An evaluation of CMMI process areas for small‐ to medium‐sized software development organisations

Wilkie, F. G.; McFall, Donald; McCaffery, Fergal

doi:10.1002/spip.223

Cited by 48 publications

(51 citation statements)

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“…It is argued that a better understanding of the relative value of CMMI practices perceived by organisations and practitioners is expected to enable SPI program managers to concentrate more on ''high perceived value" practices. Other researchers have also studied the relative ''perceived value" of CMMI practices with the aim of helping practitioners [61]. This research purports to extend the findings of Wilkie et al [61] by conducting a similar study in two different countries, i.e.…”

Section: Introductionmentioning

confidence: 83%

“…Other researchers have also studied the relative ''perceived value" of CMMI practices with the aim of helping practitioners [61]. This research purports to extend the findings of Wilkie et al [61] by conducting a similar study in two different countries, i.e. Malaysia and Vietnam, which have been attracting a significant number of software outsourcing contracts from Ireland, where Wilkie et al carried out their study.…”

Section: Introductionmentioning

confidence: 87%

“…Researchers have also been emphasising the important role of identifying the relative ''perceived value" (i.e. the extent to which 0950 a CMMI level 2 specific practice is perceived to add value to a project or an organisation based on the perceptions and experiences of practitioners) of different CMMI practices [61]. It is argued that a better understanding of the relative value of CMMI practices perceived by organisations and practitioners is expected to enable SPI program managers to concentrate more on ''high perceived value" practices.…”

Section: Introductionmentioning

confidence: 99%

“…Malaysia and Vietnam, which have been attracting a significant number of software outsourcing contracts from Ireland, where Wilkie et al carried out their study. Wilkie et al [61] have described the results of CMMI software process appraisal with six small-to-medium sized software development companies. They have identified ''commonly practiced" or ''not practiced" elements of the model that lead them to the notion of perceived value associated with each specific CMMI practice.…”

Section: Introductionmentioning

confidence: 99%

“…They have identified ''commonly practiced" or ''not practiced" elements of the model that lead them to the notion of perceived value associated with each specific CMMI practice. However, we have decided to identify the relative value of different practices of CMMI level 2 process areas based on practitioners' perceptions and experiences rather than based on process appraisal like Wilkie et al [61]. We believe that software practitioners usually associate different values to different CMMI practices and the relative value of a practice may encourage or discourage them from fully supporting a particular practice.…”

Section: Introductionmentioning

confidence: 99%

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Identifying high perceived value practices of CMMI level 2: An empirical study

Niazi

Babar

2009

Information and Software Technology

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a b s t r a c tObjective: In this paper, we present findings from an empirical study that was aimed at identifying the relative ''perceived value" of CMMI level 2 specific practices based on the perceptions and experiences of practitioners of small and medium size companies. The objective of this study is to identify the extent to which a particular CMMI practice is used in order to develop a finer-grained framework, which encompasses the notion of perceived value within specific practices. Method: We used face-to-face questionnaire based survey sessions as the main approach to collecting data from 46 software development practitioners from Malaysia and Vietnam. We asked practitioners to choose and rank CMMI level 2 practices against the five types of assessments (high, medium, low, zero or do not know). From this, we have proposed the notion of 'perceived value' associated with each practice. Results: We have identified three 'requirements management' practices as having a 'high perceived value'. The results also reveal the similarities and differences in the perceptions of Malaysian and Vietnamese practitioners with regard to the relative values of different practices of CMMI level 2 process areas. Conclusions: Small and medium size companies should not be seen as being ''at fault" for not adopting CMMI -instead the Software Process Improvement (SPI) implementation approaches and its transition mechanisms should be improved. We argue that research into ''tailoring" existing process capability maturity models may address some of the issues of small and medium size companies.

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Section: Introductionmentioning

confidence: 83%

Section: Introductionmentioning

confidence: 87%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Identifying high perceived value practices of CMMI level 2: An empirical study

Niazi

Babar

2009

Information and Software Technology

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An empirical examination of the extent of software process improvement in software SMEs

Clarke

O’Connor

2013

J Software Evolu Process

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SUMMARYAlthough earlier studies revealed much about software process improvement (SPI) in Small-to Medium-sized Enterprises (software SMEs), no earlier research set out to determine the full extent of SPI being implemented in software SMEs. Therefore, this study was designed from the outset to elicit all instances of SPI, which we term SPI events -no matter how small or informal. We make the important new discovery that SMEs initiate a considerable amount of SPI, albeit in varying quantities in different organisations. No earlier study reported that the practice of SPI was so widespread in software SMEs, and this is perhaps related to the extensive scope of the enquiry adopted in this study. Our study also finds that the significant majority of SPI in software SMEs is minor or moderate in nature, sometimes leveraging the human capital via improvements in tacit knowledge. Software development is an intrinsically human intensive activity and it therefore follows that the maximisation of the human capital in an organisation is a source of competitive advantage. However, contemporary process maturity frameworks and quality management standards do not fully exploit the capacity of human capital and may therefore diminish rather than improve the competitive advantage of software SMEs.

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Measuring the maturity of Indian small and medium enterprises for unofficial readiness for capability maturity model integration‐based software process improvement

Singh

Gill

2020

J Software Evolu Process

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Establishing the maturity levels of ‐ Small and Medium Enterprises (SMEs) without Capability Maturity Model Integration (CMMI) certification has always been regarded as an extremely challenging task. Software process improvement (SPI) has targeted to monitor and improve software processes, thereby improving the software business. Although there is scientific interest in SPI, little attention has been specifically given to the exploration of maturity levels for non‐CMMI SMEs. The goal is to explore the effect of time on process maturity and maturity levels achieved informally or unofficially by SMEs that are not otherwise CMMI certified. To find out the maturity levels achieved informally, a CMMI‐DEV v1.3 based survey questionnaire is administered to Indian software SMEs. Time of establishment of SMEs and follow‐up of CMMI‐based processes and practices unofficially are used as two important parameters to decide upon process maturity and achievement of specific CMMI level informally. This paper has been successful in ascertaining the effect of time of establishment of SMEs and follow‐up of CMMI‐based processes on process maturity using proposed RuleML that advocates adoption of more than 70% of CMMI‐DEV v1.3 process area‐specific practices for an SME to be unofficially ready for CMMI‐based SPI initiatives. The findings manifest multidimensional aspects of unofficial readiness of SMEs for CMMI‐based SPI that can be used by relevant authorities to select SMEs for funding for SPI initiatives. Finally, the proposed work has been validated statistically using t‐test for CMMI Level II and Level III.

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An evaluation of CMMI process areas for small‐ to medium‐sized software development organisations

Cited by 48 publications

References 1 publication

Identifying high perceived value practices of CMMI level 2: An empirical study

Identifying high perceived value practices of CMMI level 2: An empirical study

An empirical examination of the extent of software process improvement in software SMEs

Measuring the maturity of Indian small and medium enterprises for unofficial readiness for capability maturity model integration‐based software process improvement

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