Software Process Improvement Implementation Research Articles

Success Factors for Conducting Software-Process Improvement in Web-Based Software Projects

Abstract Continuous Software Process Improvement (SPI) is essential for achieving and maintaining high-quality software products. Web-based software enterprises, comprising a substantial proportion of global businesses and forming a cornerstone of the world’s industrial economy, are actively pursuing SPI initiatives. While these companies recognize the critical role of process enhancement in achieving success, they face challenges in implementing SPI due to the distinctive characteristics of Web-based software projects. This study aims to identify, validate, and prioritize the sustainability success factors that positively influence SPI implementation efforts in Web-based software projects. Data have been meticulously gathered through a systematic literature review and quantitatively through a survey questionnaire. The findings of this research empower Web-based software enterprises to refine their management strategies for evaluating and bolstering SPI practices within the Web-based software projects domain.

Towards the sustainability of small and medium software enterprises through the implementation of software process improvement: Empirical investigation

AbstractTo improve and sustain the quality of software products, software process improvement (SPI) is needed. Currently, small and medium software enterprises (SMSEs) represent a high proportion of companies around the world and become a cornerstone in the worldwide industry economy. These companies have realized that improving their process is crucial for success, but they are facing difficulties to implement it due to limited resources, limited knowledge, and time constraints. This study aimed to identify the sustainability success factors (SSFs) that have a positive impact on implementing SPI efforts in SMSEs. Data were collected through a systematic literature review (SLR) approach and quantitatively through a survey questionnaire. A list of 44 SSFs was identified during SLR and empirical study. Results illustrate that there is a positive correlation between the ranks obtained from both dataset (rs (44) = .548, ρ = .001). Therefore, there would be significant differences between the SSFs identified in both datasets. In conclusion, the top‐ranked factors can then be used to guide the SPI coordinators on where they should focus their attention to reach the desired SPI goals, which is crucial to deliver the software products and also facilitates in development of model for SPIs in the future.

Comparative effects of knowledge-based antecedents in different realms of CMMI-based software process improvement success

Software process improvement (SPI) is a knowledge- and learning-intensive activity that is critical in software development. The literature reveals several major knowledge-based antecedents, namely, exploration, exploitation, absorptive capacity (AC) and knowledge sharing (KS), that are shown to be crucial for SPI. Since SPI is a gradual implementation program, from this perspective, the different roles and effects of these antecedents and how they are associated with various levels of progress in SPI success remain unknown. To address this gap, we propose a research model that combines the four antecedents to examine their comparative influence on successful SPI implementation. To reflect the different levels of SPI success, we employ capability maturity model integration (CMMI) maturities. A survey method is used to examine the model based on 413 CMMI-certified organizations in China. The results show that KS has the most explanatory power in contributing to SPI success at all maturity levels. In a further investigation of different maturities, we find that the dominant knowledge antecedents vary depending on distinct maturity levels. The rationale for the above findings, as well as the theoretical and practical implications and limitations of this study, are discussed and summarized.

Library-Based Overview of Multicriteria Decision Making for Continuous Software Improvement for Internet of Software Industry

The revolution in software development is increasing with the use of advanced techniques and tools. Software development organizations are considering standards, methods, approaches, and tools to support them in maintaining the effectiveness of software. An effective implementation of software process improvement (SPI) is important in order to gain effectiveness in the software industry. Disasters are happening in software projects and industry of software, which hinder the success of software and ultimately lead the software to failure. Peoples of organizations are demanding to devise methodological approaches for reducing the failure rate of software, but it perceived slight success. The proposed study’s aim is to offer multicriteria decision making for continuous Internet of software industry and to report the literature to early decision making associated to software developments. The study has devised a comprehensive overview of the existing methodological approaches, tools, and mechanisms applied in software improvement for the software industry and is based on multicriteria decision making. The research has analyzed the available literature from different perspectives and then reported it. The results of the study will help researchers to devise new solutions for effective software process improvement, and the this study will consider as a support of evidence.

