Objective: In this paper, we present findings from an empirical study that was aimed at identifying the relative ‘‘perceived value” of CMMI level 2 specific practices based on the perceptions and experiences of practitioners of small and medium size companies. The objective of this study is to identify the extent to which a particular CMMI practice is used in order to develop a finer-grained fr...

From the agile camp you can hear someone to say that CMMI is the big American waterfall model monster, and is outright contra productive to agile methods. From the CMMI camp you can hear someone to say that agile methods is hackers from hell that uses the agile paradigm to enjoy anarchy with no rules. You can also hear some say that agile works the best in CMMI level 5 companies. The context of...

Aiming to help small-to-medium software developers lift their game, the Victorian Government is providing $1 million over the next 3.5 years for obtaining Capability Maturity Model Integration (CMMI) Level 2. While applauding the good intentions (and of course the funding), I have personal reservations about how this is being carried out. To be blunt, I think it is a big mistake to push CMMI ce...

This article presents an industrial experience using the recent ISO/IEC 15504-7 Organizational Maturity Levels 1, 2 and 3 for an assessment. In this experience, these organizational maturity levels were defined for the continuous representation of the CMMI-DEV model. The assessment was an exploratory assessment for a process improvement cycle using PRO2PIWORK4A method. The assessment results ar...

Process improvements have drawn much attention in practical software engineering. The capability maturity levels from CMMI have become an important index to assess a software company’s software engineering capability. However, in countries like Taiwan, customers often have no choices but to deal with vendors that are not CMMI prepared or qualified. We call these vendors maturitylevel-1 (ML1) ve...

This paper proposes a harmonization between a product quality model and a software process model used in the industry, CERTICS (a national Brazilian model) and CMMI-DEV (an international model). The focus of this harmonization is on the Competence Area of Continuous Improvement of CERTICS, which addresses the key question of whether the software is the result of Continuous Improvement actions o...

We investigate the welfare implications of operating alternative market structures known as electronic crossing networks or “dark pools” alongside traditional “lit” markets. We study equilibria of a market where intrinsic traders and speculators, endowed with heterogeneous fine-grained information, endogenously choose between dark and lit venues. We establish that while the dark pool attracts r...

concern to both practitioners and researchers but also that the software market is becoming gradually more demanding in terms of development constraints, systems evolution and emerging business models. To cope with this reality, the adoption of Software Process Improvement Models such as capability maturity model integration (CMMI) is perceived by many software development organisations as a ba...

Projects combining agile methods with CMMI combine adaptability with predictability to better serve large customer needs. The introduction of Scrum at Systematic, a CMMI Level 5 company, doubled productivity and cut defects by 40% compared to waterfall projects in 2006 by focusing on early testing and time to fix builds. Systematic institutionalized Scrum across all projects and used data drive...