Figure 2 - uploaded by Girish Seshagiri
Content may be subject to copyright.
Source publication
The Advanced information Services Inc. (AIS) Development Group was motivated by business needs to begin its Continuous Process Improvement (CPI) initiative in 1992. We chose the Software Engineering Institute (SEI) Capability Maturity Model(registered) (CMM(registered) as the process maturity framework Paulk 93 and the Institute of Electrical and E...
Contexts in source publication
Context 1
... management has evolved to be a well-defined, highly integrated set of processes that are used throughout the life cycle of a project. (See Figure 2. The Pre-Commitment Process is executed when an initial written or verbal Request for Proposal is received. This process is also initiated prior to the beginning of each phase of a project. ...
Context 2
... June 1995, the PSP was piloted on a project and was later incorporated into the AIS de- fined process. Figure 12 shows that projects using the PSP have significant reductions in System Test duration. PSP-trained engineers have few or no acceptance test and usage de- fects. ...
Context 3
... improvement of the development process occurs because of an organizational culture that understands continuous improvement and its relationship to the CMM, and par- ticipates in proposing and implementing small incremental improvements. Figure 20 shows the number of PIPs implemented by CMM key process area since 1992. Of the current group, 95% of all engineers who have been with the group more than 6 months have submitted at least one PIP. ...
Context 4
... Balanced Scorecard provides a link from the strategic objectives to the position objec- tives. Figure 21 depicts how the position objectives and position description are merged, with the outcome being the self-evaluation and feedback instrument used for performance man- agement. ...
Similar publications
An important requirement for software quality is to define a software development process. However, software process definition is a complex activity that requires intensive use of knowledge. So, it is worth to offer knowledge-based support to this activity. In this paper we present Assist-Pro, a knowledge-based assistant to aid software engineers...
The investment on software and its related products and activities usually accounts for more than 50% of total information technology (IT) budget in a company [33]. It is therefore vital for a company to ensure the quality of software and reduce the cost of software development and maintenance. Since the introduction of capability maturity model (C...
The Capability Maturity Model for Software (CMM 1) is a framework that describes the key elements of an effective software process. The CMM describes an evolutionary improvement path from an ad hoc, immature process to a mature, disciplined process. The CMM is composed of five maturity levels. With the exception of Level 1, each maturity level is c...
Abstract The Capability Maturity Model ,) is probably the best known and most widely used model world-wide for software process improvement. ISO/IEC 15504 is a suite of standards currently under development for software process assessment, which can be expected to affect the continuing evolution of the Software CMM. This paper discusses the similar...
In the literature about software process improvement there are a number of papers that identify success factors and barriers to such initiatives, but those works do not analyze or propose possible organizational actions to manage them. The implementation of improvements to software practices and processes is a particular case of organizational chan...
Citations
... In general, the result of the study has more implications for practice. For example, the main benefit of SPI in this study for both Canada and the ESC, improved software quality, is similar to the findings in prior studies (Ferguson et al., 1999;Goldenson and Gibson, 2003;Krishnan and Keller, 1999;Kuilboer and Ashrafi, 2000). However, Kuilboer and Ashrafi (2000) took a more granular approach to software quality in their study by looking at quality dimensions such as correctness and reliability. ...
... The third ranked benefit is improved staff productivity. This is similar to prior studies in the domain (Ferguson et al., 1999;Glass, 1999). This benefit can manifest itself in measures such as decrease in defect find and fix costs, reduced time required to turn around releases, improved predictability of delivery schedule, as well as reduction in cost variances due to process maturity increases. ...
