Hayes W., Zubrow D. Moving On Up: Data and Experience Doing CMMBased Process Improvement, Technical Report CMU/SEI-95-TR-008, ESCTR -95-008, 1995. Home/Search Document Details and Download
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Dynamic CMM for Small Organisations: Implementation Aspects - Orci, Laryd (2000) (Correct)
....number of SPI projects within ESSI program. Lessons learned and experiences of those projects are publicly available on the World Wide Web. There are models for implementation, e.g. IDEAL [15] guidelines for and experiences of implementation [4] 18] and other related information, e.g. 3] 6] [7], 12] 17] Yet the expected results are sometimes not delivered within the time and budget, the situation reminding very much of the software crisis. Examples of what can go wrong are presented in [2] for example the role of Software Engineering Process Group (SEPG) might be misunderstood. ....
Hayes W., Zubrow D. Moving On Up: Data and Experience Doing CMMBased Process Improvement, Technical Report CMU/SEI-95-TR-008, ESCTR -95-008, 1995.
Costs and Benefits of Software Process Improvement - Emam, Briand (1997) (2 citations) (Correct)
....have publicized the cost details of their process improvement efforts based on the CMM. Some of these are summarized in Figure 1. Another study conducted at the SEI determined the amount of time it takes organizations to increase their maturity levels on the CMM for the first three levels [28]. The distribution of assessments that used the original SPA method and the replacement CBA IPI method in the data set is not clear however, and whether any differences in method would have had any effect on the time it takes to move up one maturity level. Two groups of organizations were ....
W. Hayes and D. Zubrow: "Moving On Up: Data and Experience Doing CMMBased Process Improvement". Technical Report CMU/SEI-95-TR-008, Software Engineering Institute, 1995.
Software Process Engineering for Measurement-Driven Software.. - MacDonell, Gray (1996) (Correct)
....quality as their larger counterparts a different method of assessment may be required in these cases. Return the payback has been longer in coming than expected for those involved in CMM appraisal approximately two to three years pass before benefits are obtained (Curtis et al. 1992; Hayes and Zubrow 1995). Given the scale of investment, this may be a significant deterrent for those considering program adoption. Many felt that assistance on how to improve was needed after appraisal. Similarly, many of those who had undergone assessment felt that the recommendations that were made as a result were ....
Hayes, W., and Zubrow, D. (1995). Moving On Up: Data and Experience Doing CMMBased Process Improvement. Technical Report CMU/SEI-95-TR-008, Software Engineering Institute, Pittsburgh.
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