ISO 9000, SEI Capability Maturity Model (CMM), and Continuous Software Process Improvement

1999 ◽  
Keyword(s):  
Process Improvement ◽  
Software Process ◽  
Software Process Improvement ◽  
Iso 9000 ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Capability Maturity

Benefits of CMM and CMMI-Based Software Process Improvement

2014 ◽  
pp. 1385-1400 ◽  
Author(s):  
Maged Abdullah ◽  
Rodina Ahmad ◽  
Lee Sai Peck ◽  
Zarinah Mohd Kasirun ◽  
Fahad Alshammari
Keyword(s):  
Process Improvement ◽  
Software Process ◽  
Software Process Improvement ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Software Products ◽  
Capability Maturity ◽  
Development Organizations ◽  
Prior Literature ◽  
Maintenance Activities

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.

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

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.

Benefits of CMM and CMMI-Based Software Process Improvement

2011 ◽  
pp. 224-240
Author(s):  
Maged Abdullah ◽  
Rodina Ahmad ◽  
Lee Sai Peck ◽  
Zarinah Mohd Kasirun ◽  
Fahad Alshammari
Keyword(s):  
Process Improvement ◽  
Software Process ◽  
Software Process Improvement ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Software Products ◽  
Capability Maturity ◽  
Development Organizations ◽  
Prior Literature ◽  
Maintenance Activities

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.

Becoming a Learning Organization in the Software Industry

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.

Becoming a Learning Organization in the Software Industry

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.

Introducing Agility into Plan-Based Assessments

2011 ◽  
pp. 281-314
Author(s):  
Minna Pikkarainen ◽  
Fergal McCaffery
Keyword(s):  
Software Development ◽  
Process Improvement ◽  
Software Process ◽  
Cost Effective ◽  
Software Process Improvement ◽  
Maturity Model ◽  
Capability Maturity ◽  
Improvement Programme ◽  
Development Assessment ◽  
Software Development Practices

Agile or Plan-driven approaches to software process improvement (such as the Capability Maturity Model Integration (CMMI) and the ISO/IEC 15504 standard) claim to provide companies with improved processes, higher quality software and faster software development. Assessment is an important component of any software process improvement programme, as in order for an organisation to commence an improvement programme, they must first be aware of the current state of their software development practices. Therefore, in the case of small companies such assessments need also to be cost effective and focused only on the most relevant process areas.

scholarly journals Practices and Techniques for Engineering Process Capability Models

2010 ◽  
Vol 13 (1) ◽  
Author(s):  
Clenio F. Salviano ◽  
Márcia R. M. Martinez ◽  
Alessandra Zoucas ◽  
Marcello Thiry
Keyword(s):  
Process Improvement ◽  
Software Process ◽  
Process Capability ◽  
Software Process Improvement ◽  
Maturity Model ◽  
Engineering Process ◽  
Current Version ◽  
Maturity Level ◽  
Capability Maturity ◽  
Initial Validation

Software Process Improvement, based on a Maturity Level or a Process Capability Profile, from a Capability Maturity Model or an ISO/IEC 15504-based model, is well established in the software industry as a successful practical means for improving software intensive organizations. In consequence there is an opportunity to understand how these models have been developed and consolidate this knowledge to support the development of new models by a broader community including the industry. This article introduces practices and techniques of a Method Framework for Engineering Process Capability Models as an element of a methodology on a Process Capability Profile to drive Process Improvement. This method framework is based on previous experiences to develop different process capability models. Its current version is composed of sequential practices, customization rules, guidelines for using the framework, a repository for examples of utilization and another repository for examples of techniques. This method framework is part of a methodology. An initial validation indicates a first confidence that this method framework is a useful proposal for developing methods and processes for engineering process capability models.

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