The free-trade agreements between developed and developing countries have created more opportunities for firms to sell high quality software products in the global market. Unfortunately, for decades the information systems (IS) community has been plagued with the delivery of low quality software products. It is widely accepted that software development firms need to adopt software process improvement (SPI) initiatives in an effort to produce these high quality software products. This outcome can increase the competiveness of such firms, which by extension can increase the likelihood of winning global contracts. However, the uptake of these SPI initiatives in developing countries is low vis-à-vis developed countries. In addition, most studies on SPI are conducted in developed countries, with many being case studies, and a few exploring its application in a developed versus developing environment. This study seeks to compare the awareness, adoption and benefits of SPI programs in Canadian and English-speaking Caribbean (ESC) software development firms. It was found that the awareness and adoption of SPI are higher in Canadian firms in comparison to the ESC, while the main benefit of SPI adoption in both environments was improved software product quality.
... Software process maturity frameworks such as ISO/IEC 15504 [1] and the Capability Maturity Model Integrated (CMMI) [2] provide structured and proven paths to improved process maturity. Software process maturity is " the extent to which a specific software process is explicitly defined, managed, measured, controlled and effective " [3], with higher levels of process maturity being associated with higher product quality, reduced production costs [4], and with increased predictability of the process results [5], [6]. Although process maturity reference frameworks can deliver benefits to any type of software development organisation, evidence from earlier studies suggests their adoption would appear to be mostly concentrated in large organisations [7], [8] . ...
In an assessment of software process improvement (SPI) in 15 software small-and –medium-sized enterprises (software SMEs), we applied the broad spectrum of software specific and system context processes in ISO/IEC 12207 to the task of examining SPI in practice. Using the data collected in the study, we developed a four-tiered pyramidal hierarchy of SPI for software SMEs, with processes in the higher tiers undergoing SPI in more companies than processes on lower level tiers. The development of the hierarchy of SPI activities for software SMEs can facilitate future evolutions of process maturity reference frameworks, such as ISO/IEC 15504, in better supporting software development in software SMEs. Furthermore, the findings extend our body of knowledge concerning the practice of SPI in software SMEs, a large and vital sector of the software development community that has largely avoided the implementation of established process maturity and software quality management standards.
... Europe (14) [3,14,20,39,50,[54][55][56][57][58][59][60][61][62] Americas (14) [1, 10, 13, 15, 17-19, 22, 28, 33, 46, 49, 52, 67] Asia (3) [2,29,35] Australia (5) [31,43,45,48,53] Africa (1) [38] Outlet Type Journal Article (20) [1-3, 10, 17, 19, 22, 29, 33, 35, 39, 46, 49, 50, 52-54, 56, 57, 59] Conference Proceeding (8) [14,18,31,45,48,55,58,60] Book (3) [13,28,38,43,61,62] Other (3) [15,20,67] Competitiveness [53] an opportunity to define and spread the corporate strategy (summarized under "Strategy"). A relatively new approach is to use a BSC to balance or prioritize projects, initiatives or contracts (summarized under "Prioritization"). ...
... Artifact Generic IT BSC (6) [20,35,55,60,62,67] Applied IT BSC (25) [2, 3, 13-15, 17, 19, 22, 29, 33, 38, 43, 45, 46, 49, 50, 52, 53, 56-59, 61, 62, 67] Alternate Framework (3) [31,51,54] Method (7) [1,2,18,20,29,31,54] Maturity Model (5) [14,[59][60][61][62] Review (4) [10,28,39,48] Subject of BSC IT Department (11) [14,29,35,49,50,52,53,55,60,62,67] IT Function (9) [13,15,20,33,46,56,57,59,61] IS (6) [17,19,38,43,45,48] IT Project (6) [3,22,35,39,55,58] IT Project Portfolio (1) [2] Goal of IT BSC Strategy (4) [15,19,60,61] Evaluation (21) [2,3,13,17,29,33,35,38,43,45,46,49,50,52,53,55,[58][59][60][61]67] Alignment (5) [15,19,22,56,59] Performance Improvement (5) [14,15,20,33,57] Prioritization (3) [2,29,57] ...
