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Artículos de revistas sobre el tema "CMMI"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 25 de julio de 2025

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1

Diaz, Victoria, Deanna M. W. Schaefer, Pierre-Yves Mulon, et al. "In vitro feasibility of bovine and canine whole blood and commercially prepared canine packed red blood cells as a source of xenotransfusion in swine (Sus scrofa domestica)." PeerJ 13 (May 9, 2025): e19436. https://doi.org/10.7717/peerj.19436.

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Background: Since sourcing porcine blood donors for emergent transfusions to porcine patients is difficult, bovine or canine blood donors might represent alternative sources. The primary objective of this study was to determine the frequency of incompatible major (CMMa) and minor (CMMi) crossmatches by the standard saline agglutination tube method (SSA) between bovine whole blood (bWB) and whole blood from commercial pigs (pWB), and canine universal donor whole blood or commercially-prepared packed red blood cells (pRBCs) with whole blood from companion pigs. A secondary objective was determin

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Alfaraj, Hussain M., and Shaowen Qin. "Operationalising CMMI: integrating CMMI and CoBIT perspective." Journal of Engineering, Design and Technology 9, no. 3 (2011): 323–35. http://dx.doi.org/10.1108/17260531111179933.

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Wibisono, Septian Bagus, and Dana Indra Sensuse. "COMBINATION OF CMMI-DEV AND CMMI-SVC TO MEASURE IMPLEMENTATION MATURITY OF E-GOVERNMENT: A SYSTEMATIC LITERATURE REVIEW." Masyarakat Telematika Dan Informasi : Jurnal Penelitian Teknologi Informasi dan Komunikasi 9, no. 1 (2018): 39. http://dx.doi.org/10.17933/mti.v9i1.97.

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AbstrakGagasan utama implementasi e-government adalah memberikan pelayanan yang optimal kepada warga melalui penerapan TIK. Untuk mengukur kematangan implementasi e-government dapat digunakan model pengukuran CMMI. CMMI dipilih karena memiliki model pengukuran sesuai dengan implementasi e-government, yaitu CMMI-DEV, yang berorientasi pada proses pembangunan, dan CMMI-SVC, yang berorientasi pada layanan. Selain itu, model pengukuran CMMI dapat dinilai sesuai dengan tingkat kematangannya. Tulisan ini bertujuan untuk meninjau secara sistematis proses spesifik pada CMMI-DEV dan CMMI-SVC yang dapat

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Leeson, Peter. "CMMI upgrade." ITNOW 49, no. 1 (2007): 20. http://dx.doi.org/10.1093/combul/bwl095.

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Boyer, Kenneth W. "CMMI distilled." ACM SIGSOFT Software Engineering Notes 27, no. 2 (2002): 70. http://dx.doi.org/10.1145/511152.511167.

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6

Ahern, Dennis M., and Donna K. Dunaway. "CMMI Assessments." INCOSE International Symposium 9, no. 1 (1999): 1318–23. http://dx.doi.org/10.1002/j.2334-5837.1999.tb00310.x.

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Imperato, Mario Alessandro. "CMMI secondo GPA." PROJECT MANAGER (IL), no. 12 (December 2012): 35–36. http://dx.doi.org/10.3280/pm2012-012010.

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Aldrich, C. "XV CMMI Congress." Minerals Engineering 7, no. 12 (1994): 1570–71. http://dx.doi.org/10.1016/0892-6875(94)90051-5.

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Knoll, Matthias. "Kneuper, R. CMMI." WIRTSCHAFTSINFORMATIK 49, no. 1 (2007): 68–69. http://dx.doi.org/10.1007/s11576-007-0017-6.

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Ferguson, Jack R. "The CMMI Project." INCOSE International Symposium 9, no. 1 (1999): 1370–75. http://dx.doi.org/10.1002/j.2334-5837.1999.tb00317.x.

