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An Examination of Culture Profiles in a Software Organization Iimplementing SPI

National University of Ireland
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  • Computer Science


Microsoft Word - $ASQ4196556_File000001_55948873.doc AN EXAMINATION OF CULTURE PROFILES IN A SOFTWARE ORGANIZATION IMPLEMENTING SPI Müller, Sune Dueholm, Aarhus School of Business, University of Aarhus, Fuglesangs Allé 4, 8210 Aarhus W, Denmark, [email protected] Nielsen, Peter Axel, Aalborg University, Selma Lagerlöfs Vej 300, 9220 Aalborg E, [email protected] Boldsen, Morten, Aarhus School of Business, University of Aarhus, Fuglesangs Allé 4, 8210 Aarhus W, Denmark, [email protected] Abstract 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 CMMI- driven 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. Keywords: Capability Maturity Model Integration (CMMI), competing values framework, organizational culture, software process improvement. 1 INTRODUCTION Over the years software process improvement (SPI) has emerged as the preferred approach to achieving efficient high-quality software development in complex organizations. The research and practicability of SPI has been expressed in many ways through e.g. SPICE (Emam et al., 1998), the European bootstrap model (Kuvaja et al. 1994), the capability maturity model (CMM) (Paulk et al., 19

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