... Artifact Generic IT BSC (6) [20,35,55,60,62,67] Applied IT BSC (25) [2, 3, 13-15, 17, 19, 22, 29, 33, 38, 43, 45, 46, 49, 50, 52, 53, 56-59, 61, 62, 67] Alternate Framework (3) [31,51,54] Method (7) [1,2,18,20,29,31,54] Maturity Model (5) [14,[59][60][61][62] Review (4) [10,28,39,48] Subject of BSC IT Department (11) [14,29,35,49,50,52,53,55,60,62,67] IT Function (9) [13,15,20,33,46,56,57,59,61] IS (6) [17,19,38,43,45,48] IT Project (6) [3,22,35,39,55,58] IT Project Portfolio (1) [2] Goal of IT BSC Strategy (4) [15,19,60,61] Evaluation (21) [2,3,13,17,29,33,35,38,43,45,46,49,50,52,53,55,[58][59][60][61]67] Alignment (5) [15,19,22,56,59] Performance Improvement (5) [14,15,20,33,57] Prioritization (3) [2,29,57] ...
During the last decades information technology (IT) management has changed significantly. Starting from being a costly and rare resource in its very beginnings IT has evolved into a vital enabler for almost any kind of business today. This development demands for highly flexible management concepts allowing the business to actively control and govern IT performance. A meanwhile widely used approach for multi-dimensional performance measurement in the context of IT management is the Balanced Scorecard (BSC). With this article we aim at investigating the state of the art of IT BSC use through a comprehensive literature analysis. Moreover, we evaluate the adaptability of the different types of this concept to the most recent developments in IT management. Our findings suggest that two new scorecards need to be derived: the IT BSC for services and service portfolios.
... [1] (Abran & Buglione, 2003) [35] (Martinsons, et al., 1999) [2] (Asosheh, Nalchigar, & Jamporazmey, 2010) [38] (Meyerson, 2001) [3] (Atkinson, 2004) [39] (Milis & Mercken, 2004) [4] (Kasiri, et al., 2012) [43] (Rosemann, 2001) [5] (Györy, et al., 2012) [45] (Rosemann & Wiese, 1999) [10] (Cram, 2007) [46] (Saull, 2000) [13] (Eickelmann, 2001) [48] (Sedera, et al., 2001) [14] (Erek, 2011) [49] (Simon, 2005) [15] (Ferguson, Leman, Perini, Renner, & Seshagiri, 1999) [50] (Son, Weitzel, & Laurent, 2005) [17] (Hagood & Friedman, 2002) [52] (Stewart & Mohamed, 2001) [18] (Hu & Huang, 2005) [53] (Stewart & Mohamed, 2003) [19] (Huang & Hu, 2004) [54] (Van der Zee & Jong, 1999) ...
During the last decades information technology IT management has changed. Starting from being a costly and rare resource, IT has evolved into a vital enabler for almost any kind of business today. This development demands for highly flexible management concepts allowing the business to actively control and govern IT performance. A widely used approach for multi-dimensional performance measurement in the context of IT management is the Balanced Scorecard BSC. The authors aim at investigating the state of the art of IT BSC use through a comprehensive literature analysis. They also evaluate the adaptability of the different types of this concept to the most recent developments in IT management.
... The Personal Software Process (PSP) was designed to provide both a strategy and a set of operational procedures for using disciplined software process methods at the individual and team levels. Organizations that have implemented the PSP have experienced significant improvements in the quality of their software systems and reduced schedule deviation [1,2]. ...
Software organizations differ from other manufacturing organizations, since these software organizations depend mainly on individuals and team works rather than machines or raw materials. Enhancing individuals and team works capabilities is the key solution to improve quality and productivity levels. Hence, Individual engineers need a quality improvement technique to improve their performance by bringing discipline to the way they develop software and manage their work to produce quality products within budget and on schedule. This paper will propose a case study showing the application and evaluation of the Personal Software Process (PSP), which recommends applying some skills and methods that concerns the individual engineer her/himself, like understating the meaning of work quality, and how to estimate time and effort in order to be able to make the right project plans which contain some estimated data that are close to the actual data. Hence, in our study, PSP will focus on two principles, improving individuals' productivity, and products and process quality.