Knowledge-Driven Software Project Management Based on IDEAL Cycle

In recent years, aerospace products’ development has more needs for localization, integration and intellectualization, so how to improved efficiency and reliability of software development through optimizing the management modes has become the major challenge. This paper proposes a design idea of transforming the task-driven management model to a knowledge-driven management model based on the software process improvement model(IDEAL cycle). By combining the improvement process of IDEAL cycle with the knowledge-driven management activities, it achieves a knowledge-driven software project management model based on IDEAL cycle. The practice results show that, through the implementation of the program, the software team are promoted to achieve the acquisition, storage, sharing, exchange, application and innovation of knowledge while implementing software process improvement, the process capability and core competitiveness of the team are fully enhanced. The requirements of software process improvement and the knowledge-driven design are fully taken into account in program design, and its generalized workflow engine and platform function have great promotion value and applicable to other knowledge-based enterprises.

Software Process Improvement Implementation Issues in Small and Medium Enterprises That Develop Healthcare Applications

Software Process Improvement (SPI) intends to recuperate software processes to realize high quality software. But numerous SPI initiatives predominantly in the case of software Small and Medium Enterprises (SMEs) are failed to achieve desired results as certain issues occur during this progression. Objective of this research work is to facilitate the efficacious SPI implementation in the case of software SMEs that develop healthcare applications. The study identifies and ranks common SPI implementation issues in the case of related SMEs. For this purpose, two questionnaire surveys have been performed by involving relevant software industry practitioners. In the first survey, by providing a literature-based list of SPI issues, we have solicited respondents to choose common issues or resistant factors for SPI in the case of SMEs that deal with healthcare application development. We have also requested the practitioners to mention the issues that they have been generally spotting during the SPI in case of pertinent SMEs but have not been mentioned in the given list. During the second survey, by employing two rounds of the Delphi method, practitioners have ranked the commonly transpiring SPI issues regarding SMEs that deal with the development of healthcare applications. The ranking is based on the issues' impact having four categories: catastrophic, serious, tolerable and insignificant. To incorporate various SMEs standards that are followed worldwide, the concept of 'common/shared range standard' is presented. The study identifies 26 SPI issues in the case of SMEs that develop healthcare applications whereas top 10 issues instigate from finance and management. To enable swift and fruitful SPI in the case of pertinent SMEs, this study suggests that the 26 identified issues must be tackled proactively whereas financial and managerial issues must be given top priority.

Software Process Improvement Implementation Issues in Small and Medium Enterprises That Develop Healthcare Applications

Software Process Improvement (SPI) intends to recuperate software processes to realize high quality software. But numerous SPI initiatives predominantly in the case of software Small and Medium Enterprises (SMEs) are failed to achieve desired results as certain issues occur during this progression. Objective of this research work is to facilitate the efficacious SPI implementation in the case of software SMEs that develop healthcare applications. The study identifies and ranks common SPI implementation issues in the case of related SMEs. For this purpose, two questionnaire surveys have been performed by involving relevant software industry practitioners. In the first survey, by providing a literature-based list of SPI issues, we have solicited respondents to choose common issues or resistant factors for SPI in the case of SMEs that deal with healthcare application development. We have also requested the practitioners to mention the issues that they have been generally spotting during the SPI in case of pertinent SMEs but have not been mentioned in the given list. During the second survey, by employing two rounds of the Delphi method, practitioners have ranked the commonly transpiring SPI issues regarding SMEs that deal with the development of healthcare applications. The ranking is based on the issues' impact having four categories: catastrophic, serious, tolerable and insignificant. To incorporate various SMEs standards that are followed worldwide, the concept of 'common/shared range standard' is presented. The study identifies 26 SPI issues in the case of SMEs that develop healthcare applications whereas top 10 issues instigate from finance and management. To enable swift and fruitful SPI in the case of pertinent SMEs, this study suggests that the 26 identified issues must be tackled proactively whereas financial and managerial issues must be given top priority.

Investigating the factors which impact SPI implementation initiatives in software SMEs—A systematic map and review

AbstractContextFor successful initiation of software process improvement (SPI) initiatives in software SMEs, it is vital for the practitioners to have deep understanding of various SPI inhibitors.ObjectiveThe paper has the following objectives: investigate factors which impact SPI implementation initiatives in software SMEs, synthesize available evidence, identify gaps between existing approaches available in the literature, and to develop the taxonomy of the factors.MethodsDatabase search and snowballing procedure are adapted to perform the systematic mapping and review, which includes 105 primary studies published between 2002 and 2018. Also, we reviewed the empirical studies for their rigor and relevance.ResultsA total of 16 inhibitors have been identified and are grouped into PMBOK knowledge areas framework. From the rigor and relevance scores, it is observed that despite the research has been conducted in an industrial context, it lacks rigor (mean = 1.79) and thus hinders the possibility of generalizing the results. This calls for more studies with thorough empirical analysis and validation using adequate statistical tests.ConclusionsThe results can help the practitioners to understand the dynamics of factors, which undermine SPI implementation in software SMEs and also to assist them in the development of effective control and mitigation strategies.

