Software quality and IS project performance improvements from software development process maturity and IS implementation strategies

  • Authors:

  • Girish H. Subramanian;James J. Jiang;Gary Klein

  • Affiliations:

  • School of Business, Penn State Harrisburg, E355 Olmsted Building, 777 W. Harrisburg Pike, Middletown, PA 17057, United States;Department of Management Information Systems, University of Central Florida, Orlando, FL 32816-1400, United States;College of Business and Administration, The University of Colorado at Colorado Springs, 1420 Austin Bluffs Parkway, P.O. Box 7150, Colorado Springs, CO 80933-7150, United States

  • Venue:
  • Journal of Systems and Software
  • Year:
  • 2007

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Abstract

The capability maturity model (CMM) is part of several software process improvement (SPI), six sigma, and total quality management (TQM) initiatives in organizations. SPI and continuous quality improvements are associated with better return on investment (ROI) for organizations. The purpose of this empirical research is to study the impact of the CMM on certain critical factors in information systems implementation strategy, software quality and software project performance. Our findings are that CMM levels do associate with IS implementation strategies and higher CMM levels relate to higher software quality and project performance. We also conclude that information systems (IS) implementation strategies have a significant impact on software quality and project performance. While certain IS implementation strategies - executive commitment and prototyping - have a significant impact on both software quality and project performance, training had a significant effect only on software quality and simplicity has a significant effect only on project performance.