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Permatahati, Ita, Wing Wahyu Winarno, and Mei P. Kurniawan. "Penerapan Capability Maturity Model Integration Untuk Mengukur Tingkat Kematangan Organisasi Dalam Proses Pengembangan Perangkat Lunak (Studi Kasus: Direktorat Innovation Center Universitas Amikom Yogyakarta)." Respati 15, no. 1 (2020): 43. http://dx.doi.org/10.35842/jtir.v15i1.330.

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INTISARIMenerapkan standarisasi pada suatu perusahaan yang bergerak dibidang pengembangan perangkat lunak merupakan salah satu cara untuk meningkatkan kualitasnya. CMMI merupakan salah satu standarisasi yang penulis pilih untuk mengetahui tingkat kematangan dari divisi Innovation CenterAmikom. CMMI yang digunakan ialah CMMI for Development versi 1.3 yang fokus terhadap tingkat kematangan di level 2 dengan 6 proses area. Penelitian ini mengambil 1 sample proyek di Innovation Center(IC) yaitu apliksai presensi berbasis mobile. Berdasarkan hasil dari pengukuran yang telah dilakukan, proses pengem

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12

Astromskis, Saulius, Andrea Janes, Alberto Sillitti, and Giancarlo Succi. "Continuous CMMI Assessment Using Non-Invasive Measurement and Process Mining." International Journal of Software Engineering and Knowledge Engineering 24, no. 09 (2014): 1255–72. http://dx.doi.org/10.1142/s0218194014400117.

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The reputation of lightweight software development processes such as Agile and Lean is damaged by practitioners that claim benefits of such processes that are not true.Teams that want to demonstrate their seriousness, could benefit from matching their processes to the CMMI model, a recognized model by industry and the public administration. CMMI stands for Capability Maturity Model Integration and provides a reference model to improve and evaluate processes according to their maturity based on best practices.On the other hand, particularly in a lightweight software development process, the cos

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13

Saprykin, Andrei. "Improving business process efficiency in gaming industry companies using the cmmi (capability maturity model integration) methodology." American Journal of Engineering and Technology 07, no. 01 (2025): 25–34. https://doi.org/10.37547/tajet/volume07issue01-05.

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This review article explores the potential benefits of implementing the Capability Maturity Model Integration (CMMI) methodology in gaming industry companies. The work begins by describing the role of ISACA and the CMMI Institute in developing professional process management standards. The article examines the structure of CMMI and its application in the context of game development. Key stages of the CMMI audit in gaming companies are highlighted, from the initial assessment to post-audit activities, and a strategy for improving business processes is formulated, considering the industry's spec

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14

Saprykin, Andrei. "Improving business process efficiency in gaming industry companies using the cmmi (capability maturity model integration) methodology." American Journal of Engineering and Technology 07, no. 01 (2025): 25–34. https://doi.org/10.37547/tajet/Volume07Issue01-05.

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This review article explores the potential benefits of implementing the Capability Maturity Model Integration (CMMI) methodology in gaming industry companies. The work begins by describing the role of ISACA and the CMMI Institute in developing professional process management standards. The article examines the structure of CMMI and its application in the context of game development. Key stages of the CMMI audit in gaming companies are highlighted, from the initial assessment to post-audit activities, and a strategy for improving business processes is formulated, considering the industry's spec

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15

Saeed, A., R. S. Afgun Usmani, H. Akram, S. M. Saqlain, and A. Ghani. "The Impact of Capability Maturity Model Integration on Return on Investment in IT Industry: An Exploratory Case Study." Engineering, Technology & Applied Science Research 7, no. 6 (2017): 2189–93. http://dx.doi.org/10.48084/etasr.1291.

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Capability Maturity Model Integration (CMMI) is a framework known for improving the quality of processes on consistent basis. This paper makes an attempt to explore, analyze and describe the impact of CMMI in terms of return on investment (ROI) for the IT industry. An IT organization who has acquired a maturity level of CMMI 2 is taken as case study. At first, in reference to the level of applied CMMI, a thorough study is completed. Afterwards the luxuries and limitations are studied and explored with reference to organizations applying the monetary terms using ROI framework. Finally, the pres

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Saeed, A., Usmani R. S. Afgun, H. Akram, S. M. Saqlain, and A. Ghani. "The Impact of Capability Maturity Model Integration on Return on Investment in IT Industry: An Exploratory Case Study." Engineering, Technology & Applied Science Research 7, no. 6 (2017): 2189–93. https://doi.org/10.5281/zenodo.1118291.

