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.

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.

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.

Planning Knowledge for Phased Rollout Projects

2007 ◽  
Vol 38 (3) ◽  
pp. 45-60 ◽  
Author(s):  
Douglas C. Bower ◽  
Derek H. T. Walker
Keyword(s):  
Organizational Learning ◽  
Conceptual Model ◽  
Action Learning ◽  
Real Life ◽  
Learning Opportunities ◽  
Project Managers ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Management Change ◽  
Capability Maturity

This paper explores how projects that can be considered as repeatable and replicable in a sequence of deliverables over a period of time can be planned and executed (rolled out) in a way that maximizes knowledge transfer and production from one execution to the next. A variety of management disciplines were reviewed to understand the way that project and program rollouts are treated in IT, product development, organizational learning, and manufacturing literature. These reviews enabled the development of a conceptual model to describe how planning and implementing the rollout of a product or service can be more knowledge-focused and an accompanying capability maturity model. Several examples from real life, including one experienced by one of the authors, were used to illustrate and test the conceptual model. The model integrates knowledge management, change control, and planning in a way that can develop organizational learning and the authors assert that this can improve productivity and both tangible and intangible returns to those that follow the model. An accompanying capability maturity model is also presented. The conceptual model, while initially tested against several real-life cases, needs to be tested against a new set of projects as an action learning research project in order to more fully develop knowledge of the dynamics of learning and improvement in rollout projects. The implication is that when project managers undervalue important learning aspects of phased rollouts, they may miss important organizational learning opportunities.

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

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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