The CMMI-Dev Implementation Factors for Software Quality Improvement

Alqadri, Yuki; Budiardjo, Eko K.; Ferdinansyah, Alex; Rokhman, Mokhammad Fathoni

doi:10.1145/3379310.3379327

Cited by 9 publications

(6 citation statements)

References 11 publications

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“…Discussion: These results are consistent with the SPI literature, which reports that training is essential for disseminating knowledge (Alqadri et al, 2020) and providing awareness of the benefits of SPI (Peixoto et al, 2010). The importance of top management to be convinced about SPI's benefits for both the implementation and continuity of SPI is highlighted by Almeida et al (2011).…”

Section: Pitfall 1 -Negligence With Human Factorssupporting

confidence: 84%

“…The importance of considering organizational culture in SPI initiatives was reported in the research (Alqadri et al 2020) Shih et al (2010). Shih et al (2010 emphasized that SEPG (Software Engineering Process Group) leaders should consider culture when a new SPI approach is implemented because it may be incompatible with the existing culture.…”

Section: Discussionmentioning

confidence: 99%

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Software process improvement programs

Albuquerque

Santos

Malucelli

et al. 2021

JSERD

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While many organizations successfully embrace and experience software process improvement (SPI) benefits, others abandon the effort before realizing the total potential result of an SPI initiative. Therefore, researchers' interest in understanding the reasons why software organizations that have a successful start in adopting SPI abandon improvement initiatives after evaluation has increased. Thus, this work aims to investigate how the abandonment of SPI programs based on maturity models occurs after the evaluation. The multiple case study method was used with eight organizations. Data were analyzed using Grounded Theory open and axial coding procedures. The results show that SPI initiatives failed because of internal factors (people, SPI project management, organizational aspects, and processes) and external factors to the organizational context (country economic crisis, outsourcing, governmental political influence, and external pressure from the client). As a contribution, we highlight the identification of these factors that organizations can use to learn about their initiatives and avoid pitfalls that can lead to the abandonment of SPI.

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Section: Pitfall 1 -Negligence With Human Factorssupporting

confidence: 84%

Section: Discussionmentioning

confidence: 99%

Software process improvement programs

Albuquerque

Santos

Malucelli

et al. 2021

JSERD

View full text Add to dashboard Cite

show abstract

“…Studies have shown that integrating CMMI with Agile methodologies can significantly refine budget and schedule predictions. Alqadri et al [35], Saputra et al [42], and Galvan-Cruz et al [34] highlight CMMI's effectiveness in this regard. Degerli, M. [12], [24] citing CMMI Institute [13], reports a remarkable 17% increase in estimation accuracy following the adoption of CMMI V2.0.…”

Section: ) Estimation: Enhanced Accuracy and Predictabilitymentioning

confidence: 99%

“…The incorporation of CMMI into Agile methodologies elevates the process of work planning and management. As outlined by Valeria et al [8], [35], CMMI's structure enables the creation of comprehensive forecasts concerning workload, costs, and schedules. This foresight is crucial in preventing budget or timeline overruns [8], [14].…”

Section: ) Estimation: Enhanced Accuracy and Predictabilitymentioning

confidence: 99%

“…This element holds particular significance in Agile Project Management, given its focus on flexibility and adaptability. According to several studies, CMMI enhances customer satisfaction by improving product quality and aligning closely with customer needs [29], [31], [35], [36]. Furthermore, CMMI's principles can be seamlessly amalgamated with Agile's emphasis on customer collaboration and adaptability to change [36], [39].…”

Section: ) Estimation: Enhanced Accuracy and Predictabilitymentioning

confidence: 99%

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Perceived Benefits and Challenges of Implementing CMMI on Agile Project Management: A Systematic Literature Review

Astridita,

Raharjo,

Fitriani

2024

IJACSA

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In an era where the agility and responsiveness of Agile project management are paramount, the integration of structured models like the Capability Maturity Model Integration (CMMI) presents a blend of unique opportunities and challenges. This study conducts a comprehensive systematic literature review of 23 scientific articles, chosen through the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) methodology, to explore the benefits and challenges of CMMI and software development integration within the context of Agile project management. Emphasizing the enhancement of Agile project management maturity, the research delves into the role of CMMI, particularly CMMI-DEV, as a pivotal element in Software Process Improvement (SPI) models tailored to Agile environments. The study's novelty lies in its systematic and in-depth investigation of CMMI's integration with Agile project management methodologies, a critical yet underexplored area in the existing literature. Addressing the urgency highlighted by global trends of resource inefficiencies and project management challenges, this research offers timely insights for both academia and industry. This study also categorizes key benefits while identifying prevalent challenges, such as resource constraints and organizational resistance. Additionally, this research also suggests solutions and improvements to these challenges. By offering a comprehensive evaluation, the research significantly advances the understanding of the complexities and potential of CMMI and Agile project management integration. It provides valuable insights for practical applications in organizational settings, emphasizing the potential of integrating structured models like CMMI-DEV with Agile project management methodologies. This integration is essential for enhancing project management maturity, marking a significant step forward in academic research and practical applications in this vital domain.

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The Obstacles of Software Process Improvement in Software House: A Systematic Literature Review and Empirical Study

Elfaiz

Raharjo

2021

J. Phys.: Conf. Ser.

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A software house, that established in 2005 based in Indonesia, got 31 projects in 2019. By the end of year, Project Management Officer released documents to inform company’s project health. There are 14 projects confirmed late, 6 projects on time and 11 projects scheduled complete on the next year. That late projects cause serious problem like loses revenue and gets disrupted of company’s cash flow. Based on the root cause analysis, it found that no standardization of software development process in the company. Before designing the standardization to improve process, we need to analyze the obstacles that might be happened. Therefore, this study aims to identify the obstacles on software process improvement in software house. We performed a systematic literature review to determine the obstacles, then we do empirical research to 58 employees on company’s development department to sort the priority of obstacles in the company. From the systematic literature review, we found studies that relevant and there are 13 obstacles of software process improvement, then from the empirical research we got top three obstracles. We also proposed recommendations to solve that obstacles.

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The CMMI-Dev Implementation Factors for Software Quality Improvement

Cited by 9 publications

References 11 publications

Software process improvement programs

Software process improvement programs

Perceived Benefits and Challenges of Implementing CMMI on Agile Project Management: A Systematic Literature Review

The Obstacles of Software Process Improvement in Software House: A Systematic Literature Review and Empirical Study

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