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Capability Maturity Model Integration (CMMI) is a framework known for improving the quality of processes on consistent basis. This paper makes an attempt to explore, analyze and describe the impact of CMMI in terms of return on investment (ROI) for the IT industry. An IT organization who has acquired a maturity level of CMMI 2 is taken as case study. At first, in reference to the level of applied CMMI, a thorough study is completed. Afterwards the luxuries and limitations are studied and explored with reference to organizations applying the monetary terms using ROI framework. Finally, the pres

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17

Morgado, Gisele P., Ingrid Gesser, Denis S. Silveira, Fernando S. P. Manso, Priscila M. V. Lima, and Eber A. Schmitz. "Práticas do CMMI® como regras de negócio." Production 17, no. 2 (2007): 383–94. http://dx.doi.org/10.1590/s0103-65132007000200013.

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A busca pela qualidade de software leva à adoção de boas práticas no processo do desenvolvimento de software, como as práticas especificadas pelo modelo de maturidade do CMMI. A implantação do CMMI, entretanto, constitui um processo penoso e demorado. Além disso, a qualidade deste processo afeta diretamente os resultados obtidos. Este artigo explora a possibilidade de formalização das práticas do CMMI através do seu mapeamento para Regras de Negócio. A viabilidade desta proposta é estudada através do mapeamento da parte do CMMI relativa à área Gerência de Requisitos. As vantagens desta abordag

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Rozo Nader, Janeth. "Software con calidad implementando CMMI nivel 2." INGENIARE, no. 11 (July 1, 2011): 93. http://dx.doi.org/10.18041/1909-2458/ingeniare.11.648.

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Modelo de calidad CMMI, modelo para la mejora y evaluación de procesos para el desarrollo, mantenimiento y operación de sistemas de software. Toda empresa de software por el solo hecho de existir se encuentra en el nivel 1. Para mejorar la manera de trabajar y así obtener mejores resultados se debería avanzar al nivel 2 de CMMI, y para esto se deben adquirir las capacidades necesarias para interpretar las prácticas defi nidas en el nivel 2 del modelo CMMI, comprender los benefi cios, conocer las etapas de implementación de un proceso de mejoras alineado a CMMI, cuáles son sus riesgos y cómo mi

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dos Santos, Rodrigo Pinheiro, Kathia Marçal de Oliveira, and Wander Pereira da Silva. "Evaluating the service quality of software providers appraised in CMM/CMMI." Software Quality Journal 17, no. 3 (2008): 283–301. http://dx.doi.org/10.1007/s11219-008-9065-4.

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Khraiwesh, Mahmoud. "Project Planningmeasures in CMMI." International Journal of Software Engineering & Applications 4, no. 2 (2013): 103–21. http://dx.doi.org/10.5121/ijsea.2013.4208.

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Rodrigues, Neema Merlin, and Anasuya K Lingappa. "Six Sigma and CMMI." IOSR Journal of Computer Engineering 16, no. 4 (2014): 01–05. http://dx.doi.org/10.9790/0661-16410105.

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Reifer, Donald J. "The CMMI: it's formidable." Journal of Systems and Software 50, no. 2 (2000): 97–98. http://dx.doi.org/10.1016/s0164-1212(99)00119-3.

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Greb, Thomas, and Ralf Kneuper. "Unternehmenszielorientierte Prozessverbesserung mit CMMI." HMD Praxis der Wirtschaftsinformatik 47, no. 3 (2010): 97–106. http://dx.doi.org/10.1007/bf03340478.

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Reutter, Annette, and Dieter Lederer. "CMMI in semiconductor development." ATZelektronik worldwide 1, no. 3 (2006): 20–22. http://dx.doi.org/10.1007/bf03242092.

