this latter situation that the present research is concerned with.

  8. Theory and Hypotheses • Technology acceptance model (TAM) • Diffusion of innovations (DOI) • It should be acknowledged hat TAM includes a causal relationship from ease of use to usefulness, so that ease of use has both a direct effect on intention and an indirect effect through usefulness • TAM2, added subjective norm and voluntariness

  9. Theory and Hypotheses • The DOI theory argues that ”potential users make decisions to adopt or reject an innovation based on beliefs they form about the innovation ” • Three beliefs about innovations that are consistently relevant: relative advantage, complexity and compatibility

  10. Theory and Hypotheses • Usefulness • Complexity • Social pressure • Compatibility • Organizational mandate

  11. Perceived usefulness • Within organizational settings, people form intentions toward behaviors they believe will increase their job performance. • Johnson et al. found several usefulness elements • Khalifa and Verner , process quality and product quality • H1:perceived usefulness will be positively related to a developer’s intention to follow a methodology.

  12. Perceived complexity • Refer to the degree to which a software developer regards a methodology as difficult to follow or learn • TAM and DOI, how difficult the innovation is to understand or use • H2: perceived complexity will be positively related to a developer’s intention to follow a methodology.

  13. Perceived social pressure • TAM, did not find • TAM2, subjective norm • The attitudes and beliefs of others in groups to which an individual belong help shape technology usage behavior through overt communication or more subtle forms of suggestion. • H3: perceived social pressure will be positively related to a developer’s intention to follow a methodology.

  14. Perceived compatibility • Degree to which a software developer regards the practice of following a methodology as being his or her preexisting software development process • Johnson et al., compatibility of one’s existing skills and background in a particular development approach may influence intention formation toward the approach • H4: perceived compatibility will be positively related to a developer’s intention to follow a methodology.

  15. Perceived organizational mandate • The degree to which a developer believes that following a methodology has been dictated by an official policy currently in effect within his or her organization • H5: perceived organizational mandate will be positively related to a developer’s intention to follow a methodology.

  16. Intention • Intentions are assumed to capture the motivational factors that have an impact on a behavior • How hard people are willing to try • How much of an effort they are planning to exert

  17. Measures • A questionnaire was constructed using measurement scales adapted from previous (Appendix A for scales)

  18. Research site • A Fortune 1000 organization fitting the aforementioned sample criteria served as the research site. • 330 IT employees(145 service, 185 applications development) • No other methodology was use prior to. • Six-week given training and experience on trial projects • Each Friday, review and feedback session • Methodology documentation( approximately 150 page)

  19. Research site • 128 developers completed(69%) • Table 1

  20. Result • figure1

  21. Result • figure2

  22. Discussion • Usefulness, although significant, was comparatively weaker • Complexity was not significant • Social pressure, organizational mandate, and compatibility were all significant • Explained 63% of the developer’s intention to follow the methodology.(Khalifa and Verner,18% and 32%; TAM,40; DOI, 46)

  23. Theoretical implication of intention determinants • Usefulness generally has a beta of around 0.60 in TAM. • In present study is small(0.46) • Usefulness may not be quickly realized • Usefulness may primarily accrue to the organization rather than the individual

  24. Theoretical implication of intention determinants • The teamwork culture of software development, social pressure may be more important in this environment than an environment of IT tool use. • For less disruptive innovations, compatibility may be unimportant as a direct determinant of intention

  25. Consideration of potential indirect effects • Effect of complexity, social pressure, compatibility on intention via usefulness

  26. Managerial implications • An examination of both direct and indirect effects affords a meaningful practical interpretation of the actionable leverage points for increasing intentions • Compatibility :0.2+0.37*0.48 = 0.38

  27. Future research • Any additional determinants of methodology acceptance should be identified and incorporated into the research

  28. conclusion • By knowing the determinants of a developer’s intention, management can take appropriate action to increase the likelihood of successfully deploying a new methodology

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