What small business and small organizations say about the CMM: experience report
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Inroads to software quality: “how to” guide and toolkit
Inroads to software quality: “how to” guide and toolkit
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A maturity model for the implementation of software process improvement: an empirical study
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Value-Based Software Engineering
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ICGSE '06 Proceedings of the IEEE international conference on Global Software Engineering
An exploratory study of why organizations do not adopt CMMI
Journal of Systems and Software
Software process improvement in small and medium software enterprises: a systematic review
Software Quality Control
Exploring the relationship between software project duration and risk exposure: A cluster analysis
Information and Management
What do software practitioners really think about project success: A cross-cultural comparison
Journal of Systems and Software
Demotivators of software process improvement: an empirical investigation
Software Process: Improvement and Practice
Software Engineering
QoSA'07 Proceedings of the Quality of software architectures 3rd international conference on Software architectures, components, and applications
De-motivators of software process improvement: an analysis of vietnamese practitioners' views
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Empirical evaluation of selected best practices in implementation of software process improvement
Information and Software Technology
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Journal of Systems and Software
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Objective: In this paper, we present findings from an empirical study that was aimed at identifying the relative ''perceived value'' of CMMI level 2 specific practices based on the perceptions and experiences of practitioners of small and medium size companies. The objective of this study is to identify the extent to which a particular CMMI practice is used in order to develop a finer-grained framework, which encompasses the notion of perceived value within specific practices. Method: We used face-to-face questionnaire based survey sessions as the main approach to collecting data from 46 software development practitioners from Malaysia and Vietnam. We asked practitioners to choose and rank CMMI level 2 practices against the five types of assessments (high, medium, low, zero or do not know). From this, we have proposed the notion of 'perceived value' associated with each practice. Results: We have identified three 'requirements management' practices as having a 'high perceived value'. The results also reveal the similarities and differences in the perceptions of Malaysian and Vietnamese practitioners with regard to the relative values of different practices of CMMI level 2 process areas. Conclusions: Small and medium size companies should not be seen as being ''at fault'' for not adopting CMMI - instead the Software Process Improvement (SPI) implementation approaches and its transition mechanisms should be improved. We argue that research into ''tailoring'' existing process capability maturity models may address some of the issues of small and medium size companies.