An exploratory study of why organizations do not adopt CMMI

Abstract. This paper compares and contrasts the results of two similar studies into the software process practices in Irish Small and Very Small Enterprises. The first study contains rich findings in relation to the role and influence of managerial experience and style, with particular respect to the company founder and software development managers in small to medium seized enterprises (SMEs), whilst the second study contains extensive findings in relation to people and management involvement / commitment and SPI goal planning in very small enterprises (VSEs). By combining these results of these two studies of Irish SMEs/VSEs we can develop a rich picture of managerial commitment towards SPI and in particular explore the similarities between Small and Very Small Enterprises.

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“…In addition there is evidence that the majority of small software organisations are not adopting standards such as CMMI [9,10].…”

Section: Study Onementioning

confidence: 99%

Exploring Managerial Commitment towards SPI in Small and Very Small Enterprises

O’Connor

Basri

Coleman

2010

Communications in Computer and Information Science

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“…While the benefits of process maturity frameworks and other software development models have been demonstrated, they are not widely adopted in practice [1][2][3], [17], [18]. Furthermore, some research suggests that temporal contextual factors are critical in identifying the most appropriate process [10], [19], [20], especially in SMEs [21].…”

Section: Introductionmentioning

confidence: 99%

“…Process maturity reference frameworks such as ISO/IEC 15504 and the Capability Maturity Model Integrated (CMMI) seek to assist software process improvement (SPI) efforts by prescribing a roadmap for improving the capability of the development process. However, such frameworks are not widely adopted in the practice [1], [2], especially in smaller software development organisations where the development process is often modified based on business events [3]. Such modification of the development process represents an attempt to harmonise the process with the changing needs of the business, which is a dynamic capability.…”

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confidence: 99%

An Approach to Evaluating Software Process Adaptation

Clarke

O’Connor

2011

Communications in Computer and Information Science

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Abstract. Process maturity reference frameworks such as ISO/IEC 15504 and the Capability Maturity Model Integrated (CMMI) seek to assist software process improvement (SPI) efforts by prescribing a roadmap for improving the capability of the development process. However, such frameworks are not widely adopted in the practice [1], [2], especially in smaller software development organisations where the development process is often modified based on business events [3]. Such modification of the development process represents an attempt to harmonise the process with the changing needs of the business, which is a dynamic capability. Dynamic capabilities refer to the ability of businesses to adapt to changing circumstances and according to the evolutionary theory of the firm [4], organisations that possess greater dynamic capability are more successful. This paper introduces dynamic SPI capabilitythe ability to adapt the software process relative to changing situational circumstances -as a method for evaluating software process adaptation.

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“…For example , Herbsleb et al (1997) found that higher process maturity (i.e., greater methodicalness) is associated with higher product quality, customer satisfaction, productivity and morale, justifying the research program on Capability Maturity Model Integration (CMMI) and software process improvement (Aaen et al 2001) more generally. Later, Staples et al (2007) found that organizations do not adopt CMMI despite believing in its benefits as they think they are too small, CMMI is too costly, or they lack time. More recently, the Agile project management framework Scrum has been linked to higher productivity (Cardozo et al 2010).…”

Section: Isd Prescriptions -Methods and Their Limitationsmentioning

confidence: 99%

The Sensemaking-Coevolution-Implementation Theory of software design

Ralph

2015

Science of Computer Programming

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Understanding software design practice is critical to understanding modern information systems development. New developments in empirical software engineering, information systems design science and the interdisciplinary design literature combined with recent advances in process theory and testability have created a situation ripe for innovation. Consequently, this paper utilizes these breakthroughs to formulate a process theory of software design practice: SensemakingCoevolution-Implementation Theory explains how complex software systems are created by collocated software development teams in organizations. It posits that an independent agent (design team) creates a software system by alternating between three activities: organizing their perceptions about the context, mutually refining their understandings of the context and design space, and manifesting their understanding of the design space in a technological artifact. This theory development paper defines and illustrates Sensemaking-Coevolution-Implementation Theory, grounds its concepts and relationships in existing literature, conceptually evaluates the theory and situates it in the broader context of information systems development.

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An exploratory study of why organizations do not adopt CMMI

Cited by 197 publications

References 11 publications

Exploring Managerial Commitment towards SPI in Small and Very Small Enterprises

Exploring Managerial Commitment towards SPI in Small and Very Small Enterprises

An Approach to Evaluating Software Process Adaptation

The Sensemaking-Coevolution-Implementation Theory of software design

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