Achieving Software Development Performance Improvement Through Process Change

2006 ◽  
pp. 43-53 ◽  
Author(s):  
Ross Jeffery
Keyword(s):  
Software Development ◽  
Performance Improvement ◽  
Process Change

scholarly journals Actionable Program Analyses for Improving Software Performance

2020 ◽  
pp. 113-140
Author(s):  
Marija Selakovic
Keyword(s):  
Software Development ◽  
Performance Improvement ◽  
Constant Pressure ◽  
Software Performance ◽  
Limited Knowledge ◽  
Significant Performance ◽  
Code Changes ◽  
Performance Analyses ◽  
Performance Issues ◽  
Code Optimizations

AbstractNowadays, we have greater expectations of software than ever before. This is followed by the constant pressure to run the same program on smaller and cheaper machines. To meet this demand, the application’s performance has become an essential concern in software development. Unfortunately, many applications still suffer from performance issues: coding or design errors that lead to performance degradation. However, finding performance issues is a challenging task: there is limited knowledge on how performance issues are discovered and fixed in practice, and current profilers report only where resources are spent, but not where resources are wasted. In this chapter, we investigate actionable performance analyses that help developers optimize their software by applying relatively simple code changes. We focus on optimizations that are effective, exploitable, recurring, and out-of-reach for compilers. These properties suggest that proposed optimizations lead to significant performance improvement, that they are easy to understand and apply, applicable across multiple projects, and that the compilers cannot guarantee that these optimizations always preserve the original program semantics. We implement our actionable analyses in practical tools and demonstrate their potential in improving software performance by applying relatively simple code optimizations.

scholarly journals Mind the gaps: increasing the impact of IS research on ISD performance improvement

2015 ◽  
Vol 19 ◽  
Author(s):  
Niamh O Riordan ◽  
Garry Lohan ◽  
Kieran Conboy
Keyword(s):  
Software Development ◽  
Performance Improvement ◽  
Geographic Location ◽  
Poor Performance ◽  
System Quality ◽  
Organizational Mission ◽  
Software Development Methodologies ◽  
Industry Sectors ◽  
The Impact ◽  
Metrics And Measurement

Poor performance has pervaded the last forty years of software development, evident across industry sectors, project size, budget, geographic location, system quality and functionality, and exacerbated by increased criticality of IT in organizational mission and strategy. A significant body of research has investigated the potential of emerging development methodologies to address these shortcomings but the effectiveness of these methods is largely supported by anecdotal evidence. At the same time, metrics and measurement are known to affect ISD performance but the existing literature on ISD metrics is misaligned with practitioners’ needs, leading to a lack of clarity about ISD metrics in practice. This paper presents an interdisciplinary literature review on ISD metrics to identify the underlying reasons for this misalignment and evaluate the extent to which existing literature can be used to better understand the impact of emerging software development methodologies on ISD performance.

Increasing the percentage of advance directives in patient medical records.

2018 ◽  
Vol 36 (30_suppl) ◽  
pp. 226-226
Author(s):  
Christopher A. Waynick ◽  
Jan Conwill ◽  
Victor Gian
Keyword(s):  
End Of Life ◽  
Performance Improvement ◽  
Medical Records ◽  
End Of Life Care ◽  
Process Change ◽  
High Resource ◽  
Performance Metric ◽  
Fishbone Diagram ◽  
Advance Care ◽  
And Control

226 Background: Advance care planning is often initiated too late, which leads to added stress and high resource utilization at the end of life which is contrary to many patients’ wishes. Ideally, discussing patient’s wishes should start early. An advance directive (AD) documents patient preferences for end-of-life care. Methods: In order to improve this process, the team used the DMAIC process: Define, Measure, Analyze, Improve, and Control. In the define phase, 79 new cancer diagnosis patients’ medical records were reviewed and completed. This revealed that 25.58% of these patients claim to have an AD, but only 5% have an AD documented in their record within 30 days of their first visit. Upon further discussion with staff, there was no standard process. The focus performance metric for the project was to have the AD in the chart within 30 days of their first visit. Goal was set at 20%. Analyzing the process was as follows: Process map, Fishbone diagram to determine potential improvements. Priority pay-off matrix. The most effective process change would be to add a notice in the new patient packet for the patient to bring their AD with them to their first visit. Results: The first iteration of the improve phase included the notice created in the analyze phase. After completion, 60% of patients had an AD in their chart within 30 days of their first visit. For the second iteration, the team worked with psychology staff to create a letter to the patient explaining the advantages of having an AD in the chart. Results were 100% of the performance improvement metric. Controlling this process change is simple, but continuing a 100% target is difficult. Some patients who do not have an AD in their chart feel uncomfortable with it or do not understand what it is. Future improvements include patient education processes and provider discussions with the patients to ensure an 80% target is maintained. Conclusions: The team learned developing and communicating a formal process is imperative to achieving the target. Also important is to communicate clearly with the patients, enabling them to understand what (and why) their provider needs from them.