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Reutter, Annette, and Dieter Lederer. "CMMI in der Halbleiterentwicklung." ATZelektronik 1, no. 3 (2006): 52–55. http://dx.doi.org/10.1007/bf03223830.

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Wells, Curt, and Bill Schoening. "INCOSE Position on CMMI." INSIGHT 4, no. 1 (2001): 43. http://dx.doi.org/10.1002/inst.20014143.

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Alsawalqah, Hamad, Yazan Alshamaileh, Bashar Alshboul, Areej Shorman, and Azzam Sleit. "Factors Impacting on CMMI Acceptance Among Software Development Firms: A Qualitative Assessment." Modern Applied Science 13, no. 3 (2019): 170. http://dx.doi.org/10.5539/mas.v13n3p170.

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Productive firms try to deliver high-quality products to be globally competitive. Therefore, software development firms need to adhere to a set of best practices that improve their processes. Capability maturity model integration (CMMI) comprehensively assesses the maturity of a firm&#39;s processes. Representing a major departure from the traditional method of running quality management in software development firms, the adoption of CMMI has major ramifications and long-lasting effects on a company&rsquo;s quality procedures. Unfortunately, the literature lacks information as to how f

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MORA, MANUEL, RORY V. O'CONNOR, MAHESH RAISINGHANI, and OVSEI GELMAN. "DESIGN, BUILD AND EVALUATION OF AN ONTOLOGY-BASED KMS FOR SUPPORTING CMMI-DEV UNDERSTANDING: BENEFITS AND LIMITATIONS." International Journal of Software Engineering and Knowledge Engineering 23, no. 07 (2013): 999–1032. http://dx.doi.org/10.1142/s0218194013500290.

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The design, build and evaluation of an ontology-based knowledge management system prototype tool — entitled CMMIoKMS — for supporting the consultation and understanding of CMMI for Development (CMMI-DEV) is reported. Ontology-based tools have been proposed for improving such complex cognitive tasks realized by Software Engineering practitioners involved in CMMI implementations. The design of the CMMI-oKMS prototype tool is based on four proprietary ontologies (of things, of systems, of business, and of CMMI models) and built with Protégé tool. The result from a pilot empirical test, is reporte

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Casaverde Carpio, Diego Grell, Jhonny Frans Gallegos Mendoza, and Jhoel Huallpar Dorado. "Revisión del proceso de mejora de software." Innovación y Software 3, no. 2 (2022): 91–98. http://dx.doi.org/10.48168/innosoft.s9.a70.

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A lo largo del tiempo han surgido diferentes modelos de mejoras de procesos para evaluar la calidad del software y aplicar mejoras en base a la evaluación, dentro los que más destacan están CMMI e ISO/IEC 15504 y MPS son los tres modelos principales para evaluación y mejora de procesos de software. Las diferencias que se abordan en el artículo son ventajas y niveles de madurez. CMMI se basa en las ideas de una madurez representada en un marco con de 5 niveles. ISO/IEC 15504, anteriormente conocida como SPICE. posee un marco de 6 niveles de madurez. MPS-BR está basado en CMMI con la diferencia

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Eliezer M Putra S, Siti Mukaromah, and Agung Brastama Putra. "EVALUASI TINGKAT KEMATANGAN PROSES PENGEMBANGAN PERANGKAT LUNAK MENGGUNAKAN FRAMEWORK CMMI." Jurnal Manajemen Informatika dan Sistem Informasi 7, no. 2 (2024): 164–73. http://dx.doi.org/10.36595/misi.v7i2.1220.

