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dc.contributor.authorPosey, Chlotia
dc.date.accessioned2016-04-22T22:13:03Zen
dc.date.available2016-04-22T22:13:03Zen
dc.date.issued2000-10en
dc.identifier.issn0884-5123en
dc.identifier.issn0074-9079en
dc.identifier.urihttp://hdl.handle.net/10150/606798en
dc.descriptionInternational Telemetering Conference Proceedings / October 23-26, 2000 / Town & Country Hotel and Conference Center, San Diego, Californiaen_US
dc.description.abstractThe Capability Maturity Model (CMM) developed by the Software Engineering Institute is widely promoted as a method to help decrease the volume of error riddled and late software projects. Because of the projected benefits, the 96th Communications Group/SC (SC) at Eglin Air Force Base began an intensive software process improvement effort in late 1997. This effort was rewarded in September 1999 when the group achieved a CMM Level 2 software rating on its first attempt. As of December 1999, 68% of assessed organizations remained at Level 1 on their first or second assessment. The SC success was not only obtained on its first attempt, but also 11 months ahead of the industry standard. The Level 2 rating was accomplished in the volatile environment needed to support the test and evaluation mission. This environment includes frequent requirement changes, short notice modifications, and externally driven schedules. One reason this milestone was possible is close and direct involvement by management. This paper will present additional factors to implementing a successful software process improvement effort.
dc.description.sponsorshipInternational Foundation for Telemeteringen
dc.language.isoen_USen
dc.publisherInternational Foundation for Telemeteringen
dc.relation.urlhttp://www.telemetry.org/en
dc.rightsCopyright © International Foundation for Telemeteringen
dc.subjectCapability Maturity Model (CMM)en
dc.subjectsoftware process improvementen
dc.subjecttest and evaluationen
dc.subjectdata reductionen
dc.subjectSoftware Engineering Process Group (SEPG)en
dc.titleIMPLEMENTING SOFTWARE PROCESS IMPROVEMENTS IN THE T&E COMMUNITYen_US
dc.typetexten
dc.typeProceedingsen
dc.contributor.departmentAir Armament Centeren
dc.identifier.journalInternational Telemetering Conference Proceedingsen
dc.description.collectioninformationProceedings from the International Telemetering Conference are made available by the International Foundation for Telemetering and the University of Arizona Libraries. Visit http://www.telemetry.org/index.php/contact-us if you have questions about items in this collection.en
refterms.dateFOA2018-09-11T09:30:36Z
html.description.abstractThe Capability Maturity Model (CMM) developed by the Software Engineering Institute is widely promoted as a method to help decrease the volume of error riddled and late software projects. Because of the projected benefits, the 96th Communications Group/SC (SC) at Eglin Air Force Base began an intensive software process improvement effort in late 1997. This effort was rewarded in September 1999 when the group achieved a CMM Level 2 software rating on its first attempt. As of December 1999, 68% of assessed organizations remained at Level 1 on their first or second assessment. The SC success was not only obtained on its first attempt, but also 11 months ahead of the industry standard. The Level 2 rating was accomplished in the volatile environment needed to support the test and evaluation mission. This environment includes frequent requirement changes, short notice modifications, and externally driven schedules. One reason this milestone was possible is close and direct involvement by management. This paper will present additional factors to implementing a successful software process improvement effort.


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