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Abstract. The practice of software development has evolved considerably in recent decades, with new programming technologies, the affordability of hardware, pervasive internet access and mobile computing all contributing to the emergence of new software development processes. The newer process initiatives, which include those which are sometimes referred to as agile or lean methods, have brought with them new terms, which sometimes reflect the introduction of novel concepts. Other times, new terms correspond to long established concepts that have been repackaged. The net position is that we have a proliferation of language and term usage in the software development process domain, a problem which has implications for assessors and assessment frameworks, and for the broader community. In this paper, we explore this problem, finding that it is worthy of further research. Plus, we identify a technique suited to addressing this concern: the establishment of a canonical software process ontological model.

This paper describes the results obtained and the lessons learned from the implementation of the ISO/IEC 29110 standard in four small software development companies, clustered in a joint process improvement program. The main results of this initiative have been, on the one hand, the definition of a standardized set of processes and procedures and, on the other, the development of a Process Asset Library to support project management good practices within the participant organizations. The PMBOK® Guide was used to complement the ISO/IEC 29110‐5‐1‐2 standard, in order to provide detailed knowledge about project management inputs, outputs, and best techniques. Copyright © 2014 John Wiley & Sons, Ltd.

The culture of traditional organizations favors firmly established processes and standardization. Therefore, the adoption of Agile and Lean approaches in these organizations is a challenging issue. This paper presents an overview and outlook of the most well‐known Agile and Lean approaches in order to identify which kind of continuous software process improvement (SPI) is inherent in these approaches. The main objective of this research is to show that Lean and Agile SPI approaches can be pursued depending on the target environment, both in traditional and in agile organizations.

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Governance, Risk management, and Compliance activities are key challenges faced by organizations. Process Models and Capability Process Assessments are governance instruments that can help organization in assessing and improving their processes. Several ISO standards propose process models for Management System Standards based on ISO 9001, ISO/IEC 20000‐1, and ISO/IEC 27001, and for project management with ISO 21500. The ISO 31000 standard provides guidance for Risk management with a process approach and systemic perspective. This paper presents an ISO 31000‐based Integrated Risk Management Process Assessment Model (PAM) for IT organizations enabling to integrate on an easy way several ISO process‐oriented standards which are often targeted by IT organizations. This PAM integrates risk management dimensions with ISO 9001, ISO 21500, ISO/IEC 20000‐1, and ISO/IEC 27001. It offers a centralized and integrated risk management approach which provides the basis to improve, coordinate, and interoperate risk management activities.