Making Management Commitment Happen in SPI

Abstract

Today many organizations are seeking software process improvement (SPI) to improve their organizational capacity to deliver quality software. Last two decades have seen a proliferation of SPI models and methodologies. But SEI statistics yet indicate the failure of the most of the companies to achieve their process improvement goals. An analysis of SPI literature suggests that management commitment is most frequently cited success factor in this regard. Thus making management commitment happen in SPI has emerged as an essential factor in SPI success. Extant SPI literature has explored some aspects of management commitment, nevertheless prime question is un-answered that how SPI practitioners cope with this challenge. Addressing this question we conducted this study that is based on qualitative interviews and questionnaires with sixteen SPI practitioners in fourteen software organizations across Sweden, Pakistan, USA, France and Canada. It reports motivators, de-motivators and indicators of management commitment. The findings of this study can help SPI practitioners in designing SPI initiatives that will render enhancement in management commitment. Furthermore, this study implies that any SPI research conducted in a specific context can lead to inconsistent results due to cultural impacts.