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7/31/2019 Research Proposal - 1st Draft
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has been done in Botswana all together. These goes to show that the state of software development
practice or adoption of best practices in software development companies of Botswana is
unknown. To further try to achieve the objective of the study, a survey pertaining to software
development practice will be carried out on Botswana companies. The survey will be based on best
practices, to help in measuring or assessing level of adoption of best practices by software
development companies in Botswana.
Keywords: Botswana, Software Development Processes, Best Practices, Assessment
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Table of Contents
Abstract ...................................................................................................................... 2
Keywords: Botswana, Software Development Processes, Best Practices, Assessment . 3
Table of Contents ........................................................................................................ 4
Introduction ................................................................................................................. 4
Literature Review ...................................................................................................... 14
Scope ........................................................................................................................ 23
Project Plan ............................................................................................................... 23
Reference .................................................................................................................. 23
Introduction
Software today is so dominant in our lives more than it was during yesteryears. Software is a very
important aspect of our lives today. It is used in each and every industry; in schools, health
facilities, car manufacturing industries, hotels, airports, army, telecommunication, mining, and
many other fields. Software is used to operate different equipment or gadgets today. Imagine
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software used in a life supporting equipment in a hospital, what do you think will happen if the
software fails? I suppose any person will think death in that case. This is how important software
can be today; its use in very critical systems. The vast usage of software in different industries goes
to show the high demand of software in the entire world. It is in that case that companies are
competing to supply software products to different organizations and individuals in the industry,
and if the supply surpasses demand the best product will be chosen (Haase, 1996). The best
product will supposedly be the one that meet user requirements, developed within schedule, and is
developed within budget, or it might be the one that has been developed using good software
development practices. So, high quality software that meets user requirements, and is developed
within budget and schedule is what software development organizations are striving for today.
Despite the importance of software and a need for it to be of high quality, there are still problems
that are evident in the software development industry. The software sometimes do not meet user
requirements, are delivered late, they exceed the budget, and some even fail to be operational at all.
This is highlighted by the chaos report (by Standish Group) of 2004 (Preuss, 2006).
The following graphs show the results of theChaos 2004 Survey of the Standish Group. Only 29%
of the projects were successful in 2004. This is so worrisome because the figure is far much lower
than half.
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A. Rate of Failure or Success of Projects in 2004
B. Rate of Failure or Success ofProjects per year from 1994 to 2004
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B. Average percent of cost overrun per year from 1994 to 2004
D. Average percent of time overrun per year from 1994 to 2004
Figure 1: Results from Chaos Survey of 2004
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The study of Standish Group (1995) showed that 31.1% of all information technology
development projects are cancelled before completion and on average only 16.2% of software
projects are completed on-time and on budget (Niazi, et al., 2003). One can see that from 1995 to
2004 successful projects increased by 12.8% from 16.2% registered in 1995. Though the Chaos
report does not cover all the companies, small and large, in the entire world, at least it is
highlighting the problem of software project failure that exists in the software development
industry.
Research has shown that one way to address this failure problem is to assess the processes
involved in the development of software in order to find out where there are weaknesses and then
plan for improvements needed. That is when you find out whether best practice in software
development are followed, and try to close the gap between the current situation of failures and
what the best practice suggest should be done in helping to produce quality software. This is
stressed by (Chevers & Duggan, 2007) when they indicated that among the factors that influence
IS quality the most pivotal is software production process. It is therefore wise for software
development organizations to strive for refinement and improvement of their development
practices to maintain and increase competitive advantages, which will be brought about by
improved quality of development process and finally resulting in quality products. There is wide
spread believe that software product quality is positively related to software development process
and thus calling for software process assessment and improvement (Chevers & Duggan, 2007)
(Dyba & Skogstad, 1997) (Zarour, et al., n.d.) (Jarvinen, 2000) (Basri & O'Connor, 2010).