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Pengembangan perangkat lunak salah satu bentuk digitalitasi yang dilakukan oleh organisasi dalam menjalankan proses bisnisnya. Tetapi diperlukannya evaluasi tingkat kematangan sebagai titik awal untuk mengetahui nilai strategi, dan analisa tingkat kematangan untuk melihat kualitas performa pengembangan perangkat lunak yang mendukung kebutuhan organisasi di masa yang akan datang. salah satu evaluasinya adalah menggunakan CMMI. CMMI adalah kerangka kerja yang berfokus pada penyesuaian untuk mengevaluasi proses pengembangan dan menghasilkan perangkat lunak yang berkualitas. Hal ini dikarenakan CM

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Agenjo, Eduardo, Natalia Martín-Cruz, Cristina Ruiz-Martin, and Adolfo López-Paredes. "Does CMMI Implementation affect the Performance of the Firm? An Evaluation from a Dynamic Capabilities Approach." International Journal of Production Management and Engineering 6, no. 2 (2018): 57. http://dx.doi.org/10.4995/ijpme.2018.8617.

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<p>In this paper, we study the impact of the Capability Maturity Model Integration (CMMI) on firm performance both during and after its implementation. The literature pointed out that CMMI is theoretically related to the generation of dynamic capabilities. To give an empirical view of these theories, we built a database of economic and financial data from Spanish firms involved in programming, consultancy or another computer-related sector. This data allowed us to study the relationship between the use of CMMI and the firm economic and financial performance in an empirical way. The main

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Palacios, Himelda, and Néstor Porcell. "Obstáculos al implantar el modelo CMMI / Difficulties when implementing the CMMI organizational model." Revista EAN, no. 72 (August 1, 2013): 110. http://dx.doi.org/10.21158/01208160.n72.2012.571.

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RESUMENEsta investigación analiza y propone estrategias de intervención que permiten identificar y superar los obstáculos de aprendizaje organizacional, que experimenta una organización cuando decide implantar el modelo de calidad para el desarrollo y mantenimiento de software, CMMI (Capability Maturity Model Integrated). Implantar el CMMI es más que definir procesos, procedimientos y formatos, lo que realmente implica es cambiar la cultura organizacional de las áreas y/o empresas de desarrollo de software, cambiar el comportamiento de los Ingenieros de Software. Las estrategias de intervenció

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Kundu, Goutam Kumar, B. Murali Manohar, and Jayachandra Bairi. "A comparison of lean and CMMI for services (CMMI‐SVC v1.2) best practices." Asian Journal on Quality 12, no. 2 (2011): 144–66. http://dx.doi.org/10.1108/15982681111158715.

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Badger, Doug. "The Center for Medicare and Medicaid Innovation: The Case for Reform." INQUIRY: The Journal of Health Care Organization, Provision, and Financing 59 (January 2022): 004695802211180. http://dx.doi.org/10.1177/00469580221118036.

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Congress created the Center for Medicare and Medicaid Innovation and vested it with extraordinary authority. CMMI tests the hypothesis that policy experts and civil servants, insulated from the vicissitudes of the political process and accorded quasi-legislative authority, could conceive and implement transformative health care financing policy innovations that Congress could neither devise nor enact. Twelve years after its founding, CMMI has disappointed these expectations. Only 6 of the more than 50 models it has tested have met de minimis measures of success (no increase in federal spending

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Wilson, Louis J. "Americans Deserve to Get a Better Value From CMMI." INQUIRY: The Journal of Health Care Organization, Provision, and Financing 59 (January 2022): 004695802211418. http://dx.doi.org/10.1177/00469580221141809.

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The CMS Innovation Center was created in section 3021 of the Affordable Care Act (ACA) with the promise to test payment and delivery models expected to reduce costs while improving or maintaining quality of care for Medicare, Medicaid, and Children’s Health Insurance Program (CHIP) beneficiaries. Doug Badger’s analysis of the Center for Medicare and Medicaid Innovation (CMMI), published in Inquiry, described how the CMMI has failed to accomplish its goals and makes a case for reforms. As a practicing clinician in private practice who has followed the implementation of the components of the Aff

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Henriques, Vaughan, and Maureen Tanner. "A Systematic Literature Review of Agile Maturity Model Research." Interdisciplinary Journal of Information, Knowledge, and Management 12 (2017): 053–73. http://dx.doi.org/10.28945/3666.

