An exploration of the relationship between software development process maturity and project performance

  • Authors:

  • James J. Jiang;Gary Klein;Hsin-Ginn Hwang;Jack Huang;Shin-Yuan Hung

  • Affiliations:

  • Department of Management Information Systems, University of Central Florida, Orlando, FL;University of Colorado, Colorado Springs;National Chung Cheng University, Jai-Yi Taiwan;National Chung Cheng University, Jai-Yi Taiwan;National Chung Cheng University, Jai-Yi Taiwan

  • Venue:
  • Information and Management
  • Year:
  • 2004

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Abstract

Software projects have a high rate of failure. Organizations have tried to reduce the rate through methodological approaches but with little perceived success. A model of software development maturity (the capability maturity model (CMM)) describes managerial processes that can he used to attack software development difficulties from the managerial control perspective at five maturity levels. Our study examined performance of projects in relation to the activities at these various levels of maturity. A survey of software engineers indicated that the activities associated with the managerial control of development related positively to project performance measures. However, not each level of maturity demonstrated observable benefits, indicating that greater caution is needed in the planning and implementation of the activities.