Dyba & Skogstad (1997) are therefore saying the role of process in that case is to tie together the
people developing the software and the technology used, as well as the product complexity and
environmental characteristics (illustration is on figure 2).The need for software process assessment
and improvement led to the adoption of the Software Process Improvement (SPI) concept which
has received a lot of attention from researchers in the area of software engineering. Software
process improvement is said to be a critical research and business priority aiming at achieving
competitive advantage and its intents among others are (Dyba & Skogstad, 1997):
Improving software product quality
Increasing productivity
Decreasing the lead time for product development
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Figure 2: Process as an integrating factor
In order to help in improving the quality of software development and quality of software products,
and eliminate the problem of budget schedule overruns some research based organizations
developed some process capability models/frameworks known as software process improvement
(SPI) models/frameworks. These models can be refered to as SPI best practice models according
to (O'Connor & Laporte, 2011). This has been asserted by (Halvorsen & Conradi, n.d.); that anumber of Software Process Improvement (SPI) frameworks have evolved from this principle.
Software Engineering Institute (SEI) developed the Capability Maturity Model (CMM) which is
the widely used model worldwide. CMM Integration (CMMI) is another model after CMM
developed by SEI. The International Organization for Standardization (ISO) came up with the
ISO/IEC 15504 model; also know as SPICE (Software Process Improvement and Capability
dEtermination). These two models are the core or bases of software process improvement. Other
models which followed after CMM and SPICE include Trillium and BOOTSTRAP. These SPI
models are for defining and measuring processes and practices that can be used by software
developing companies (Staples, et al., 2007).
The introduction of the models outlined above did not come without challenges though. There is a
wide spread believe that all the models outlined above are biased towards large companies, and
some research has been done to justify that thought or belief. Chevers and Duggan (2007) in their
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study carried out in Jamaican software companies also stressed this belief when they said the
overwhelming majority of research undertaken in the software process improvement domain has
evaluated the impact of SPI initiatives on software quality concerns within organizations in
developed countries and less than a handful have focused on SPI initiatives in developing
countries. That would mean small software companies would not benefit from these core SPI
models as much as large software companies would benefit. This became a cause for concern to
different quarters of software development research looking at the part small software companies
play in the economies of different countries. Research has shown that the software development
industry is dominated by small companies, and that is stressed by (Richardson & von
Wangenheim, 2007) by indicating that 85% of software organizations in US, Brazil, Canada,
China, India, Finland, Ireland, Hungary, and many other countries are small organizations.
One main consideration should be; though the focus on large software organizations by the SPI
model outlined above, Richardson and von Wangenheim (2007) assert that small and large
organizations face similar software engineering challenges, and thus the need to assess and
improve their software processes just like it can be done in large software companies. Also, small
software companies just like large organizations need to deal with rapid technology changes,
maintain their products, operate in a global software environment, and sustain their organizations
through growth. Chevers and Duggan (2007) also indicated that small and large organizations face
similar pressures from clients to produce high quality systems and other software products, but
have additional concerns related to size and the availability of resources.
However, they often require different approaches because of specific business models and goals,
market niche, size, availability of resources (financial and human), process and management
capability, and organizational differences, among other things Richardson and von Wangenheim
(2007). O'Connor and Laporte (2011) supported Richard and von Wangenheim; saying all
software companies are not the same and vary according to factors including size, market sector,
time in business, management style, product range and geographical location. OConnor and
Larpote continued to stress that those who develop software process and process improvement
models should then be aware of the fact that software companies are different. OConnor and
Larporte again raised an important point that, to be widely adopted by the software industry, any
process or process improvement model should be capable of handling the differences in the
operational contexts of the companies making up that industry. As highlighted above the CMM,
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ISO/IEC, TRILLIUM, and BOOTSTRAP are not suitable for small organizations (Anacleto, von
Wangenheim, Salviano, & Savi, 2004) because they require a lot of financial resources to use
which small companies cant afford, they require specialized personnel which small companies
normally dont have or cannot afford, they require a lot of time to carry out, and that is not favored
by small companies, also, it takes time for companies to realize the benefits of using these models,
and this is also not favored by small organizations. These models are also said to be cumbersome.