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Background/Aim/Purpose: A commonly implemented software process improvement framework is the capability maturity model integrated (CMMI). Existing literature indicates higher levels of CMMI maturity could result in a loss of agility due to its organizational focus. To maintain agility, research has focussed attention on agile maturity models. The objective of this paper is to find the common research themes and conclusions in agile maturity model research. Methodology: This research adopts a systematic approach to agile maturity model research, using Google Scholar, Science Direct, and IEEE Xp

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Khraiwesh, Mahmoud. "Risk Management Measures in CMMI." International Journal of Software Engineering & Applications 3, no. 1 (2012): 149–63. http://dx.doi.org/10.5121/ijsea.2012.3111.

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Dayan, Rony, and Stephen Evans. "KM your way to CMMI." Journal of Knowledge Management 10, no. 1 (2006): 69–80. http://dx.doi.org/10.1108/13673270610650111.

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Morales-Fernández, Rogelio, José Alfonso Brito-Rojas, and Jaime Arturo Villaseñor Marcial. "CAPABILITY MATURITY MODEL INTEGRATION (CMMI)." Revista de Investigación en Tecnologías de la Información 2, no. 3 (2014): 15–20. http://dx.doi.org/10.36825/riti.02.03.003.

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Capability Maturity Model Integration or CMMI (Capability Maturity Model Integration) is a combination of process improvement models for what is systems engineering, and software, is derived from CMM, differentiating itself from this by the integration of some quality models such as the Electronic Industries Alliance Interim Standard (EIA / IS) 731. Basically the CMMI, is a global certification to measure the maturity of an organization in the design and development of software, to give us an idea of this certification, just There are 117 organizations around the world that can boast of having

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Clouse, Aaron, William W. Schoening, Joseph Graffius, and Curt Wells. "3 CMMI and Systems Engineering." INCOSE International Symposium 9, no. 1 (1999): 523–31. http://dx.doi.org/10.1002/j.2334-5837.1999.tb00204.x.

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Rout, Terence P., Angela Tuffley, David Marshall, and Adrian Pitman. "7.4.1 Australian Experiences with CMMI." INCOSE International Symposium 11, no. 1 (2001): 666–70. http://dx.doi.org/10.1002/j.2334-5837.2001.tb02354.x.

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Richard, Robert. "10.1 Achieving CMMI level 3." INCOSE International Symposium 14, no. 1 (2004): 2063–75. http://dx.doi.org/10.1002/j.2334-5837.2004.tb00634.x.

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Henriquez, Valeria, Jose A. Calvo-Manzano, Ana M. Moreno, and Tomas San Feliu. "Agile-CMMI V2.0 alignment: Bringing to light the agile artifacts pointed out by CMMI." Computer Standards & Interfaces 82 (August 2022): 103610. http://dx.doi.org/10.1016/j.csi.2021.103610.

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Casado-Lumbreras, Cristina, Ricardo Colomo-Palacios, Adrián Hernández-López, and Pedro Soto-Acosta. "Personnel Performance Appraisal Coverage in ITIL, COBIT and CMMi." International Journal of Knowledge Society Research 2, no. 2 (2011): 59–70. http://dx.doi.org/10.4018/jksr.2011040106.

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Human capital is of paramount importance in the ICT industry. This paper analyses one of the elements which underlies effective management of human assets: performance assessment. This analysis uses the development of a common standard based on the tasks and processes outlined in People CMM, the standard in human resource management designed by the Software Engineering Institute. This framework is evaluated in different models related to IT Governance, such as COBIT and ITIL, as well as other related IT practices like CMMI for Development, CMMI for Acquisition, and CMMi-SVC. The results indica

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RDIOUAT, Yassine. "Towards a new approach of continuous process improvement based on CMMI and PMBOK." International Journal of Computer Science Issues 9, no. 6 (2021): 160. https://doi.org/10.5281/zenodo.5507307.