Barriers in the Implementation of Software Process Improvement Project in Saudi Arabia

Objectives: To identify the barriers as resistance factors that influence the implementation of Software Process Improvement (SPI) in Saudi software companies. Methods/Analysis: This research has developed a questionnaire on a sample of Saudi companies that have implemented SPI. The questionnaire performed from April to July 2018. Forty companies in Saudi Arabia, which are based on software process improvement, have been identified. 251 of 300 professionals who were working in these software companies responded. Findings: The human factors, tools and technology factors, and budget and estimates factors, are playing a vital role in the success of the SPI project. Application: This research provides a comprehensive overview for senior management, especially in Saudi Arabia, to manage the future projects by applying preventive actions. Keywords: Barriers, Resistance Factors, SPI Implementation, SPI in Saudi Arabia, Software Process Improvement, SPI

What Do Software Practitioners Really Think About Software Process Improvement Project Success? An Exploratory Study

Software practitioners have always shown a significant interest in implementing software process improvement (SPI) initiatives to ensure the delivery of quality products. Software industry and SPI methodologies have evolved over a period of time; however, still many SPI initiatives have not been successful. There is a need to understand software practitioners’ perspectives on SPI success which can be helpful for tailoring or improving effective situation-specific SPI methodologies. This research presents an exploratory study of Turkish software development organizations. The main research question is: What software practitioners’ really think about SPI project success. This study was conducted with 27 Turkish software development organizations to identity and analyse important SPI factors that contribute to the success of SPI projects. The results reveal that professional growth, increased professional recognition, project planning, monitoring of project risks, providing technical support, adoption of current technologies, strong leadership and commitment are among the highest ranked factors that contribute towards the success of SPI initiatives. The findings of this research provide a foundation for further work in tailoring and improving situation-specific SPI methodologies for software project environments.

Factors Influencing the Implementation of Software Process Improvement in Small and Medium Enterprises: An Empirical Study

Factors Influencing the Implementation of Software Process Improvement in Small and Medium Enterprises: An Empirical Study

Understanding software process improvement in global software development

Presently, most of the software development organizations are adopting the phenomena of Global Software Development (GSD), mainly because of the significant return on investment it produces. However, GSD is a complex phenomenon and there are many challenges associated with it, especially that related to Software Process Improvement (SPI). The aim of this work is to identify humans' related success factors and barriers that could impact the SPI process in GSD organizations and proposed a theoretical framework of the factors in relation to SPI implementation. We have adopted the Systematic Literature Review (SLR) method in order to investigate the success factors and barriers. Using the SLR approach, total ten success factors and eight barriers were identified. The paper also reported the Critical Success Factors (CSFs) and Critical Barriers (CBs) for SPI implementation following the criteria of the factors having a frequency ≥ 50% as critical. Our results reveal that five out of ten factors are critical for SPI program. Moreover, total three barriers were ranked as the most critical barriers. Based on the analysis of the identified factors, we have presented a theoretical framework that has highlighted an association between the identified factors and the implementation of the SPI program in GSD environment.

Systematic literature review and empirical investigation of barriers to process improvement in global software development: Client–vendor perspective

ContextIncreasingly, software development organizations are adopting global software development (GSD) strategies, mainly because of the significant return on investment they produce. However, there are many challenges associated with GSD, particularly with regards to software process improvement (SPI). SPI can play a significant role in the successful execution of GSD projects. ObjectiveThe aim of the present study was to identify barriers that can negatively affect SPI initiatives in GSD organizations from both client and vendor perspectives. MethodA systematic literature review (SLR) and survey questionnaire were used to identify and validate the barriers. ResultsTwenty-two barriers to successful SPI programs were identified. Results illustrate that the barriers identified using SLR and survey approaches have more similarities However, there were significant differences between the ranking of these barriers in the SLR and survey approaches, as indicated by the results of t-tests (for instance, t = 2.28, p = 0.011 < 0.05). Our findings demonstrate that there is a moderate positive correlation between the ranks obtained from the SLR and the empirical study (rs (22)= 0.567, p = 0.006). ConclusionsThe identified barriers can assist both client and vendor GSD organizations during initiation of an SPI program. Client-vendor classification was used to provide a broad picture of SPI programs, and their respective barriers. The top-ranked barriers can be used as a guide for GSD organizations prior to the initiation of an SPI program. We believe that the results of this study can be useful in tackling the problems associated with the implementation of SPI, which is vital to the success and progression of GSD organizations.

