CMMI has proven benefits in software process improvement. Typically, organisations that achieve a CMMI level rating improve their performance. However, CMMI implementation is not trivial, in particular for high maturity levels, and not all organisations achieve the expected results. Certain CMMI implementation problems may remain undetected by SCAMPI since only a sample of the organisation is a...

Process improvement is a challenging task for software engineering. As Kuvaja [7]. has stated it:” It is difficult to find a unique way to identify a common improvement path suitable to all kinds of organizations.” The BOOTSTRAP method gives an assessor tools to evaluate processes. As a method it evaluates processes with low capability and a high effect on an organization’s goals the most impor...

This article recalls the business process discussion between Carr, who stated that IT does not matter, and Smith and Finger, who proclaimed the opposite. In the end, both visions agreed that IT (or process deployment) counts, but must follow the business strategy (or process modeling). The present study broadens the discussion towards business process maturity, which is a more recent perspectiv...

This article summarizes some thoughts on making the transition from conventional software management techniques to modern ones. In particular, I want to endorse the improvements in the Software Engineering Institute's new CMMI (Capability Maturity Model Integration)1 approach and motivate development organizations to apply the approach correctly. Although I have always been a supporter of the s...

Deployment of software processes based on reference models is a knowledge-intensive task, i.e., a great amount of technical knowledge must be applied in order to guarantee conformance and adherence of processes deployed to the reference models adopted. Moreover, software process deployers have to deal with organizational and individual cultural problems on a regular basis, for instance, resista...

The software industry blames universities for their graduates lacking necessary skills, meaning that just the possession of knowledge does not necessarily imply the competent performance required by the profession. Professional maturity in software engineering is one of software industry’s major needs and in-office training can not address this need as efficiently as university education can. T...

Software product lines have received considerable adoption in the software industry and prove to be a very successful approach to intra-organizational software reuse. Existing literature, however, often presents only a single approach towards adopting and evolving a software product line. In this paper, we present an overview of different approaches to architecture-centric, intraorganizational ...

There is very little literature supporting software product managers in their work, even though they play a crucial role within software product management organizations. There are large solutions for the improvement of software product management practices, but these are not applicable to most small and medium sized organizations. This research-in-progress paper presents a general incremental ...

Software process improvement often lacks strong links to project management and control activities, which are concerned with identifying the need of process change and triggering improvement initiatives. Project management, on the other hand, often fails at selecting appropriate software engineering methods and technology that help to ensure project success. This paper proposes a model that gui...

The software capability maturity model has become a popular model for enhancing software development processes with the goal of developing high-quality software within budget and schedule. The software cost estimation model, constructive cost model, in its last update (constructive cost model II) has a set of seventeen cost drivers and a set of five scale factors. Process maturity is one of the...