Software Team Development in the Capability Maturity Model,

As software development organizations become more process-oriented they usually discover that they must address people and team development in an expanded and more systematic manner. The software Capability Maturity Model (CMM®) developed by the Software Engineering Institute specifies in great detail what needs in the system development life cycle; how it is done is greatly dependent on people and teams. This paper discusses team development issues for organizations to consider as they pursue higher maturity levels

Maturity Model Linkages Between Software Development Teams, Users and Quality

Information Systems literature has shown clear linkages between the selection of software development methodologies, the actions of software development teams, overall product quality, and user satisfaction. Rarely are these linkages emphasized, however, in current research on process improvement. This paper examines the convergence of these areas and discusses current research designed to further explore these linkages within the Capability Maturity Model (CMM) framework

A Case Study on the Software Culture at a Rank Startup: An Argument for Adopting a Mature, Corporate, and Process-Driven Mentality

Startup companies comprise a significant percentage of the U.S. software industry as the demand for software continues to exceed the supply available, minimizing the risk to new ventures. The challenges faced by startups are unique in each entrepreneurial enterprise. However, the implications for failing to manage the stages of software development are the same as those cited in mature organizations. The establishment and adherence to software processes can guide less experienced managers of startups and help these often struggling firms to avoid pitfalls that may reduce their chances of long-term survival and financial success. This conclusion is based upon examination of the software processes at IntraSoft Inc., a startup firm supplying intranet solutions

A Metrics Framework for Customer-Focused Quality,

Although nearly everyone agrees that the collection and analysis of metrics is highly beneficial to software development and maintenance organizations, this process remains difficult for many of those organizations. The purpose of this paper is to describe a practical set of metrics that are focused on customer satisfaction and that are easily understood by both customer and developer organizations. The goals and concepts related to these metrics are presented in a framework designed to establish compliance mapping with the Software Engineering Institute\u27s (SEI) Capability Maturity Model (CMM®) for software

Software Quality Skills in CMM-Based Development Environments

This paper examines the complex software development environment in which IS professionals commonly function today. Skills and competencies appropriate to this environment are increasingly related to managing change and adopting change agent roles. These skills and competencies are discussed in relation to complex and changing environments. Asurvey of IS professionals evaluates their perceptions of the importance of these competencies and their own capability in these areas. Observations and conclusions in this paper are primarily drawn from research on organizations that have initiated software process improvement initiatives (McGuire 1996a; 1996b; 1997)

A Case Study of Strategic Metrics Use in a CMM-Based Outsourcing Environment

IT firms that specialize in outsourcing must provide assurances to their customers that they are adding value to that business relationship. The purpose of this paper is to describe a practical set of metrics that are focused on customer satisfaction and that are easily understood by both customer and developer organizations. The metrics established by Keane, Inc., a large US-based IT services firm, are based upon the goals and concepts of the Software Engineering Institute\u27s (SEI) Capability Maturity Model (CMM®) for software