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Making SPI happen: the IDEAL distribution of effort
2003
36th Annual Hawaii International Conference on System Sciences, 2003. Proceedings of the
Software Process Improvement (SPI) has become one of the most widely used approaches to increase the capability of software organisations. Many organisations experience a successful start on their SPI initiatives only to realise that the commitment to change weakens significantly after a first phase of initial excitement. This paper explores this problem based on experiences from Ericsson. Two quite similar SPI initiatives situated within the same organisational context are compared and
doi:10.1109/hicss.2003.1174899
dblp:conf/hicss/BorjessonM03
fatcat:vx3tahsm2zhghjqr47ynbvuxdq