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The goal of this research is to develop an understanding of what causes organizations and information systems to be “good” with regard to communication and coordination. This study (1) gives a theoretical explanation of how the processes of organizational adaptation work and (2) what is required for establishing and measuring the goodness of an organization with regard to communication and coordination. By leveraging concepts from cybernetics and philosophy of language, particularly the theoretical conceptualization of information systems as social systems and language communities, this research arrives at new insights. After discussing related work from systems theory, organization theory, cybernetics, and philosophy of language, a theoretical conceptualization of information systems as language communities is adopted. This provides the foundation for two exploratory field studies. Then a formal theory for explaining the adaptation of organizations via language and communication is presented. This includes measures for the goodness of organizations with regard to communication and coordination. Finally, propositions stemming from the theoretical model are tested using multiple case studies in six information system development projects in the financial services industry.
Effort estimates are of utmost economic importance in software development projects. Estimates bridge the gap between managers and the invisible and almost artistic domain of developers. They give a means to managers to track and control projects. Consequently, numerous estimation approaches have been developed over the past decades, starting with Allan Albrecht's Function Point Analysis in the late 1970s. However, this work neither tries to develop just another estimation approach, nor focuses on improving accuracy of existing techniques. Instead of characterizing software development as a technological problem, this work understands software development as a sociological challenge. Consequently, this work focuses on the question, what happens when developers are confronted with estimates representing the major instrument of management control? Do estimates influence developers, or are they unaffected? Is it irrational to expect that developers start to communicate and discuss estimates, conform to them, work strategically, hide progress or delay? This study shows that it is inappropriate to assume an independency of estimated and actual development effort. A theory is developed and tested, that explains how developers and managers influence the relationship between estimated and actual development effort. The theory therefore elaborates the phenomenon of estimation fulfillment.