The Cost Of CMM Deployment In A Conventional IT Organization: A Field Study

Over the past decade the software industry has periodically tried to upgrade its business perform-ance by deploying strategic infrastructure frameworks based on expert models. Each of these schemes is aimed at organizing software work along the lines of commonly understood best prac-tice. Their goal is to optimally align the policies and practices of the IT function so that they di-rectly support and further the purposes and goals of the overall business operation (Lewis, 2001). Although there are no authoritative statistics, arguably one of the most popular approaches is the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM v1.1) moreover it is certainly the framework of choice for the U.S. software industry. It was developed out of the research of Watts Humphrey and the Mitre Corporation and was first published by SEI in 1987 (Humphrey, 87a). Operationally, it is designed to advance the software organization’s processes through five stages, or levels, of increasingly effective performance ranging from Chaos (At the initial end) to Optimized (at the high end). The organization adds best practices at each level, which both underwrites improved performance at that particular stage, as well as leverages advancement to the next stage. The problem is that the “best practices” deployed by CMM are both generic and externally (from the company’s perspective) defined. Consequently they require a complicated and expensive implementation process to specifically tailor the model for each organizational situation.  Since the costs of this are concrete and in the near term and the benefits are (to some extent) intangible and long run, the practical question posed by most CEOs is… “Exactly how much will this cost me?” The lack of a definitive answer to that question has been a barrier to adoption, as well as a source of genuine concern among most business executives. So, there have been numerous studies aimed at determining precisely what the costs and benefits of CMM implementation are. These have been conducted primarily in large, or leading edge organizations (these are best summarized in McGibbon, 1999). However, because such businesses are materially different both in their products and their processes, they tend to start from a different point and they have different requirements than the average small IT shop. So the question remains, “what are the factors and exactly how involved and costly is it to implement CMM in a conventional IT setting?”  That is what we are attempting to answer with this research

Impact of the Journey: IS Employee Attitudes and Perceptions as Organizations Climb the CMM Ladder

We surveyed 736 IS professionals in organizations at varying levels of the Capability Maturity Model (CMM) to investigate job attitudes and perceptions. Although anecdotal reports and the scant preliminary empirical studies to-date suggest job attitudes and perceptions improve for employees as organizations climb the CMM ladder, we found evidence of a more complex picture. IS workers reported significantly lower professional efficacy and affective commitment in organizations at CMM Level 3 than in organizations at Level 1, and reports of cynicism were higher in organizations at upper levels of the CMM

Evaluating Return On Investment For Software Process Improvement Projects

This article presents a simple approach that will allow decision-makers to evaluate the return on investment of software process improvement prior to launching such an effort. Obviously, it will be easy to tell ten years up the road whether the right decision was made. But a CEO, or CIO contemplating laying out six, or seven figures for the additional personnel and resources to conduct SPI is not in a position to make that call and the wise ones will not be led into it by blind faith. The problem is assessing the risks and returns of such a project in terms and perspective that a non-technical decision-maker can understand. We believe our instrument serves that purpose

ACCEPTANCE FACTORS FOR USING A BIG DATA CAPABILITY AND MATURITY MODEL

Big data is an emerging field that combines expertise across a range of domains, including software development, data management and statistics. However, it has been shown that big data projects suffer because they often operate at a low level of process maturity. To help address this gap, the Diffusion of Innovation Theory is used as a theoretical lens to identify factors that might drive an organization to try and improve their process maturity. Specifically, thirteen acceptance factors for teams to use (or not use) a Big Data CMM are identified. These results suggest that a positive perception exists with respect to relative advantage, compatibility and observability factors, and a negative perception exists with respect to perceived complexity. While more work is required to refine the list of factors, this insight can help guide the improvement of big data team processes

