• The Journal of Information Systems
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• v.19 no.2
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• pp.97-118
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• 2010

Software Process Improvement(SPI) has been a challenging issue to software organizations. The factors affecting SPI were analysed for improving software development processes. Numerous studies suggested influencing factors, and assessment models were utilized for software improvement. This research suggested that SPI factors affecting on an organizational performance may vary according to the CMM(Capability Maturity Model) level. The moderating effects of organizational maturity level between the SPI factors and the organizational performance were empirically tested. This research found that all six SPI factors except for the resistance to change affected the organizational performance. The moderating effects of management support, goal alliances, participation, and effect analyses were empirically supported. These results can provide several implications or a practical guidance to academic and industry professionals.

• Journal of the Korea Safety Management & Science
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• v.7 no.4
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• pp.141-163
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• 2005

The international SPICE (Software Process Improvement and Capability determination) Project ISO/IEC 15504(SPICE : Software Process Improvement and Capability determination) is an emerging International Standard on SPA(Software Process Assessment). 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 methods. A SPICE assessment can be considered as one of representative SPA model since assessors assign ratings to indicators and metrics to measure the capability of software process. But this models doesn't provide a systematic measurement procedures and dynamic method for SPI(Software Process Improvement). Through the evaluation of SPICE is capable of providing a substantiated basis for using the notion of capability, as well as providing information for nacessary improvements to the standard using 6sigma process. As a result, this paper propose a measurement procedure and guidelines for application of 6sigma process to guarantee the reliability in SPI and suggest the structure to support SPI on overall organization.

• Knowledge Management Research
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• v.16 no.2
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• pp.227-248
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• 2015

SPI (Software Process Improvement) activities have been considered one of the crucial approaches to achieve high quality, productivity and timely delivery of software products and services. The basic premise of SPI model is that higher maturity levels lead to better performance. In this research, the relationships between SPI results and performance were empirically investigated with Korean software companies. CMM key process areas were categorized into two dimensions, "Process Implementation" and "Quantitative Management". The relationship between process implementation and performance was significant, but the relationship between quantitative management and performance was insignificant. The control variable, size of OU(Organizational Unit), did not have significant impact on the relationships between SPI activities and OU performance.

• Journal of the Korean Operations Research and Management Science Society
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• v.31 no.1
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• pp.37-53
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• 2006

SPI (Software Process Improvement) activities have been considered one of the crucial approaches to achieve high quality, productivity and timely delivery of software products and services. The basic premise of SPI model is that higher maturity levels lead to better performance. In this research, the relationships between SPI results and performance were empirically investigated with Korean software companies. CMM key process areas were categorized into two dimensions, 'Process Implementation' and 'Quantitative Management'. The relationship between process implementation and performance was significant, but the relationship between quantitative management and performance was insignificant. The control variable, size of OU(Organizational Unit), did not have significant impact on the relation ships between SPI activities and OU performance.

• Asia pacific journal of information systems
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• v.16 no.4
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• pp.27-47
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• 2006

Software companies try to upgrade the level of technology and quality of their products by adopting Software Process Improvement (SPI). First of all, the companies must understand affecting factors based on various environmental view points in order to acquire competitive advantage. In this study, a research model gets started on the basis of literature reviews, and identifies SPI factors that affect the maturity levels of organizations. Organizational members and assessment types are chosen as moderating factors. An empirical research has been made for analyzing the causal relationships among affecting factors and CMM levels. The results of this study will suggest several implications to decision makers who handle SPI issues.

• 한국경영정보학회:학술대회논문집
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• 2008.06a
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• pp.995-1000
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• 2008

Software Process Improvement(SPI) becomes an important issue at software quality. A research model is suggested on the basis of previous literature. The model includes success factors for SPI as independent variables and CMM levels as mediating variables, and defines organizational performance as dependent variables. This study basically investigates causational relationships among SPI success factors, CMM levels, and organizational performance through a structured equation model. A LISREL v8.72 for windows is used for statistical analysis. Even through success factors for SPI partially influences the CMM level, the CMM level is fully related to the level of organizational performance. The results show that the success factor for SPI in Korean companies are not equal to the factors abroad, but indicate that the CMM level is closely related to the organizational performance. These results will be helpful to academicians as well as to practitioners.

• Journal of KIISE:Software and Applications
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• v.33 no.3
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• pp.267-276
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• 2006

IS 15504 and CMMI, etc are already proven models as a framework to improve the maturity of enterprise software development. However, these process maturity models can't present the detail and practical methods with which people can enhance the development competence and efficiency of an enterprise. Each company or organization should develop its own model or tailor the above models to make them suitable to its unique environment such as product or technology domain, scale of business or organization and cultural environment, etc for the practical application. This study introduces experiences that organizational and technical capability was reinforced based on our own process capability improvement model to improve software development strength in Samsung Electronics. We modeled our own improvement model which is expanded from IS 15504 against our experience. Our SPI model expanded its capability to organizational and technical issues including newly introduced capability level for evaluating its implementation. We expect that our study would give contribution for presenting industry experience and reference model for reinforcing software development competence.

• Proceedings of the Korea Society of Information Technology Applications Conference
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• 2001.11a
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• pp.133-135
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• 2001

• The KIPS Transactions:PartD
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• v.12D no.7 s.103
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• pp.937-946
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• 2005

In the current marketplace, there are maturity models, standards, methodologies and guidelines that can help an organization improve the way it does business. All SPI models including ISO/IEC I5504 and CMMI provide the capability level of software process. However, most available improvement models focus on a specific goals and Practices of the processes So my assessors need an objective process measure how to estimate achievement of goals and practices. We proposed quantitative process capability metric (PCM) which can determine the degree of capability And the effective measuring approach help SPI assessor as well as organization unit.

• Journal of Information Technology Applications and Management
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• v.9 no.4
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• pp.35-63
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• 2002

The analysis on the relationships among SPI models and restructuring SPI models according to a common framework makes it possible to compare and integrate the numerous research results about the models. It also makes it possible to assess objectively and accurately the results and benefits of evaluating an organization which has been evaluated according to a partial SPI model according to a new and integrated SPI model.