Ruling out key enablers for software process reengineering in Indian small and medium enterprises

It has been of utmost significance for the software industry to find a way for the successful implementation of software process improvement (SPI). It assumes greater importance when we talk about small and medium enterprises (SMEs). Majority of the researchers have explored limited resources in terms of cost, time and expertise for the low adoption rate of software process reengineering (SPR) in Indian SMEs. Last decade evidenced evolvement of software SMEs; and the rate of adoption of SPI initiatives realised some appreciation. In order to explore the reasons attributing towards the success or failure of SPI, researchers need to focus on the underlying multi-dimensional issues. Sufficient literature is available regarding SPI initiatives of triumphant organisations, but not much has been said about Indian SMEs. This paper aims to point out the facilitating factors in SPI that can really boost the quality of software processes to provide a competitive edge to the Indian SMEs.

SPIIMM: Toward a Model for Software Process Improvement Implementation and Management in Global Software Development

Software development organizations are globalizing their activities by adopting the phenomenon of global software development (GSD), mainly due to the significant return on investment it offers. Various challenges are associated with the software process improvement (SPI). The aim of this paper is to develop a software process improvement implementation and management model (SPIIMM) that can assist GSD organizations in assessing and improving their SPI activities. A thorough systematic literature review (SLR) study was performed to identify the critical success factors (CSFs), critical barriers (CBs), and the relevant practices of SPI. An empirical study of the industry was conducted with 111 SPI experts using a survey questionnaire to verify the outcomes of the SLR. The final CSFs and CBs were categorized into five maturity levels based on the implementation maturity model, the software outsourcing vendor readiness model, and capability maturity model integration. Each maturity level consisted of different CSFs and CBs to assess and improve the SPI-related maturity level of an organization. Three case studies were conducted to evaluate the effectiveness of the proposed model. The results revealed that SPIIMM can provide a robust framework to assess and improve SPI activities in GSD organizations.

Reinforcing the applicability of multi-model environments for software process improvement using knowledge management

Nowadays software development organizations look for tools and methods that help them maintain their competitiveness. A key approach for organizations in order to achieve this competitiveness is a successful implementation of software process improvement (SPI). Unfortunately, most of the times, software process improvement involves a path full of obstacles due to the lack of knowledge for choosing the right implementation. The most common and critical problem consists of the selection and application of the right reference model for guiding this implementation. As an effort for helping organizations in the selection of the right implementation of improvements, multi-model environments arised enabling the use of best practices from different reference models. Multi-model approach facilitates the improvement task in order to achieve the organization's business goals. In this context, effective integration of models and standards can play a crucial role in the implementation of multi-model environments as reference support tool. Nevertheless the use of multi-model approaches presents difficulties related to the lack of knowledge of how to manage the amount of information and the correct integration of different models and standards. In this sense, knowledge management technologies have proven to be highly promising support for knowledge sharing and system integration. This work presents an ontological framework based on a multi-model approach, which facilitates and supports the SPI for small and medium companies for a life cycle process improvement. Life cycle process improvement pursues the necessary actions in a deliberate, structured and methodical manner, required in each stage of the life cycle of software development, capable for improving process to current organization needs. Finally, a case study is presented in order to show the performance of the framework.

Helping organizations to address their effort toward the implementation of improvements in their software process

Due to the importance of Software Development Small and Medium Enterprises (SMEs) in the software industry, it is necessary to guarantee the quality of their products. In this context, the implementation of software process improvements offers an attractive way to achieve it. Unfortunately, the lack of knowledge on how to address the improvement effort makes the implementation of software improvements in SMEs a path full of obstacles, and most of the times impossible to achieve. In order to help SMEs addressing their improvement efforts, this paper aims to present a framework which allows addressing their improvement effort based on the identifi cation of their main problems. Moreover, the framework provides a starting point regarding the model, standard or agile methodology to be used as reference based on the SME current needs, features and work culture. Finally, a case study showing the implementation of the framework in four SMEs of Zacatecas region is included.