Expanding software process improvement models beyond the software process itself

Bibliography: pages 182-188.The problems besetting software development and maintenance are well recorded and numerous strategies have been adopted over the years to overcome the so-called "software crisis". One increasingly popular strategy focuses on managing the processes by which software is built, maintained and managed. As such, many software organisations see software process improvement initiatives as an important strategy to help them improve their software development and maintenance performance. Two of the more popular software process improvement (SPI) models used by the software industry to help them in this endeavour are the Capability Maturity Model for Software (SW-CMM) from the Software Engineering Institute and the Software Process Improvement and Capability determination (SPICE) model from the International Standards Organisation. This research begins with the supposition that, although these SPI models have added significant value to many organisations, they have a potential shortcoming in that they tend to focus almost exclusively on the software process itself and seem to neglect other organisational aspects that could contribute to improved software development and maintenance performance. This research is concerned with exploring this potential shortcoming and identifying complementary improvement areas that the SW -CMM and SPICE models fail to address adequately. A theoretical framework for extending the SW-CMM and SPICE models is proposed. Thereafter complementary improvement areas are identified and integrated with the SW-CMM and SPICE models to develop an Extended SPI Model. This Extended SPI Model adopts a systemic view of software process and IS organisational improvement by addressing a wide range of complementary improvement considerations. A case study of an SPI project is described, with the specific objective of testing and refining the Extended SPI Model. The results seem to indicate that the framework and Extended SPI Model are largely valid, although a few changes were made in light of the findings of the case study. Finally, the implications of the research for both theory and practice are discussed

Transforming failure into success through organisational learning: An analysis of a manufacturing information system

This paper describes the idiosyncracies of a case study company, through highlighting issues and problems experienced during their attempts to evaluate, implement and realise the holistic implications of a manufacturing information system. Although the Information System (IS) was operational for a period of time, it was eventually deemed a failure. The reason for this was that a range of human and organisational factors prevented the organisation from embracing the full impact of the system. The eventual success of their information system was realised through a bespoke implementation, based upon a traditional systems development lifecycle that indirectly addressed learning issues following the earlier failed deployment. The paper highlights key issues relating to business success and failure, and then contrasts them alongside the presented case study. In doing so, the authors conclude by proposing methods through which manufacturing information systems can be transformed for business success. This is described achievable through both a realisation in the positioning of the organisation relative to technology management, and the related mapping of human and technological constructs that support information systems related succes

Persuading developers to buy into software process improvement: an exploratory analysis

In order to investigate practitioners' opinions of software process and software process improvement, we have collected information from 13 companies, in a variety of ways i.e. the use of Repertory Grid Technique, survey and focus group discussions. Both the Repertory Grid Technique and the focus group discussions (43 discussions occurred, in total) produced a large volume of qualitative data. At the same time, other researchers have reported--investigations of practitioners, and we are interested in how their reports may relate to our own. Thus, other research publications can also be treated as a form of qualitative data. In this paper, we review advice on a method, content analysis, that is used to analyse qualitative data. Content analysis is a method for identifying and classifying words and phrases used in--ordinary language. We use content analysis to describe and analyse discussions on software--process and software process improvement. We report preliminary findings from an analysis--of both the focus group evidence and some publications. Our main finding is that there is an--apparent contradiction between developers saying that they want evidence for software process improvement, and what developers will accept as evidence. This presents a serious problem for research: even if researchers could demonstrate a strong, reliable relationship between software process improvement and improved organisational performance, there would still be the problem of convincing practitioners that the evidence applies to their particular situation

Evolution of a Project Based Organization, a Case study

Little research has been conducted on how project-based organizations navigate internal and external pressures to develop and improve project competences over time. Using a cases study approach, this paper examines the development and implementation of project based organization over a period of 30 years. Overall, the evolution of project management competencies in the organization broadly followed the prevailing approaches in improving organizational management practices uncovered in review of literature. The organization’s capability to adopt and implement project management frameworks improved over time as senior managers became more masterful at matching improvement actions into the organizational context. This research also presents how a systematic approach of project management maturity models for identifying and implementing project management practices and processes can increase the effectiveness and comprehensiveness of overall management practices. The study concludes with a series of recommendations in further improving project management practices and processes in project-based organizations

A Management Maturity Model (MMM) for project-based organisational performance assessment

Common sense suggests that organisations are more likely to deliver successful projects if they have systems in place that reflect a mature project environment based on a culture of continuous improvement. This paper develops and discusses a Management Maturity Model (MMM) to assess the maturity of project management organisations through a customisable, systematic, strategic and practical methodology inspired from the seminal work of Darwin, Deming, Drucker and Daniel. The model presented is relevant to organisations, such as construction and engineering companies, that prefer to use the Project Management Body of Knowledge (PMBOK™ Guide) published by the Project Management Institute (PMI), but without the disadvantages of excessive time and cost commitments and a ‘one size fits all’ approach linked to rigid increments of maturity. It offers a game-changing advance in the application of project-based organisational performance assessment compared to existing market solutions that are unnecessarily complex. The feasibility of MMM is field-tested using a medium-sized data centre infrastructure firm in Tehran