An experience on using the team software process for implementing the Capability Maturity Model for software in a small organization

Software Process Improvement (SPI) has become the survival key of numerous software development organizations who want to deliver their products cheaper, faster, and better. A software process ultimately describes the way that organizations develop their software products and supporting services; meanwhile, SPI on the other hand, is the act of changing the software process and maintenance activities. This chapter purposefully describes the benefits of software process improvement. The Capability Maturity Model (CMM) and the Capability Maturity Model Integration (CMMI) are briefly surveyed and extensively discussed. Prior literature on the benefits and impacts of CMM and CMMI-based software process improvement is also highlighted.

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Becoming a Learning Organization in the Software Industry

Software Applications ◽

10.4018/978-1-60566-060-8.ch142 ◽

2009 ◽

pp. 2427-2441

Author(s):

Dev K. Dutta

Keyword(s):

Organizational Learning ◽

Learning Organization ◽

Software Industry ◽

Software Process ◽

Software Process Improvement ◽

Capability Maturity Model ◽

Maturity Model ◽

Capability Maturity ◽

Software Firm ◽

Silver Bullet

This chapter examines to what extent the implementation of Software Engineering Institute’s Capability Maturity Model (CMM) of software process improvement enables a firm to transform itself into an learning organization (LO). It argues that even though the CMM does lead the software firm forward on the route to learning, it does not go far enough. By recognizing organizational knowledge and organizational learning as the twin pillars of the LO, the author develops a conceptual framework against which the five maturity levels of CMM can be mapped and examined. This allows for an assessment of whether the CMM serves as a silver bullet in achieving the software firm’s goal of reaching the visionary state of the LO.

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Becoming a Learning Organization in the Software Industry

IT-Enabled Strategic Management ◽

10.4018/978-1-59140-908-3.ch006 ◽

2006 ◽

pp. 104-120

Author(s):

Dev K. Dutta

Keyword(s):

Organizational Learning ◽

Learning Organization ◽

Software Industry ◽

Software Process ◽

Software Process Improvement ◽

Capability Maturity Model ◽

Maturity Model ◽

Capability Maturity ◽

Software Firm ◽

Silver Bullet

This chapter examines to what extent the implementation of Software Engineering Institute’s Capability Maturity Model (CMM) of software process improvement enables a firm to transform itself into an learning organization (LO). It argues that even though the CMM does lead the software firm forward on the route to learning, it does not go far enough. By recognizing organizational knowledge and organizational learning as the twin pillars of the LO, the author develops a conceptual framework against which the five maturity levels of CMM can be mapped and examined. This allows for an assessment of whether the CMM serves as a silver bullet in achieving the software firm’s goal of reaching the visionary state of the LO.

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Software Cost Estimation and Capability Maturity Model in Context of Global Software Engineering

10.4018/978-1-6684-3702-5.ch045 ◽

2022 ◽

pp. 910-928

Author(s):

Ayub Muhammad Latif ◽

Khalid Muhammad Khan ◽

Anh Nguyen Duc

Keyword(s):

Software Engineering ◽

Cost Estimation ◽

Software Process ◽

Capability Maturity Model ◽

Maturity Model ◽

Software Cost Estimation ◽

Software Cost ◽

Capability Maturity ◽

Process Implementation ◽

Global Software Engineering

Software cost estimation is the process of forecasting the effort needed to develop the software system. Global software engineering (GSE) highlights that software development knows no boundaries and majority of the software products and services are developed today by globally-distributed teams, projects, and companies. The problem of cost estimation gets more complex if the discussion is carried out in the context of GSE, which has its own issues. Temporal, cultural, and geographical distance creates communication and software process implementation issues. Traditional software process models such as capability maturity model (CMM) lacks the dynamism to accommodate the recent trends in GSE. The chapter introduces GSE and discusses various cost estimation techniques and different levels of CMM. A couple of GSE-based case studies having CMM-level projects from multiple organizations are studied to analyze the impacts of highly mature processes on effort, quality, and cycle time.

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Are project managers informally following capability maturity model integration practices for project management?

Global Journal of Information Technology Emerging Technologies ◽

10.18844/gjit.v8i3.4048 ◽

2018 ◽

Vol 8 (3) ◽

pp. 86-94

Author(s):

Javed Iqbal ◽

Muzafar Khan ◽

Nasir Mehmood Minhas

Keyword(s):

Project Management ◽

Software Development ◽

Process Improvement ◽

Software Process ◽

Software Process Improvement ◽

Project Planning ◽

Model Integration ◽

Capability Maturity Model ◽

Maturity Model ◽

Capability Maturity

Project planning is crucial for fruitful completion of a software development project. In case of a certified software development organisation, one can guess whether the software development projects are planned properly or not. But, what to do for a non-certified organisation? The objective of this study is to address this problem. For this purpose, a questionnaire survey has been conducted by involving experienced practitioners. The results show that several software development organisations follow Capability Maturity Model Integration) Project Planning-Process Area practices unofficially. Such organisations are potential candidate organisations for software process improvement initiatives, and would be cheap and safe for successful completion of a project. Keywords: CMMI, software project management, software process improvement, specific goals, specific practices, subpractices.

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