According to O'Connor and Laporte (2011), it has been reported that small software companies
find it difficult to relate standards (SPI models) to their business needs and to justify the
application of the international standards in their operations.
Regardless of the contribution that small software organizations make in the economies of
countries and having predominant SPI models which are not favorable to them, there is still little
research done on SPI models intended for the improvement of processes and software product
quality of small software organizations. It is however important to note that there are some efforts
made in some quarters in order to address this problem faced by small software organizations. A
few organizations in different countries have developed models which are more localized than
being international. That is, these models unlike CMM and ISO/IEC 15504 have not been used in
different countries. Some of these models include FAME, RAPID, SPIRE, and MARES. These
small organizations models where based on the original models, CMM and ISO/IEC 15504.
Because of this phenomenon of little research concerning SPI in small organizations especially in
Africa, the author has found it wanting to make a contribution towards software development
research by conducting an SPI based research in small software companies of Botswana. In
addition, lack of usage or testing of these existing small organizations models in different
environments, also motivated the author to propose the assessment of software development
practices in Botswana where there is little or nothing (to the best of my knowledge) that has been
documented or published about software development or SPI initiatives. It would also be important
to highlight that, software development organizations in Botswana fall under the small category
which is most predominant in developing countries. The author therefore intends to use one of the
existing SPI models developed for small organization to evaluate the software development
process of organizations in Botswana. The model will be chosen using the criteria that will be
determined from the literature.
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Definition of Terms
A software process is a set of partially ordered process steps, with sets of related products,
human and computerized resources, organizational structures and constraints, intended to produce
and maintain the requested software products (Lonchamp, 1993).
A software process assessmentis the means whereby organizations can identify and assess their
strengths, weaknesses, existing improvement activities, and key areas for further improvement
(Lane, 2012).
Main Objective
The author proposes to carry out a study to assess the extent of adherence to software development
best practice in software development companies of Botswana.
Specific Objectives
To identify an SPI model that can be used to assess the software processes of software
companies in Botswana
To highlight the strengths and weaknesses of software development in Botswana, in line with
software processes
To add to software process improvement area of research in Africa, particularly in Botswana
1.1. Project Problem Statement
Though there is an improvement in terms of software projects success as evidenced by yearly
Chaos results on software projects failure or success, the problem of project failure is far from over
and it still need serious attention. The importance of software in our lives is to a big extent clear as
evidenced by its usefulness in all aspects of industry. Its importance is increasing even further. This
increasing importance of software in our lives calls for adoption of best practice by practitioners so
as to improve the quality of the processes in use, and therefore achieve targets relating to time,
budget and quality (Cater-Steel, 2004). Adoption of best practice would also help companies to be
competitive in the world market of software development. There have been some efforts towards
improving software development processes of some software companies in some countries outside
Africa (e.g. Brazil, Mexico, Finland, Jamaica, Australia, USA, and etc). However all this efforts
outside Africa, it seems like Africa has not yet joined bandwagon of this SPI research which aimed
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at improving software development processes and eventual. On top of the evident software projects
failure, there is no or little research that has been done in Africa, particularly Botswana that is
targeting the improvement of software processes in local software companies. This lack of SPI
research and a need to pick the standard or quality of software products developed by local
companies, has pushed the author to propose the assessment of the state of software development
practice in Botswana to fill this clear gap and improve the state of practice in Botswanas software
companies. Currently, the state of software development practice in software development
companies of Botswana is unknown. There is therefore a need as stated above to assess the state of
software development practice in Botswana to set a foundation from which improvements can be
made as strengths or weaknesses will be identified from the assessment.
Thus the research problem addressed in this study is:
To what extent are software organizations in Botswana adhering to software development best
practice?
The Purpose of Study
The purpose of this study will be to find the weaknesses in the practices of
software development companies of Botswana which help in identifying areasof improvement. This study also aims at recommending a SPI framework for
use evaluation and improvement of software development practices of
software companies in Botswana. This study would like to lay the foundation
for future improvement of software development practices in Botswana which
will in turn improve the software quality produced by these companies.
