TASK 4
A myth is a story with a purpose. It tries to explain the way the world is. Myths also try to explain the relationship between gods and humans. Even though the events in a myth are usually impossible, they try to send a message that has an important socia
l or religious meaning. People have always
tried to figure out common questions like who made the universe or ques
tions like what causes a storm. Religion, gods, and myths were created when
people tried to make sense out of these questions. For early people myths were like sci
ence because they explain how things work. They also explained other questions that are now answered through modern science.
Myths and urban legends have become integrated into our daily lives. TV shows, such as MythBusters, tackle myths through experiments, which attempt to either debunk these myths or to explain the facts behind these myths. Myths exist also in science and hinder the progress of knowledge. For instance, the annual Workshop on Duplicating, Deconstructing, and Debunking provides a forum to “deconstruct prior findings by providing greater, in-depth insight into causal relationships or correlations” in the computer architecture domain.
Software Engineering (SE) contains its own set of myths and urban legends. The experience gained by researchers in the software maintenance community should be valuable in studying various SE myths and in separating myths from facts. The goal of this half-day working session is to increase awareness of many SE myths and to offer an open venue to discuss and understand them. The organizers are collecting popular SE myths online through a Wiki. We will select two myths for discussion in the working session. For each myth, we will invite advocates and opponents to facilitate the discussion. The deliverable of the working session will be a collection of arguments and facts (e.g., published studies and experience reports) for each myth. Additionally, we will poll the audience before and after the session on each myth to decide if it is myth or fact.
There are several type of myth according to our task 4 we suppose to discuss about those three type of myth :-
- Management Myths
- Customer Myths
- Practitioner Myths
Myth 1: Electronic Quality Systems are only for big companies
This prevalent myth asserts that an electronic QMS is designed and meant only for large organizations with multiple sites. The fact is, that in such a competitive environment, it is mandatory for every organization to track and control documents, manage non-conformances, and adhere to regulatory requirements - whatever the company size, amount of locations, or number of employees. All companies must demonstrate the highest standards and quality to auditors if they are to be certified to a standard that meets industry regulations, as well as customer demands. Achieving these goals can be easy with an electronic QMS that ensures continuous improvement, critical information security, issue visibility, quick problem resolution, and fast regulatory approvals in order to effectively and efficiently market new products.
Myth 2: Deploying an Electronic Quality System can cost companies huge sums of money
The demand for quality management software has increased the competition amongst vendors. Companies can select an electronic QMS at an affordable price. Many vendors now offer less-expensive, cost effective quality management software through services such as on demand / SaaS, where the software is hosted on the vendor's server. Additionally, this reduces the cost of ownership by over 60% and makes the implementation possible in days, rather than weeks, all for a small monthly fee.
Myth 3: Only Technical Personnel can use Quality Management Software
It is a common misconception that anything relating to software is in the realm of an organization's technical team. It gives rise to this myth that only IT departments / technical personnel of companies can handle and use electronic quality systems. The fact is, there are quality management programs which are designed for everyday users who are familiar with internet usage - programs designed to be user-friendly and intuitive. In essence, anyone who can surf the internet can easily use a well-designed electronic QMS system. Further, quality management software is far easier to use than a paper-based system, as the QMS software will typically include help manuals and technical support. Moreover, deploying software through an on demand service doesn't even require an IT department, as the vendor has a support team that installs and implements the software.
Myth 4: Poor to no return on investment on Quality Management Software
When considering the use of a QMS, senior management will usually question the QMS's potential return on investment. Various studies show that using software for quality management can save administrative time, reduce printing costs, improve production cycles, speed up change control processes, and improve speed of response - all of which adds up to a considerable return on investment. One of the biggest costs relates to risk; a good QMS will substantially reduce the risk of incorrect documentation like specifications or inspections being used and can thus provide a difficult to quantify, yet significant savings. Depending on the scope of implementation, a QMS can offer return on investment in as little as 12 months.
Myth 5: Risk of losing data with an Electronic Quality Management System
One of the more persistent myths associated with QMS systems involves the perception that the electronic storage of data is somehow riskier than retaining paper versions of the data. In fact, electronic documents are far safer than any other methods of documentation. Ask yourself a question: Do you back up the files in your cabinet every day? Probably not, but with an electronic QMS, you can create a backup of all your data every night, therefore ensuring that your data is always safe and secure. Do you have a copy of your paper system off site? With an electronic QMS, this is normal - or at least it should be.