Examining the impacts of organizational culture and top management support of knowledge sharing on the success of software process improvement

Although numerous studies have discussed the importance of the relationship between knowledge management and software process improvement (SPI), a research gap still exists in relation to how the specific role of knowledge sharing influences successful SPI implementation. This study advances our knowledge by developing an innovative model for exploring the impact of knowledge sharing on SPI success, the impact of knowledge sharing in specific organizational cultures, and how the support of top management specifically influences the path to SPI success. To empirically test the model, this study adopts the statistical technique of partial least squares (PLS) to analyze 118 samples collected from SPI-certified Taiwanese organizations. The results suggest that clan-type organizational culture has a stronger association with knowledge sharing than hierarchy-type in the context of SPI success. SPI knowledge sharing is found to be a mediator of both clan culture and top management support in the context of SPI success. The findings also include the implication to improve our knowledge about how organizational culture and top management support drive effective knowledge sharing on the way to SPI success.

Software SMEs’ unofficial readiness for CMMI®-based software process improvement

The goal of software process improvement (SPI) is to improve software processes and produce high-quality software, but the results of SPI efforts in small- and medium-sized enterprises (SMEs) that develop software have been unsatisfactory. The objective of this study is to support the prolific and successful CMMI-based implementation of SPI in SMEs by presenting the facts related to the unofficial adoption of CMMI level 2 process area-specific practices by software SMEs. Two questionnaire surveys were performed, and 42 questionnaires were selected for data analysis. The questionnaires were filled out by experts from 42 non-CMMI-certified software SMEs based in Malaysia and Pakistan. In the case of each process area of CMMI level 2, the respondents were asked to choose from three categories, namely `below 50 %,' `50---75 %,' and `above 75 %'. The percentages indicated the extent to which process area-specific practices are routinely followed in the respondents' respective organizations. To deal with differing standards for defining SMEs, the notion of the common range standard has been introduced. The results of the study show that a large segment of software development SMEs informally follows the specific practices of CMMI level 2 process areas and thus has true potential for rapid and effective CMMI-based SPI. The results further indicate that, in the case of four process areas of CMMI level 2, there are statistically significant differences between the readiness of small and medium software enterprises to adopt the specific practices of those process areas, and between trends on their part to do so unofficially. The findings, manifesting various degrees of unofficial readiness for CMMI-based SPI among SMEs, can be used to define criteria for the selection of SMEs that would be included in SPI initiatives funded by relevant authorities. In the interests of developing fruitful CMMI-based SPI and to enhance the success rate of CMMI-based SPI initiatives, the study suggests that `ready' or `potential' SMEs should be given priority for SPI initiatives.

A comparative study of software process improvement implementation success factors

AbstractContextIt has been observed that software process improvement (SPI) initiatives have been around for more than a decade, yet many companies are still facing SPI implementation challenges.ObjectiveIn this paper, a systematic literature review (SLR) has been conducted, and the results are compared with the previously collected data of SPI implementation success factors. The overarching objective of this research is to gain an in‐depth understanding of success factors that play a positive role in SPI implementation; this will assist SPI managers in better designing and managing SPI programs. We are interested to discover if there are any differences in the success factors identified by the three research strategies used, that is, informal literature review, SLR, and interviews.MethodData were collected and analyzed using the three research strategies. For informal literature review, the snowballing technique was used. The SLR was conducted for formal literature reviews. For an empirical study, interviews were conducted with Australian SPI practitioners.ResultsResults show that (i) senior management commitment and (ii) staff involvement are the frequently cited common SPI success factors in all three research strategies. The results also uncover similarities and differences among the three research strategies regarding the importance of the SPI success factors: (i) SPI awareness is a frequently cited common SPI success factor in interviews and formal literature review, and the Spearman's rank‐order correlation is rs(37) = 0.413, p = 0.011; (ii) reviews are a frequently cited common SPI success factor in formal and informal literature reviews, and the Spearman's rank‐order correlation is rs(37) = 0.517, p = 0.001; and (iii) training and mentoring is a frequently cited common SPI success factor in interviews and an informal literature review, and the Spearman's rank‐order correlation is rs(37) = 0.195, p = 0.247.ConclusionsThe understanding of these factors can help both researchers and software development organizations in successfully planning and implementing SPI initiatives. Copyright © 2015 John Wiley &amp; Sons, Ltd.