Impact of knowledge sharing upon planning for software development programs

by Bowen, Darryl J., Ph.D., CAPELLA UNIVERSITY, 2010, 116 pages; 3432151


The purpose of the study is to establish the relationship between knowledge sharing during SISP and ISSP, with focus on software development project planning. This study focuses on the following hypothesis: If organizational interaction and knowledge sharing is applied, the effectiveness of planning for software development programs will be improved. This research provides a focus relative to the need for horizontal and vertical interaction throughout an organization during planning. Organizational interaction is intended to leverage the benefit of knowledge sharing by showing gains when planning draws upon the tacit knowledge within individuals or organizational cross-functional teams. This study utilized a quantitative research methodology that employed a non-experimental survey design with multiple-choice intensity questions assigned values in a Likert-type scale. Data was collected from individuals in the aerospace industry involved in either military or commercial software development programs. Findings suggest a lack of success in the execution of programs, even though senior knowledgeable individuals develop program plans. The data suggests a lack of appreciation of the significance regarding the ability of individuals to share their tacit knowledge to effect explicit knowledge regarding planning and planning process improvement. Future research should focus on planning success achieved by an organization resulting from tacit knowledge sharing. Focus should be given to means by which tacit knowledge could be collected and leveraged including collection methods, amalgamation guidelines, and assimilation techniques. This study substantiates the relationship between software project success and sharing knowledge during program planning. The program planning process would be positively affected by sharing tacit knowledge during the planning phase, that organizational knowledge sharing is not formally being used, and that projects are not delivered to plan. These results establish the criticality of organizations expanding their means for collecting and developing explicit knowledge from metrics collection and scorecards which, over time when modeled and studied, may reveal additional insights to improving organizational procedures for the improvement of planning, to include the sharing collection of tacit knowledge.

AdviserRichard Yellen
Source TypeDissertation
SubjectsManagement; Information technology; Organizational behavior
Publication Number3432151

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