Abstract
At some point all small software companies face a situation where they simply have to start to define and improve their software processes. The difficulties they normally have to cope with are the limited resources and the lack of knowledge of how to do a plan and to carry out a successful and realistic process improvement effort. Surprisingly, often the main problem in small companies is that some software sub-processes have not been defined and implemented at all. In this kind of situation good results can sometimes be achieved by benchmarking the solutions of other companies and then developing a solution of one’s own. Another important topic when planning process improvement effort is the selection of the improvement key-area and finding enough background information about it. This paper introduces an example case of improving software product management (SPM) process maturity in three SMEs. © 1997 John Wiley & Sons, Ltd.
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