A comparative study of software process improvement implementation success factors

2015 ◽  
Vol 27 (9) ◽  
pp. 700-722 ◽  
Author(s):  
Mahmood Niazi
Keyword(s):  
Comparative Study ◽  
Process Improvement ◽  
Success Factors ◽  
Software Process ◽  
Software Process Improvement ◽  
Implementation Success

Using Grounded Theory to Acquire Knowledge About Critical Success Factors for Conducting Software Process Improvement Implementation Initiatives

2011 ◽  
Vol 7 (3) ◽  
pp. 43-60 ◽  
Author(s):  
Mariano Angel Montoni ◽  
Ana Regina Cavalcanti da Rocha
Keyword(s):  
Grounded Theory ◽  
Process Improvement ◽  
Critical Success Factors ◽  
Success Factors ◽  
Software Process ◽  
Software Process Improvement ◽  
Successful Implementation ◽  
Knowledge Framework ◽  
Critical Success ◽  
Develop Software

The successful implementation of Software Process Improvement (SPI) depends not only on the abilities of practitioners to identify processes modifications that may help to increase organizations capabilities to develop software, but also abilities to overcome barriers that can jeopardize the organizational change process provoked by SPI initiatives. The literature reports show that SPI practitioners must have experienced skills to overcome common social-cultural factors that pose as critical barriers for successfully implementing SPI. Nevertheless, there is no consensus in the area about what the critical success factors are for conducting SPI implementation initiatives. This work presents a study based on Grounded Theory methodology to acquire knowledge about SPI critical success factors. The main product of this study is a theoretical knowledge framework consisting of a set of inter-related categories grounded on a set of propositions that explains the phenomenon associated to the success of SPI implementation initiatives.

Success Factors and Motivators in SPI

2012 ◽  
pp. 308-319
Author(s):  
Andreas Munk-Madsen ◽  
Peter Axel Nielsen
Keyword(s):  
Process Improvement ◽  
Positive Feedback ◽  
Feedback Loop ◽  
Success Factors ◽  
Software Process ◽  
Software Process Improvement ◽  
Maturity Level ◽  
Positive Feedback Loop ◽  
Software Companies ◽  
Level 2

The authors report in this article from a survey of medium-sized and large software companies in Denmark where major variations were found in the practice of software process improvement (SPI). Many software companies intend to do SPI; but few companies invest the necessary effort in improvement, and few perform maturity assessments. In general, across the surveyed companies, the effects of SPI are very limited. The study also found that internal motivators are more frequent than external motivators. This article presents and discusses the survey and the results. It also discusses implications for IT organizations and professionals and recommends: (1) assessing the maturity level; (2) allocating sufficient resources to SPI; and (3) creating a positive feedback loop between SPI benefits and SPI efforts.

Success Factors and Motivators in SPI

2011 ◽  
Vol 2 (4) ◽  
pp. 49-60 ◽  
Author(s):  
Andreas Munk-Madsen ◽  
Peter Axel Nielsen
Keyword(s):  
Process Improvement ◽  
Positive Feedback ◽  
Feedback Loop ◽  
Success Factors ◽  
Software Process ◽  
Software Process Improvement ◽  
Maturity Level ◽  
Positive Feedback Loop ◽  
Software Companies ◽  
Level 2

The authors report in this article from a survey of medium-sized and large software companies in Denmark where major variations were found in the practice of software process improvement (SPI). Many software companies intend to do SPI; but few companies invest the necessary effort in improvement, and few perform maturity assessments. In general, across the surveyed companies, the effects of SPI are very limited. The study also found that internal motivators are more frequent than external motivators. This article presents and discusses the survey and the results. It also discusses implications for IT organizations and professionals and recommends: (1) assessing the maturity level; (2) allocating sufficient resources to SPI; and (3) creating a positive feedback loop between SPI benefits and SPI efforts.

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