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Source: http://www.npd-solutions.com/pdbpa.html
Literature Review
The purpose of this chapter will be to discuss the core or main SPI models on which the other
models for small companies are based, together with their origin. This chapter will also discuss the
SPI models developed in different countries of the world, and other theories surrounding software
process improvement like benefits of SPI and factors that influence success of SPI.
Since the more than a decade back the software process engineering area saw the emergence of
various software process models whose main goal was to provide a way to assess and improve
software development processes in the industry. Among these models are the Capability Maturity
Model (CMM) and Capability Maturity Model Integration (CMMI) from the Software Engineering
Institute (SEI), Software Process Improvement and Capability dEtermination (SPICE) also known
as ISO 15504, BOOTSTRAP, Trillium, Tickit, COBIT, and OWPL.
2.1. Main SPI Models
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Capability Maturity Model (CMM)
The CMM model might appear to be the first and the best known and most widely used model
world-wide. CMM came about as a response to the need of the Department of Defense (DoD)
because most of their projects were over time and budget. So, the DoD asked the SEI to provide
leadership in assisting software organizations to develop and continuously improve their capability
to identify, adopt, and use sound management and technical practices (A Framework for Software
Process Model Selection and Model Tailoring, Simon Alexandre). (Haase, 1996) claims that
CMM is the Father of all maturity based instruments. Many sources from literature have also
indicated that it is the leading quality improvement standard in North America for software
development.Haase indicated that CMM is useful in large units of more than 200 persons, and
almost useless for small enterprises of less than 30 people. CMM for Software specifically
describes the principles and practices underlying process maturity and is intended to help software
organizations improve the maturity of their software processes. The CMM for Software is
organized into five maturity levels, which represents less mature processes to highly mature
processes. Each maturity level, except level 1, is decomposed into several key process areas that
indicate the areas organization should focus on to improve its software process.
BOOTSTRAP
BOOTSTRAP assessment and improvement methodology is the product of the ESPRIT project
also named BOOTSTRAP. The project took the Software Engineering Institutes (SEI) Capability
Maturity Model (CMM) as the basic reference and extended it in several ways.
The BOOTSTRAP assessment methodology describes the assessment process, determines where
an organization stands (maturity level), identifies its strengths and weaknesses (capability), and
offers improvement guidelines (action plans). The BOOTSTRAP Assessment is performed
separately at both the organization and project levels. This kind of assessment is said to be the
main advantage of the BOOTSTRAP methodology (Kuvaja & Bicego, 1994). The models and
standards that are used as a basis for BOOTSTRAP methodology include: CMM, ISO 9001 and
ESA-PSS 005. The maturity levels used by the BOOTSTRAP methodology follow an identical
algorithm as that used for CMM. BOOTSTRAP use the quality profiles of the processes to reflect
the strengths and weaknesses. The improvement plan is also derived from the capability profiles.
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Unlike CMM, BOOTSTRAP methodology can be applied to small and medium sized companies
(Haase & Messnarz, 1994).
There are important improvements made to the traditional maturity level philosophy of process
improvement in the BOOTSTRAP methodology. The enhancements include:
Capability may also be measured between maturity levels on the basis of quartile scale dividing
each maturity level into four quartiles,
The capacity results may be focused on preselected major functions of the process areas and
expressed with process attributes,
The capability is determined both for the Software Producing Unit and its projects, which then
can be compared with one another,
The capability profiles can also be compared with the European rolling means taken from the
BOOTSTRAP database
BOOTSTRAP Assessment Process
In the BOOTSTRAP methodology it is recommended that assessments be performed with
assistance from an external assessor. This can be a problem to small and medium sized
enterprises as they might not afford services of external assessors.
The experiment from the BOOTSTRAP project shows that self-assessment does not have the
same effectiveness as assisted assessment. (Pasi Kuvaja and Adriana Bicego)
Assisted assessment is preferred because it the methodology is applied more rigorously and
without any personal tendency to influence the results of the evaluation. Also, the external
assessor has wide experience gained from earlier assessments performed, thus it assures
reliable results than self-assessment.
