Abstract
The technical support team at a small European software firm was in virtual revolt. The product that they supported was error‐prone and after three rounds of redundancies morale was at an all time low. With the arrival of a new management team, the support manager was given the remit to drastically improve productivity and increase the revenue potential of the department. Through a case‐based approach, both qualitative and quantitative methods are used to evaluate the applicability of the goals, questions, indicators, measures (GQIM) approach in a field environment, illustrating the practical application of the conceptual work on goal‐based methodologies that was previously presented in this journal (2002).
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