When you are looking for ways to save administrative costs, increase employee productivity, improve business performance, and speed up the customer response process, an electronic QMS is a must-have. Deploying a QMS through on-demand / SaaS solution is a hassle-free and cost-effective route for small and medium sized enterprises.
2.Customer Myths
As customer experience management (CEM) continues to gain importance in the minds of today's CEOs, more and more companies are taking on customer experience management projects to improve customer satisfaction, develop better customer insights, nurture customer loyalty and advocacy, and improve customer lifetime value. The rapid rise to the top echelons of strategic priority has brought an unfortunate side affect; numerous customer experience management myths have begun to form due to a flood of conflicting definitions, perspectives and over-hyped promises.
For any company seeking to establish or improve its CEM capabilities, it's important to dispel these myths once and for all.
Myth 1: Net Promoter Score (NPS) is the Only Metric You Need
The customer experience can be broad, long running, it can span channels, and is influenced by any combination of internal and external factors. Attempting to measure it effectively with a single metric such as customer satisfaction or net promoter score is overly simplistic and risky. Effectively managing the customer experience requires effective measurement and management of a portfolio of metrics that will provide a true measure of what is - or is not - working.
The Net Promoter Score (NPS) is a measure of customer advocacy that was the centerpiece of Fred Reichheld's 2006 book titled 'The Ultimate Question.' The net promoter score is calculated by taking the percent of customers who are promoters less the percent of customer who are detractors. Obviously, the higher the resulting number - the better.
Myth 2: Customer Experience is Just a New Term for Customer Service
Customer service just doesn't measure up to the customer experience. Make no mistake, customer service is as important as ever; delivering great customer service is one of the most tangible and visible methods for improving customer satisfaction. Customer service, however, represents only a small fraction of the overall customer experience. Companies that talk themselves into a false sense of accomplishment by focusing only on customer service are missing the bigger picture; customer experience encompasses much more that just customer service.
Myth 3: Each Channel Should Have A Unique Customer Experience
Thanks to technology and multiple points of presence, business just keeps getting more complex. Innovations in technology have brought new channels such as the call center, Internet, and now mobile channels in many industries. Many businesses, anxious to stay in the game, jump in with new channel offerings without an integrated view of the customer.
Granted, each channel has unique characteristics and can be used in different ways and for different purposes by the customer. Treating each channel experience as unique and independent, however, is a recipe for disaster. Each channel may indeed be different; the customer experience shouldn't be.
Myth 4: A Centralized Customer Database Provides a 360-degree View of the Customer
Establishing a 360-degree view of the customer has long been the holy grail of any CRM program. Many companies consolidate their multiple customer databases into a centralized customer database and declare victory. Although establishing a single customer database is foundational to a 360-degree view of the customer, a customer database alone often won't provide your company with a complete view of the customer.
Myth 5: CRM Software = Customer Experience Solution
As CRM concepts have matured, the hype-engines have been thrust into overdrive. The resulting marketing can make it difficult to differentiate between CRM and CEM. But make no mistake; Customer Experience Management is much different that Customer Relationship Management. Choosing a CRM software solution to solve your customer experience issues can miss the mark.
3.Practitioner Myths
Myths that are still believed by software practitioners have been fostered by over 50 years of programming culture. During the early days of software, programming was viewed as an art form. Old ways and attitudes die hard.
Myth 1: Once we write the program and get it to work, our job is done.
Someone once said that the sooner you begin writing code, the longer it’ll take you to get done. Industry data indicate that between 60 and 80 percent of all effort expended on software will be expended after it is delivered to the customer for the first time.
Myth 2: Until i get the program running. I have no way of assessing its quality.
One of the most effective software quality assurance mechanisms can be applied from the inception of a project – the formal technical review. Software reviews are a “quality filter” that have been found to be more effective than testing for finding certain classes of software errors.
Myth 3: The only deliverable work product for a successful project is the working program.
A working program is only one part of a software configuration that includes many elements. Documentation provides a foundation for successful engineering and a more importantly, guidance for software support.
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