The assessment process includes three major phases; Preparation phase, assessment execution,
and actions plan derivation.
ISO/IEC 15504 (SPICE)
ISO/IEC 15504 is an international standard for assessing software processes. A prime motivation
for developing this standard has been the perceived need for an internationally recognized software
process assessment framework that pulls together the existing public and proprietary models and
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methods, so is more like an umbrella model that harmonizes the concepts of other existing models.
ISO/IEC 15504 is composed of a document set with nine parts, and the set contains an assessment
model known as the exemplar assessment model (Part 5). Its purposes are: Continuous process
improvement, and Capability determination. Its scope include: acquisition, supply, development,
operation, maintenance and support processes.
The ISO 15504 standard went through some trials through an effort know as SPICE, and that was
an international empirical study. That was partially to address concerns within the software
engineering community with the lack of evidence supporting software engineering standards (El
Emam & Jung, 2001). There was a need for an empirical basis that would show that the standards
indeed represent good practices.
Assessment Using ISO/IEC 15504
The reference model, which is Part 2 of the document set of ISO/IEC 15504, acts as a basis for
performing assessments of software process capability. The architecture of ISO/IEC 15504 which
is defined in this reference model (Part 2) is two dimensional. One dimension consists of processes
that are actually assessed. These processes are grouped into five categories. The second dimension
is the capabilities dimension, which consists of the capability scale that is used to evaluate the
process capability. This capability scale is used across all the processes. Having processes in the
dimension doesnt mean that all the processes will be assessed for every dimension. An
organization can scope an assessment to cover only the subset of processes that are relevant for its
business objectives. This might mean the assessment can be tailored for small or medium sized
software producing organization to include processes that are relevant for their business objectives.
The output from a process assessment is a set of process profiles, one for each instance of each
process within the scope of the assessment. Each process profile consists of one or more process
attribute ratings for an assessed process, and each attribute rating represents a judgment by the
assessor of the extent to which the attribute is achieved. You can aggregate attributes ratings to
produce a capability level. As the basis for conducting reliable and consistent assessments of
process capability, the reference model, containing descriptions of process purpose and process
attributes need to be supported with comprehensive sets of indicators of process performance and
capability, and that is catered for in the Exemplar model. The exemplar model expands the
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reference model by adding the definition and use of assessment indicators. Assessment indicators
are objective attributes or characteristics of a practice or work product that support an assessors
judgment of the performance or capability of an implemented process. The indicators that are
found in this model are in two classes; indicators for process performance, and indicators of
process capability. The indicators for process performance relate to base practices defined for the
process dimension, and indicators for process capability relate to the management practices for the
capability dimension.
TRILLIUM
Trillium is a product of Bell Canada, and its main focus is telecommunication but is also applicable
to other domains including software development. The goal of the model is to provide a means to
initiate and guide a continuous improvement program. The model is used in a variety of ways:
To benchmark an organizations product development and support process capability against
best practices in the industry
In self-assessment mode, to help identify opportunities for improvement within a product
development organization
In pre-contractual negotiations to assist in selecting a supplier
The Trillium Model provides key industry practices which can be used to improve an existing
process or life cycle. The practices in the Trillium Model are derived from a benchmarkingexercise which focused on all practices that would contribute to an organizations product
development and support capability. The Trillium model is based on CMM. Additional sources are
ISO 9001 and ISO 9000 3. Trillium uses the Capability Evaluation and Capability Joint-
Assessment methods for evaluating an organizations product development and support process
capability. A Capability Evaluation is the evaluation of a supplier by a second party, typically the
customer. A Capability Joint-Evaluation assumes an effective partnership relationship exists
between the customer and supplier. The Capability Self-Assessment and the Continuous
Improvement (CI) program are linked, in that often the first will initiate the latter. Both are
conducted internal to the organization (i.e. first party). The goal is to:
Identify opportunities for improvement, and
Deploy a robust management mechanism to continuously identify and act on improvement
opportunities
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The application of Trillium is most effective if it is used uniformly across the organization,
involving all departments or personnel affecting product development and support. The ultimate
objective of the improvement programs initiated as a result of a Trillium assessment is increased
customer and shareholder satisfaction, rather than rigid conformance to the standards.