... While there is extensive evidence that the adoption of process improvement strategies can lead to reductions in defects, improved schedule and cost control, as well as increased productivity Ferguson et al., 1997Ferguson et al., , 1999Young, 2001;Subramanyam et al., 2004;Nichols and Connaughton, 2005], there is little reporting of process improvement failures. In addition, there is no real understanding of how particular processes or variations in process performance impact project success, or even whether the schedules and budgets met by a successful project are optimal. ...
... In some cases customer satisfaction is also considered using techniques such as The Balanced Scorecard . However, as Ferguson et al. [1999] show, customers too are sometimes only interested in cost, delivery time and delivered defects, rather than any value they derive from using the delivered software. None of this is surprising given the widespread acceptance of such measures of project success [The Standish Group, 1999;Sauer and Cuthbertson, 2003;The British Computer Society and Royal Academy of Engineering, 2004]. ...
Engineering is often described as the application of scientific and technical knowledge to solve problems. In this thesis, I support a more general view that engineering should be treated as a continuous process of learning and action that aims to make well understood improvements within dynamically complex environments of co-evolving social, man-made and natural systems. I argue that this can only be achieved by adopting an approach that systematically develops, manages and integrates the knowledge and expertise of many disciplines to conceive, develop, modify, operate and retire systems. A novel implementation of such an approach, called Aspect-Oriented Thinking, is presented. ¶ Aspect-Oriented Thinking begins with the development and verification of a set of domain Models. Each Domain Model represents knowledge about a separate, autonomous and possibly discipline specific concern or view within a given context. Domain models are developed by engineers, scientists, sociologists, psychologists, lawyers, philosophers, economists and others, using languages and techniques with which they are familiar. Knowledge captured in a set of Domain Models is then woven together, in accordance with a set of separately developed patterns and rules, to construct, modify, operate and retire systems, including models, hardware, software, processes and simulations. This is a continuous process which, in the first instance, involves those systems used to learn about a given context and to make decisions regarding required changes. Later, the process involves those systems used to implement and evaluate the impact of these decisions. ¶ The significance of Aspect-Oriented Thinking lies in its broad applicability to any situation in which the expertise and knowledge of diverse disciplines is required to understand and make improvements within complex multifaceted environments such as those that involve sustainable development and national security. ¶ A proof-of-concept within the context of software engineering is provided to demonstrate the mechanics and viability of Aspect-Oriented Thinking. The results of this demonstration are used to support an argument for future experimentation aimed at evaluating the effectiveness of Aspect-Oriented Thinking in a more general interdisciplinary environment.
... Advanced information services Ferguson et al. 1999 Ogden Air Logistics Centre Paul and Webb 1995 AVX Ltd Sweeney and Bustard 1997 Oklahoma City Air Logistics Centre Butler 1995, Herbsleb et al1994 Boeing's Space Transportation Systems Yamamura 1999, Yamamura and Wigle 1997Raytheon Dion 1992 Bull HN Herbsleb et al. 1994Rolls-Royce Nolan 1999Corning Information Services Johnson 1994 Sacramento Air Logistics Centre Westaway 1995 Eastman Kodak Comp. Weigers 1998Schlumberger Herbsleb et al. 1994, Wohlwend and Rosenbaum 1993Fastrak Training Inc. Quenn 1997SEI Goldenson and Herbsleb 1995, Herbsleb and Goldenson 1996, Paulk 1998 • What is the primary business function of your company? ...
In this article, we present findings from our recent empirical study of the critical success factors (CSFs) for software process improvement (SPI) implementation with 34 SPI practitioners. The objective of this study is to provide SPI practitioners with sufficient knowledge about the nature of issues that play a positive role in the implementation of SPI programmes in order to assist them in effectively planning SPI implementation strategies.
