The report investigates the usefulness of CCM through action research in a company. The company participating is a Danish energy supplying company by the name Eniig.
Themes explored in this report are:
• Knowledge sharing and visualization of problems hindering the effective knowledge sharing
• How the complexity of a project require an ability to easily adapt to changes through the project and how the organizational structure may impact projects
• Qualitative data collection techniques and how they can impact the general usefulness of a method
The usage of CCM as a tool for investigating knowledge sharing as a concept, has until now been focused on agile companies in Australia.
By using CCM in a different context, the tool can be further developed based on the gathered experience for changes.
The CCM will be worked into a project running in the company. The project is about mapping existing workflows and processes from one Customer Relationship Management system, to a newer version. Because of lacking documentation, the workflows and processes are remapped from the button with introduces a lot of uncertainty.
The method of usage as described by Ghobadi and Mathiassen, will be the basis for the practical usage in this report.
In order to fit a Danish and non-agile context, terms and barriers will be translated and adjusted.
The CCM maps helps some of the project participants finding and implementing enhancements to the software development process. The CCM maps also sheds light onto organizational factors, which does not support the projects needs for knowledge sharing.
The usefulness of CCM showed in this report is limited to the project participants and their current ways of adapting and enhancing their development process. The organizational problems, while interesting for the project manager, were ultimately not able to inspire changes in the company.
Based on the feedback and observations done through the process, suggestions improvements by both the inclusion of analysis techniques to faster process the collected data, the conduction of the data collection interviews and presentations, and the way of visualizing the CCM maps.
The report concludes that CCM used in a non-agile organization, enables visualization of knowledge sharing barriers, as well as generate a better understanding of the agile principals and by extension the understanding of project management.