Evolutionary Software Development to Support Organizational and Business process Change: A Case Study Account

1996 ◽  
Vol 11 (3) ◽  
pp. 185-198 ◽  
Author(s):  
Peter Kawalek ◽  
Jenny Leonard
Keyword(s):  
Software Development ◽  
Software Systems ◽  
Process Change ◽  
Software Applications ◽  
Business Change ◽  
Economic Climate ◽  
Software Development Methodologies ◽  
Role Of It

This paper addresses the issues of software development in situations of organizational and process change. There is wide agreement in the literature that organizations have to be increasingly flexible in order to survive in the current economic climate. They must innovate, replicate, adapt and extemporize. As they do so, the requirements they have of their software applications are likely to change. Equally, as new software solutions are provided, new opportunities for business change arise. The situation is made still more complex because even if the needs of organizations were stable, we still could not be certain of the validity of an application's functions. This is because the process of program development is inherently uncertain. From this situation arise difficult, practical challenges for those concerned with the deployment of software in organizations. Starting with a consideration of the nature of organizations themselves, this paper takes looks at these problems by moving between three related points. It looks at software development methodologies and suggests that these have in the past tended to assume that discrete IT solutions can be cast for a ‘steady state’ which the organization is attempting to achieve. From the second vantage point it looks at the role of IT staff in supporting the operational needs of the organization. The third is the nature of software systems themselves.

SURVIVING SEPSIS CAMPAIGN(SSC)PERFORMANCE IMPROVEMENT PROGRAM: DEMONSTRATION OF PROCESS CHANGE.

2006 ◽  
Vol 34 ◽  
pp. A107 ◽  
Author(s):  
Christa A Schorr ◽  
Stephen Trzeciak ◽  
Faluso Fakorede ◽  
Joseph E Parrillo ◽  
R Phillip Dellinger
Keyword(s):  
Performance Improvement ◽  
Surviving Sepsis Campaign ◽  
Process Change ◽  
Improvement Program

Application of Change Control Technology in Weapon Equipment Software Configuration Management

2013 ◽  
Vol 712-715 ◽  
pp. 2692-2696
Author(s):  
Cui Fang Zheng ◽  
Li Qin Jiang ◽  
Zhi Jie Wu
Keyword(s):  
Software Development ◽  
Configuration Management ◽  
Control Process ◽  
Implementation Process ◽  
Software Configuration Management ◽  
Software Life Cycle ◽  
Process Change ◽  
Software Configuration ◽  
Software Quality Management ◽  
Management Work

Software configuration management (SCM), usually call configuration management, it runs through the entire software life cycle, it can bring software development onto a repeatable, manageable way. This paper analyze the actuality of weapon equipment software quality management work, combined with the weapon equipment softwares characteristic, SCM implementation process is put forward, then the method, process and requires of SCM are presented in detail, focusing on the change control which is the key process of SCM. According practical software development, it describes the application of change control in Weapon equipment SCM from the state of change request, change control process, change request strategy several aspects.

Abstract T P264: Start the Clock- Stop the Clot- Decreasing Door to tPA Times

Stroke ◽  
2014 ◽  
Vol 45 (suppl_1) ◽  
Author(s):  
Cheryl Deitch ◽  
Jennifer Cummins
Keyword(s):  
Performance Improvement ◽  
American Heart ◽  
Heart Association ◽  
Process Change ◽  
Exclusion Criteria ◽  
Improvement Project ◽  
Policies And Procedures ◽  
Get With The Guidelines ◽  
Improvement Team ◽  
Targeted Approach

Background and Purpose: A process improvement project was identified in 2012 by our hospital stroke committee surrounding timeliness of administering tPA to eligible patients. Stroke committee members came together to identify these barriers and develop a more efficient process of administering tPA. The purpose of this project was to decrease our door to needle times. Our average door to needle times for the previous two years was 77 minutes. Opportunities for improvement that were identified prior to implementation included decreasing turn around times for laboratory studies, delayed decision making by patient and/or family, and time needed to perform additional clinical tasks. Methods: A door to needle performance improvement team was formed. They first reviewed past cases to determine reasons for delays and used performance improvement techniques to determine current and ideal states and gaps in the process. The team discovered that staff needed a single resource with all of the necessary policies and procedures they would need to administer tPA. A reference folder was created that included job cards for all members of the care team identifying their roles and duties; checklists with procedural steps; patient education materials; tPA precaution signs, and inclusion/exclusion criteria checklist. Several other strategies implemented included purchasing timers to remind staff of target times, having designated IV pumps for tPA use only, and partnering with the Laboratory to expedite results. The final step in our process was to educate the staff on this process change and provide feedback on successes and opportunities for improvement. Results: For the most recent year 7/1/2012-6/30/2013- 10 out of 11 (90.9%) patients receiving tPA did so within 60 minutes. Conclusions: By implementing this targeted approach to administering tPA in less than 60 minutes, we have achieved for the third time in a row, the Target Stroke Award through Get with the Guidelines/American Heart Association. Within our health system, we are the only facility that has achieved this goal.

Sign in / Sign up

Export Citation Format

Share Document