Through our empirical study we identified seven factors (higher management support, training, awareness, allocation of resources, staff involvement, experienced staff and defined SPI implementation methodology) that are generally considered critical for successfully implementing SPI. We also report on a literature survey of CSFs that impact SPI and identify six factors (senior management commitment, staff involvement, staff time and resources, training and mentoring, creating process action teams and reviews). We compared our empirical study results with the literature and confirmed the factors identified in the literature, and also identified two new CSFs (SPI awareness and defined SPI implementation methodology) that were not identified in the literature. Finally, we analyzed the CSFs identified by different groups of practitioners and found that they are aware of what is imperative for the successful implementation of SPI programmes. Copyright © 2006 John Wiley & Sons, Ltd.
... If we subtract the time spent learning Java platform APIs (including the JavaSound API), working around bugs in the Java platform, and refactoring our implementation from the total time, our overall productivity increases to 20.4 NCSS/hour, which represents an optimistic estimate of future productivity. Our actual productivity of 16.5 NCSS/hour lies at the lower end of the results reported for considerably smaller and simpler projects [Prechelt 2000], but is almost twice as large as the long-term results reported for a commercial company [Ferguson et al. 1999]. Based on this, we extrapolate that programming for change does not decrease overall programmer productivity and conclude that it is not significantly harder than more conventional programming styles. ...
Pervasive computing provides an attractive vision for the future of computing. Computational power will be available everywhere. Mobile and stationary devices will dynamically connect and coordinate to seamlessly help people in accomplishing their tasks. For this vision to become a reality, developers must build applications that constantly adapt to a highly dynamic computing environment. To make the developers' task feasible, we present a system architecture for pervasive computing, called one.world . Our architecture provides an integrated and comprehensive framework for building pervasive applications. It includes services, such as discovery and migration, that help to build applications and directly simplify the task of coping with constant change. We describe our architecture and its programming model and reflect on our own and others' experiences with using it.
... If we subtract the time spent learning Java platform APIs (including the JavaSound API), working around bugs in the Java platform, and refactoring our implementation from the total time, our overall productivity increases to 20.4 NCSS/hour, which represents an optimistic estimate of future productivity. Our actual productivity of 16.5 NCSS/hour lies at the lower end of the results reported for considerably smaller and simpler projects [Prechelt 2000] , but is almost twice as large as the long-term results reported for a commercial company [Ferguson et al. 1999]. Based on this, we extrapolate that programming for change does not decrease overall programmer productivity and conclude that it is not significantly harder than more conventional programming styles. ...
Pervasive, or ubiquitous, computing [38.4] has the potential to radically transform the way people interact with computers. The key idea behind pervasive computing
is to deploy a wide variety of computing devices throughout our living and working spaces. These devices coordinate with each
other and network services, with the goal of seamlessly assisting people in completing their tasks. Pervasive computing thus
marks a major shift in focus, away from the actual computing technology and towards people and their needs.
... If we subtract the time spent learning Java platform APIs (including the JavaSound API), working around bugs in the Java platform, and refactoring our implementation from the total time, our overall productivity increases to 20.4 NCSS/hour, which represents an optimistic estimate of future productivity. Our actual productivity of 16.5 NCSS/hour lies at the lower end of the results reported for considerably smaller and simpler projects [92], but is almost twice as large as the long-term results reported for a commercial company [32]. Based on this, we extrapolate that programming for change does not decrease overall programmer productivity and conclude that it is not significantly harder than more contentional programming styles. ...
Thesis (Ph. D.)--University of Washington, 2002 Pervasive computing provides an attractive vision for the future of computing. Computational power will be available everywhere. Mobile and stationary devices will dynamically connect and coordinate to seamlessly help people in accomplishing their tasks. For this vision to become a reality, developers must build applications that constantly adapt to a highly dynamic computing environment. However, existing distributed systems technologies are ill-suited for building adaptable applications. To make the developers' task feasible, we introduce a system architecture for pervasive computing, called one.world. Our architecture provides an integrated and comprehensive framework for building pervasive applications. It includes services, such as service discovery and migration, that help to build applications and directly simplify the task of coping with constant change. We describe the design and implementation of our architecture and reflect on our own and others' experiences with using it.
