Quantifying the Effects on Effort of Process Improvement
IEEE Software
Measuring the Impacts Individual Process Maturity Attributes Have on Software Products
METRICS '98 Proceedings of the 5th International Symposium on Software Metrics
SEW '01 Proceedings of the 26th Annual NASA Goddard Software Engineering Workshop
ACM SIGSOFT Software Engineering Notes
Experiences from using ICMM in inspection process assessment
Software Quality Control
Framework to evaluate software process improvement in small organizations
ICSP'08 Proceedings of the Software process, 2008 international conference on Making globally distributed software development a success story
Using linear regression models to analyse the effect of software process improvement
PROFES'06 Proceedings of the 7th international conference on Product-Focused Software Process Improvement
Hi-index | 0.00 |
In November 1998, the CSC SEAS Center became the sixth organization in the world ever to have attained the rating of Capability Maturity Model (CMM) CMM Level 5.This achievement was the culmination of an aggressive process improvement initiative which began in mid-1994. The Software Engineering Institute (SEI) CMM(Reference 1) is a worldwide recognized benchmark for software organizations, used to assess the maturity and quality of an organization's software process. The SEAS Center has twice reaffirmed its high maturity performance by independent assessments. Since the start of the focused improvement program in 1994, detailed records of cost, impacts, activities and overall approach have been captured, tracked, and analyzed so that other CSC programs could capitalize on the SEAS efforts and experiences. This paper is a direct result of the collection and analysis of that process experience data.After a brief overview of the SEAS organization and its aggressive process improvement approach, this paper describes the coordination of improvement initiatives, the role of goals and industry benchmarks, the organizational strategy, and the use of key documents in measuring improvements. Additional discussion covers the investment and benefits of an improvement program. Finally, based on the SEAS experience, the paper presents seven key recommendations for any organization planning to initiate a process improvement program.