Organisational readiness and software process improvement

Niazi, M; Wilson, D; Zowghi, D

Organisational readiness and software process improvement

Niazi, M Wilson, D Zowghi, D

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Publication Type:: Conference Proceeding
Citation:: Lecture Notes in Computer Science (including subseries Lecture Notes in Artificial Intelligence and Lecture Notes in Bioinformatics), 2007, 4589 LNCS pp. 96 - 107
Issue Date:: 2007-10-15

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Field	Value	Language
dc.contributor.author	Niazi, M	en_US
dc.contributor.author	Wilson, D	en_US
dc.contributor.author	Zowghi, D https://orcid.org/0000-0002-6051-0155	en_US
dc.date.issued	2007-10-15	en_US
dc.identifier.citation	Lecture Notes in Computer Science (including subseries Lecture Notes in Artificial Intelligence and Lecture Notes in Bioinformatics), 2007, 4589 LNCS pp. 96 - 107	en_US
dc.identifier.isbn	3540734597	en_US
dc.identifier.isbn	9783540734598	en_US
dc.identifier.issn	0302-9743	en_US
dc.identifier.uri	http://hdl.handle.net/10453/1857
dc.description.abstract	The Capability Maturity Model Integration (CMMI) is a structured representation of software development processes that can support an organisation's software process improvement (SPI) strategies. However, CMMI and SPI initiatives generally exhibit low levels of adoption and limited success. One of the major reasons for these shortcomings is that many organisations undertake SPI initiatives without knowing whether or not they are ready to undertake them. Our previous research has enabled us to develop a software process improvement readiness model/framework to address this problem. This paper reports on the implementation of the SPI readiness model in three large-scale case studies. We have found that organisations with higher CMMI levels are more ready for SPI initiatives than organisations with low CMMI levels. We suggest that organisations at higher CMMI levels have developed capabilities that enable them to further leverage SPI than organisations at lower CMMI levels. © Springer-Verlag Berlin Heidelberg 2007.	en_US
dc.relation.ispartof	Lecture Notes in Computer Science (including subseries Lecture Notes in Artificial Intelligence and Lecture Notes in Bioinformatics)	en_US
dc.subject.classification	Artificial Intelligence & Image Processing	en_US
dc.title	Organisational readiness and software process improvement	en_US
dc.type	Conference Proceeding
utslib.citation.volume	4589 LNCS	en_US
utslib.for	0803 Computer Software	en_US
dc.location.activity	Riga, Latvia	en_US
dc.location.activity	0313-0096
dc.location.activity	Riga, LATVIA
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/DVC (Research)
pubs.organisational-group	/University of Technology Sydney/DVC (Research)/Graduate Research School
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Strength - HCTD - Human Centred Technology Design
pubs.organisational-group	/University of Technology Sydney/Strength - STEM Education Futures
utslib.copyright.status	open_access
pubs.publication-status	Published	en_US
pubs.volume	4589 LNCS	en_US

Abstract:

The Capability Maturity Model Integration (CMMI) is a structured representation of software development processes that can support an organisation's software process improvement (SPI) strategies. However, CMMI and SPI initiatives generally exhibit low levels of adoption and limited success. One of the major reasons for these shortcomings is that many organisations undertake SPI initiatives without knowing whether or not they are ready to undertake them. Our previous research has enabled us to develop a software process improvement readiness model/framework to address this problem. This paper reports on the implementation of the SPI readiness model in three large-scale case studies. We have found that organisations with higher CMMI levels are more ready for SPI initiatives than organisations with low CMMI levels. We suggest that organisations at higher CMMI levels have developed capabilities that enable them to further leverage SPI than organisations at lower CMMI levels. © Springer-Verlag Berlin Heidelberg 2007.

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http://hdl.handle.net/10453/1857