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A process-centric approach helps an organization to improve the way it works with. It allows scalability and provides a way to capitalize knowledge on best practices. It also makes better use of resources and helps to understand trends. PMBOK is a project management methodology, while CMMI is a model for process improvement. In this paper, we conduct a study on PMBOK and CMMI frameworks to show that they can be converged and complementary. We expect this paper research will be useful for organizations to deploy a new approach of continuous process improvement base

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Izza, Asyfi'na Shofiyal, and Diyono Diyono. "Metode Penilaian Kematangan Infrastruktur Informasi Geospasial Pemerintah Daerah di Indonesia Menggunakan Capability Maturity Model Integration (CMMI) dan Geospatial Maturity Assessment Ordnance Survey (GMA OS)." JGISE: Journal of Geospatial Information Science and Engineering 6, no. 1 (2023): 38. http://dx.doi.org/10.22146/jgise.82534.

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Penilaian kematangan Infrastruktur Informasi Geospasial (IIG) dilakukan untuk mengetahui tingkat efektivitas pengelolaan Informasi Geospasial (IG). Saat ini penilaian IIG pemerintah daerah di Indonesia masih pada penilaian performa IIG yang tertuang dalam Sistem Informasi Monitoring Simpul Jaringan IG Nasional (SIMOJANG) pada laman https://simojang.big.go.id/dashboard. Metode penilaian kematangan IIG penelitian ini dilakukan dengan mengadopsi penilaian Capability Maturity Model Integration (CMMI) dan Geospatial Maturity Assessment Ordnance Survey (GMA OS). Perhitungan kematangan IIG dilakukan

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47

Yun, Yong Gang, Mei Chu, Guang Nan Guo, Hong Yan Shi, and Xiao Bo Huang. "A Kind of Improved GQM Measurement Model for Software Process." Advanced Materials Research 341-342 (September 2011): 550–54. http://dx.doi.org/10.4028/www.scientific.net/amr.341-342.550.

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Software quality measurement is closely connected with process and product. With measurement and analysis on software process data, improvement and control on software can be achieved. Effective process performance model plays key role in understanding and controlling. Introduction of GQM model into software measurement process can achieve controllability and testability of software process. GQM uses organization target as measurement index to achieve measurement of software process quantitative. The core idea of CMM/CMMI is to build fact-based management and CMM/CMMI software process manageme

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48

Heristian, Sujiliani, and Wati Erawati. "SYSTEMATIC LITERATURE REVIEW OF SOFTWARE PROCESS IMPROVEMENT MODELS IN SMALL COMPANY." Computer Engineering, Science and System Journal 4, no. 2 (2019): 125. http://dx.doi.org/10.24114/cess.v4i2.12695.

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Berkembangnya perangkat lunak dalam organisasi besar maupun kecil saat ini mendorong untuk organisasi tersebut melakukan pengembangan dan pengontrolan dalam hal tersebut, dalam hal ini perusahaan kecil pun melakukan pengontrolan dari software yang dimiliki. Akan tetapi perusahaan kecil pengontrolan dari manajemen pengembangan perangkat lunak dan struktur masih merupakan tantangan utama. Dalam hal ini Software Proses Improvement (SPI) meliputi penilaian dan peningkatan proses dan praktek yang terlibat dalam pengembangan perangkat lunak salah satu model yang dapat digunakan adalah CMMI. CMMI dap

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49

Kundu, Goutam Kumar, and B. Murali Manohar. "A unified model for implementing lean and CMMI for Services (CMMI‐SVC v1.3) best practices." Asian Journal on Quality 13, no. 2 (2012): 138–62. http://dx.doi.org/10.1108/15982681211265463.

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50

Daniakin, Kirill. "Identifying ”good” practices of developers using corrective and preventive actions and their impact on software metrics." Journal of Physics: Conference Series 2134, no. 1 (2021): 012013. http://dx.doi.org/10.1088/1742-6596/2134/1/012013.

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Abstract This work presents a literature review, an analysis on how certain actions of software developers impact certain software metrics (such as defect density), and an attempt to highlight good (most efective in terms of software metrics) development practices based on the corrective and preventive actions extracted from the literature. Across multiple relevant studies, defect density was the most used metric, that is why this metric was used to identify the good practices. The most used practices are those that were encountered the most during data extraction from the relevant literature.

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