Abstract
Research has shown that adopting and implementing Software Process Improvement (SPI) reference frameworks can produce benefits in software product quality and delivery. However, limited attention has been given to sustaining SPI over time and the influence of the organizational context on SPI activities. The authors have previously proposed a theoretical SPI Sustainment Model derived from the literature to address this gap. This paper extends that work by empirically validating the model using longitudinal case studies of companies that have adopted CMMI. The validation supports the underlying theory of the model that SPI program benefits can be reinforced and sustained by nurturing influential factors, identified in the model, in the organizational context in which the SPI activities take place. The paper concludes that viewing SPI more broadly as an organizational investment rather than just an incremental product or process improvement tool may support sustained benefits.
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