Even though there are opinions that small companies are condemned to fail when implementing
these frameworks, there are some assertions in the literature that small companies are able to
implement software process improvement as effectively as large companies (Shen & Ruan, 2008).
2.2. SPI Models for Small Software Companies
Because of the challenges faced by small software companies in applying SPI models applied in
large companies that are mostly found in developed countries, Chevers and Duggan (2007)
proposed a modified framework for assessing software development processes in small software
producing companies of Jamaica. The modification was based on the Capability Maturity Model
for Software (SW - CMM). The selection of the CMM as the basis for modification was based on
the following reasons as stated by Chevers and Duggan: (1) it is claimed that it is the Father of
all maturity based assessment models, (2) it is widely know and well documented, (3) it is
acclaimed as the leading quality improvement standard in North America for software
development, (4) it is not only an assessment instrument but it is also a framework that describes
the key elements of an effective software process, and (5) it prescribes an evolutionary
improvement path that includes five maturity levels on a continuum from an ad-hoc and chaotic
process to a fully mature and disciplined one. The modified model included only the first three
maturity levels of the original CMM model. Some key process areas (KPAs) in the three levels
were eliminated and some were combined to form one KPA. The model also added one important
and applicable KPA from the top eliminated levels to one of the included levels. However, Chevers
and Duggan say one limitation to their approach is that they used their own judgment and
knowledge of the software development environment in Jamaica as the basis for modifying the SW
CMM structure and instrument.
In another study, (Anacleto, von Wangenheim, Salviano, & Savi, 2004) worked on customizing the
ISO/IEC 15504 model/framework so that it is applicable in small companies. The study was based
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on small companies of Brazil. The customization of the ISO/IEC model took Part 5 of the
document set (the exemplar model) as the basis for modification or customization. The resultant
assessment methodology was the MARES. MARES is composed of; a process assessment model
based on Part 5 of the ISO/IEC 1554 document set (the exemplar model), including a process
reference model and a measurement framework, and a context-process model and a process-risk
model. The MARES process assessment model adopted levels 0 to 3 of the capability dimension as
they are from the exemplar model. Just like in Chever and Duggans (2007) study in Jamaica
several processes of the exemplar assessment model have been excluded from the MARES as
being irrelevant for small companies. The exclusion was due to the specific characteristics of small
software companies. Some processes were unified into one process. The context-process model of
MARES helps the competent assessors to adapt the standard appropriately to a specific
organization. The MARES assessment method include; planning, contextualization, execution,
monitoring and control, and post-mortem. The ISO/IEC 15504 was chosen because comparably it
is flexible, and that facilitates the adaptation of the standard to a specific context, such as, for
example, small software companies.
A study was carried out in Australia to evaluate the effectiveness of process improvement
programs, and an assessment-based SPI program was carried out in 22 small software development
firms in Australia. The process improvement program used the Rapid Assessment for Process
Improvement for software Development (RAPID) model. The RAPID method is based on the
Technical Report (TR) version of the ISO/IEC 15504. However, unlike the SPICE model, the
RAPID assessment model only goes up to level three (established), not level five. RAPID method
collects evidence only by interview, and reference to documents may be done to illustrate some
issues under discussion (Cater-Steel & Rout). In this evaluation, a pool of nine qualified SPICE
assessors was deployed. A set procedures and templates was used including a demographic
questionnaire, assessment plan, assessment instrument, assessment report, feedback form, follow-
up meeting and final report. A four point scale (not achieved; partially achieved; largely achieved;
and fully achieved) was used to assess the processes. That is, to determine the extent to which the
process attributes have been achieved. It was from there that the capability level (0, 1, 2, and 3) for
each of the eight processes adopted for RAPID was determined. A report compiled for each
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organization included strengths, weaknesses, process attributes ratings and capability levels, and
recommendations for improvement.
