2003
DOI: 10.1109/tem.2002.808267
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Competing values in software process improvement: an assumption analysis of cmm from an organizational culture perspective

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Cited by 111 publications
(118 citation statements)
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“…Despite the different advances made in the development of SPI standards and models, the failure rate for SPI programs has been reported up to 70% in a report from the Software Engineering Institute (SEI) [31,47]. It can be argued that one of the reasons for this situation is lack of attention being paid to gaining fine-grained understanding of the relative perceived value of various SPI practices prescribed by well-known SPI/SPA standards and models.…”
Section: Research Background and Motivationmentioning
confidence: 99%
“…Despite the different advances made in the development of SPI standards and models, the failure rate for SPI programs has been reported up to 70% in a report from the Software Engineering Institute (SEI) [31,47]. It can be argued that one of the reasons for this situation is lack of attention being paid to gaining fine-grained understanding of the relative perceived value of various SPI practices prescribed by well-known SPI/SPA standards and models.…”
Section: Research Background and Motivationmentioning
confidence: 99%
“…For instance, analysis by Ngwenyama & Axel Nielsen [39] reveals that even though the proponents advocate the idea that CMM would lead to a dynamic, flexible learning organization, the paradigm's core assumptions are based on rational rule-governed organization structures that are oriented toward stability, control, and productivity. The hierarchical structures of CMM work processes with their explicitly defined role responsibilities and strict management control are contradictory to building trust upon which a developmental culture thrives [39]. Indeed, one of the key challenges to SPI seems to be to simultaneously balance the objectives of control and learning: "Take as an example the implementation of TQM.…”
Section: Learningmentioning
confidence: 99%
“…Although the SW CMM is rich in references to organisational best practices, the messages do not appear to be reaching the practitioners in our study. It could be that the SW CMM presents a confused message for process improvement, for example Ngwenyama and Neilsen (2003) contend that the SW CMM makes contradictory assumptions about organisational culture that will cause difficulties to implementation teams. The importance of supporting and controlling organisational sub-processes along with technical sub-processes is highlighted in SPI research (Lubars et al 1993;Perry et al 1994).…”
Section: Empirical Study Of Spi Problems In Software Developmentmentioning
confidence: 99%
“…Firstly, a pragmatic reason for using the SW CMM is that it is the most used model for judging the maturity of software processes (El Emam and Madhavji 1995b) and (Ngwenyama and Neilsen 2003).…”
Section: Reasons For Using the Sw Cmmmentioning
confidence: 99%