An Examination of Culture Profiles in a Software Organization Implementing SPI

The capability maturity model integration (CMMI) has become one of the most preferred approaches to software process improvement (SPI). However, the amount of discontinued or delayed CMMIdriven SPI projects is considerable. In this paper we investigate the culture embedded in the CMMI and compare it with the cultures within an implementing organization in Scandinavia by utilising the competing values framework. We search for congruencies in culture profiles and relate the profiles to assessment results in different business areas of the organization. Our research reveals that in spite of similar culture profiles in the business areas, which are significantly different from the culture profile of the CMMI, there is no apparent association with the level of SPI success. Furthermore, even if CMMI based process descriptions are not adapted to the software organisation’s specific culture profile, evidence suggests that SPI success is possible.