Another model/method discussed in the literature, that can be used for assessment of software
development processes in small software companies is the FAME (Fraunhofer IESE Assessment
Method) method. The FAME method unlike other models has some approaches that can be
followed to select processes that can be assessed. That is, its approach is to systematically
determine the processes to improve by taking the business focus into consideration. There is belief
that by doing so, no time will be wasted unnecessarily on assessing processes which will not
benefit the organization. FAME uses a common framework of best software engineering practices;
that is ISO/IEC TR 15504. As is evidenced from the literature ISO/IEC TR 15504 has been
recognized and used around the world. One good thing about the ISO/IEC 15504 framework is
that, through the SPICE trial, it has been internationally validated to prove its usefulness for
performing assessments. Established methods like BOOTSTRAP and CMMi already use this
framework. FAME contains four added value elements namely; Business Focus, Efficiency,
Reliability and Benchmarking. The approach that FAME use to determine processes to be assessed
or to improve is Product-Process Dependency (PPD) Modelling, Study on Influential Processes,
and Experience based Heuristics.
2.3. Comparison of SMEs Specific Models and Choosing of one
Many people who work in the SPI domain have chosen one SPI framework as their favorite. This
choice is mostly subjective and seldom based on objective evidence of appropriateness. A reason
for this is that SPI frameworks are difficult to compare due to their comprehensiveness (Halvorsen
& Conradi, n.d.). The frameworks also differ in basic assumptions such as how the terms software
process andsoftware quality should be interpreted, making the comparison task even harder.
The four classes of comparison methods according to Halvorsen & Conradi include;
Characteristics Comparing attributes (as discussed in Ares et al. 2000, Cattaneo et al. 2001,
Haase 1996, and Srumgrd 1997)
Framework mapping - Comparing kernel concepts (as discussed in Emam et al. 1997, Paulk
1995, Paulk 1995;2, Software Engineering Institute 1998, and Tingey 1997)
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Bilateral comparison - Comparing textual phrases (as discussed in Emam et al. 1997, and Paulk
1995)
Needs mapping - Comparing user needs vs. framework properties
Methodology
The underlying research paradigm of this study will be a positivist and the research approach is
both descriptive and evaluative. The extent of adoption of best practice by software development
small software companies will be evaluated. This study conforms to the nomothetic research style
as it uses a survey and field experiments to test hypotheses within the scientific tradition.
Quantitative analysis, focusing on statistical analysis of numerical data, and also qualitative
analysis of textual and numerical data, are employed. As detailed in Chapter 3, this approach is
consistent with the traditional research approach adopted by software engineering researchers.
A survey is considered to be a feasible means of providing data for any study investigating the state
of practice (Wilson, Petocz & Roiter 1995). In this case, the survey provides a broad industry-wide
snapshot of the adoption of best practice techniques in use throughout software development groups
in Queensland. The mail survey is complemented by the field experiments, which provide an in-
depth analysis of the outcomes of a software process improvement program involving 22 small
software development firms. This type of multi-method approach is strongly advocated by
Morrison and George (1995) and other software engineering and information systems researchers
(for example Gable 1994; Gallivan 1997; Groves et al. 2000). It is claimed that a superior piece ofresearch can be achieved by combining the main strength of survey research, generalisability, with
the main strength of experimentation (Gutek 1991). The multi-method approach used in this study
provides richer data and the opportunity to compare the best practice survey results with the results
from the process improvement program.
The statistical methods used to analyse the data are based on descriptive and correlational analysis,
including both parametric and non-parametric methods appropriate for the types of variables in the
hypotheses, and the distribution of data.
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Scope
According to Chevers and Duggan, the SPI programs that some organizations have adapted to help
improve software quality are usually implemented in two generic stages: (1) an introspection stage,
which they say is when the capability and effectiveness of existing software production processes
are assessed and (2) a remedial stage, in which the results of the assessment are used to prescribe
improvement initiatives.
Project Plan
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