Intangible benefits of CMM-based software process improvement
- Publication Type:
- Journal Article
- Citation:
- Software Process Improvement and Practice, 2004, 9 (4), pp. 217 - 228
- Issue Date:
- 2004-10-01
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| Filename | Description | Size | |||
|---|---|---|---|---|---|
 | 2004001386.pdf | 2.13 MB |
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Many software organisations today are endeavouring to improve their software development processes to improve product quality, project team productivity and reduce development cycle times, thereby increasing their competitiveness and profitability. The Sydney-based development section of a telecommunications outsourced organisation selected the Software Engineering Institute's Capability Maturity Model (CMM) as their model-based approach to software process improvement. CMM-based software process improvement may deliver both tangible and intangible benefits to an organisation. Both types of benefits have been reported in the literature by organisations that have undertaken CMM-based software process improvement. The objective of this study is to investigate whether the case study development organisation, having recently been assessed at Level 2 on the CMM, is realising any intangible benefits. Survey-based research was conducted in the development organisation during the early 2000s to find out from software professionals if they believed the intangible benefits were being realised. The survey results showed that the organisation had experienced improvements in the quality of work life, organisation communications, organisation learning and efficiencies, the ability to attract, retain and develop software professionals and the coherency of its organisation culture. Copyright © 2004 John Wiley & Sons, Ltd.
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