Capability Maturity Model of Software Requirements Process and Integration (SRPCMMI)

Análisis de experiencias de mejora de procesos de desarrollo de software en PYMEs. // Analysis of experiences of improvement of software development processes in SMEs.

“…Los estudios analizados demuestran que se puede realizar la implementación de un modelo de mejora de procesos robusto y consistente como CMMI, con la diferencia de que no se puede establecer todos sus niveles de madurez del proceso. En algunos casos, se puede determinar un modelo de madurez basado en CMMI que contiene tres niveles, aplicables a los procesos incluidos en la Ingeniería de Requisitos (Najjar & Al-Sarayreh , 2015); también se puede implementar una versión de CMMI de dos niveles que puede alcanzar la certificación, utilizando metodologías ágiles (Iqbal, y otros, 2015); es importante destacar que lograr la certificación no solamente depende de la aplicación del modelo; se debe considerar factores ajenos al modelo, como el entorno de la empresa, la relación entre la calidad de los productos con la calidad del proceso, lo que es determinante para el éxito o fracaso de la aplicación del CMMI como modelo de mejora de procesos.…”

“…Gestionado, está planificado y realizado de acuerdo a las políticas de la organización, en donde se establecen las áreas que son el proceso de apoyo a este nivel de madurez. Este trabajo presenta una guía detallada para la evaluación y la mejora de los procesos de Ingeniería de Requisitos, quedando pendiente la experimentación que permita evaluar el modelo propuesto (Najjar & Al-Sarayreh , 2015).…”

Optimizing Project Success through Pragmatic Process Improvement Initiatives

“…The literature reports that it took root in the industrial age of 1950-1960 (with focus on specialization of labor, task productivity, and cost reduction); to the information age of the 1970-80s (an era of quality management, continuous flow and task efficiency); to the Process Reengineering era of 1990s (with its introduction of innovations, "Best Practices", Better, faster, cheaper approaches, and e-commerce); and finally, to the current Business Process Management (BPI) methodologies (which emphasize Assessment, Adaptability, and Agility; 24x7 Globalization and Continual Transformation, since the year 2000). Despite the laudable milestones BPM has so far reached under its umbrella body, the Association of the Business Process Management Professional (ABPMP), much is still to be done for it to gain a broad recognition as a professional discipline (Lusk, Paley and Spanyi, 2005). This history has revealed, and as well, amplified the reason why a number of Business Process Improvement (BPI) methodologies that fared well in the earlier dispensations, have faded away in the process of time, thus leaving the stage for pragmatic approaches with emphasis on measurability, flexibility and continual improvements, such as Lean Manufacturing and Six Sigma systems.…”

“…There following are the key concepts of TQM as outlined by Houston (1988):Quality is defined by customers' requirements; Top management has direct responsibility for quality improvement; Increased quality comes from systematic analysis and improvement of work processes; and Quality improvement is a continuous effort and conducted throughout the organization.TQM enjoyed widespread attention during the late 1980s and early 1990s before being overshadowed by ISO 9000, Lean manufacturing, and Six Sigma (Lusk, Paley,and Spanyi, 2005).…”

“…As already observed from the evolution of BPR, although all the foregoing BPI approaches have enjoyed some measures of success in their own times, with the passage of time, most of them have been "considered as a passing fad or temporary fix by management and staff of corporations" (Anthony & Kumar, 2014). In the situation, a quest for a dynamic process improvement initiative that is appropriate for this age, needs not only to consider the essential features, merits, pros and cons of each methodology, but also, to understand that global emphasis has shifted from Process Reengineering era of 1990s, to the current Business Process Management (BPI) methodologies which emphasize Assessment, Adaptability, and Agility; 24x7 Global Business and Continual Transformation since the year 2000 (Lusk, Paley, and Spanyi, 2005). We need to understand that with the passage of time, that Lean and Six Sigma methodologies have been acknowledged as pragmatic BPI tools for resolving quality or process related issues in both manufacturing and service industries of all sizes and disciplines; they have been found to have great impacts on their bottom lines.…”