Capability Maturity Model Integration Framework Research Articles

A Quality-Distinction Model of IT Capabilities: Conceptualization and Two-Stage Empirical Validation Using CMMi Processes

In this paper, we develop a model of information technology (IT) service provider capabilities termed the quality distinction (QD) model that is theoretically rooted in the resource-based view and quality management literatures, and operationalized using the widely used capability maturity model (CMM) framework. The QD model is theorized to consist of one dynamic capability (i.e., process adaptation capability) and three operational capabilities (i.e., life cycle, prevention quality, and appraisal quality capabilities). These four capabilities are initially operationalized using definitions of the 22 processes in the CMM integration framework. A panel of experts is used to assign the 22 processes to the four capabilities in the QD model. Rigorous scale-refinement procedures are used and 15 CMM processes are retained as a result. Survey data collected from IT service providers are, then, used to compare the theorized QD model with the staged and continuous models in the CMM framework. Results from a covariance-based structural equation modeling analysis provide good support to the hypothesis that the QD model is superior to the two CMM models (the staged and continuous representations), with the theorized model showing high fit indices and high psychometric properties. Results also provide support for the hypothesis that processes should be operationalized as routines with a combination of both ostensive and performative aspects.

Establishing IT Governance using CMMi – A Case Study of Malaysian Private University

A study was performed on an IT function of a private university in Malaysia and this paper aims to assess the initiatives to adopt and implement ICT governance using Capability-Maturity Model Integration (CMMI) Framework. The goal of the initiative was to perform gap analysis and improve the organization's service delivery process in order to be able to reach Level 2 on the CMMI framework. Key people from chosen department were interviewed and assessment using specific framework was conducted. From the result of the research, it suggests that CMMi Framework can be adopted in a university setting in order to achieve higher levels of control and performance while delivering operational excellence.

A comparison of lean and CMMI for services (CMMI‐SVC v1.2) best practices

PurposeThe purpose of this paper is to investigate the elements of lean concept and identify those principles which are applicable to service organizations, also, to compare the lean best practices with CMMI‐SVC v1.2 model goals and practices and find out the compatibility.Design/methodology/approachThe capability maturity model integration (CMMI) for services (CMMI‐SVC v1.2) model, developed by Software Engineering Institute is a collection of best practices applicable to service operations. Lean concepts, on the other hand, originated from manufacturing but of late lean principles and best practices have been implemented in some services organizations. As lean concepts originated from manufacturing and CMMI‐SVC v1.2 from software industry, there could be some overlapping content and some differences and each may offer some distinct advantages. This paper is based on the review of the contemporary literature on lean concepts and CMMI‐SVC v1.2 model, including books, journal articles and handbooks. The authors involved a group of practitioners and experts with theoretical and practical expertise on the CMMI framework, software process improvements as well as lean principles and services to find out which lean principles are applicable to service organization and also the compatibility of lean and CMMI‐SVC v1.2 practices.FindingsThe authors have defined a set of lean best practices which can be applied to service organizations. It is concluded that integration and harmonization of both lean and CMMI‐SVC v1.2 practices is possible and in many ways the practices are complementary. In the future, a unified model based on both lean and CMMI‐SVC v1.2 can be developed by combining the best practices of both.Originality/valueThis paper has reviewed the lean literature and grouped the lean best practices which are applicable to service organizations. It has compared the lean best practices with CMMI‐SVC v1.2 best practices. Little research has been done on comparison of lean best practices with CMMI‐SVC v1.2 model.

Toward Industrialization of Ethnography

This paper explores a way to expand business using ethnography as an industrial service or product. First, a challenge that companies are facing and trying to deal with, which is industrialization is described. In the software industry, as computer prices go down, the requirements for software development involve accurate estimates of the cost, the time and the resources involved in the process. Due to these new market demands, software development reached a level of maturity, which required a new approach to product development. Likewise, as ethnography grows into more intricate realms, there is a need for a more robust approach to ethnography application in business to help it achieve the right maturity level of industrialized processes. In this context of complexity, case studies from Fujitsu and examples from literature were used to test the Capability Maturity Model Integration (CMMI) framework to use to evaluate the practice of ethnography in business. As a result, a brief assessment of ethnography using the CMMI framework is shown. It describes how ethnomethodology can be used in a repeatable manner and provides results within a small margin of difference in quality. Finally, a reflection on the value of experts in this new trend in ethnography is described.

An interactive software management simulator based on the CMMI framework

AbstractA software‐producing organization is a complex system. An interactive simulation that allows playful exploration and experimenting can enhance the understanding of such complex systems. Therefore, a simulator concept is presented that lets its user act in the role of a software‐producing organization's top‐level manager. In this role, business measures must be monitored and investment decisions need to be made.The model is developed as a feasibility investigation with the premise of maximal abstraction, using concepts of the Capability Maturity Model Integration (CMMI) and balanced scorecards: 15 process areas deduced from CMMI serve as states and investment fields and 27 business performance indicators form the outputs.Simulations of different scenarios illustrate that the model is capable of reflecting underlying strategies for advancing or maintaining an organization's processes. Moreover, the iterative and interactive investment approach and the graphical and historical result presentation can give valuable insight into complex process dependencies.Therefore, the simulator can serve as a tool to playfully enhance the appreciation of software engineering practices. It can be used by all stakeholders involved in software development to better understand the various aspects of software engineering, their interdependencies, and the resulting complex dynamics of the software‐producing organization's operations. Copyright © 2005 John Wiley & Sons, Ltd.