26th International Forum on Systems, Software, and COCOMO Cost Modeling. University of Southern California, Los Angeles, CA, USA. November 2-4, 2011 Cultural Mismatches as Predictors for the Successful Adoption of Software Process Improvement Models Dr. Jorge Aguilar Cisneros, Universidad Popular Autónoma del Estado de Puebla Dr. Ricardo Valerdi, University of Arizona

26th COCOMO Forum. USC Nov Agenda 1.Problem 2.Consequences of failed adoption 3.MoProSoft Example 4.Methodology proposal 5.Identify intrinsic culture of process 6.Identify organizational culture (8 mexican firms) 7.Differences & Similarities 8.Conclusion

26th COCOMO Forum. USC Nov Problem Companies trying to adopt models to support software processes (i.e., CMMI, MoProSoft, ISO , MIL STD 498, SCRUM, etc.) face organizational culture challenges. The main tension is between intrinsic culture of process improvement models which they are attempting to adopt and the culture of their organization

26th COCOMO Forum. USC Nov Consequences of Failed Adoptions Millions of dollars of economic losses Decreased productivity Slipped delivery schedules Lack of process formality

26th COCOMO Forum. USC Nov MoProSoft Example CMMI fared well in the U.S., but what about Mexico? 92% of Mexican software companies are small/medium-sized (< 100 people) and average process capability level is 0.9 (Oktaba 2006) Only 3 Mexican companies have achieved level 2; 33 are level 1 (MoProSoft) A process model for small enterprises. Oktaba, H., “MoProSoft: A Process Model for Small Enterprises,” Proceedings of the 1 st International Research Workshop for Process Improvement in Small Settings, CMU/SEI-2006-SR-001, Software Engineering Institute – Carnegie Mellon University, Adequate for low-maturity SMEs Inexpensive to adopt Permissible as a national standard Specific for SW dev. and maint. Based on int. recognized practices ISO9000:2000Yes No CMM/CMMIYesNo Yes ISO/IEC 12207??Yes ISO/IEC 15504??Yes No

26th COCOMO Forum. USC Nov Research Methodology

26th COCOMO Forum. USC Nov Culture of Technology Technology Practice Cultural Aspect Goals, values, and ethical codes, belief in progress, awareness and creativity Organizational Aspect Economic and industrial activity, professional activity, users and consumers, trade unions Technical Aspect Knowledge, skill, and technique, tools, machines, chemicals, resources, products and wastes General meaning of “technology” Restricted meaning of “technology” Pacey, A., The Culture of Technology, MIT Press, 1983.

26th COCOMO Forum. USC Nov Two tasks – Competing Values Framework culture characterization: Clan, Hierarchy, Adhocracy, Market – Books NMX-I-059/NYCE characterization (books 1,2,3 and 4) Using co-ocurrences methodology Identify Intrinsic Culture of Process (1/5)

26th COCOMO Forum. USC Nov Identify Intrinsic Culture of Process (2/5) Example: Clan characterization. If then, this word is a co-occurrence that characterizes the clan culture.

26th COCOMO Forum. USC Nov Example: Book 1 characterization. If then, this word is a co-occurrence that characterizes book 1. Identify Intrinsic Culture of Process (3/5)

26th COCOMO Forum. USC Nov Algorithm to identify the intrinsic culture of technology. Identify Intrinsic Culture of Process (4/5)

26th COCOMO Forum. USC Nov Intrinsic culture of the Mexican standard NMX-I- 059/NYCE-2005  HIERARCHY Identify Intrinsic Culture of Process (5/5)

26th COCOMO Forum. USC Nov Organizational Culture of 8 Mexican Software Firms (1/2)

26th COCOMO Forum. USC Nov The organizational culture identified in the Mexican companies was clustered into three groups. – The first group included the companies with a dominant culture of CLAN type. – The second group with a dominant culture of MARKET type. – The third group with a dominant culture of ADHOCRACY type. Organizational Culture of 8 Mexican Software Firms (2/2)

26th COCOMO Forum. USC Nov Differences & Similarities (1/3) Firm #8 The Highest mismatch.

26th COCOMO Forum. USC Nov Differences & Similarities (2/3) Firm #6 The Lowest mismatch

26th COCOMO Forum. USC Nov Differences & Similarities (3/3)

26th COCOMO Forum. USC Nov Conclusion (1/2) The outcomes provide information that can be used to carry out the necessary cultural modifications to improve adoption rates With these increased adoption rates we would observe a reduction of effort for adopting software process improvement models and increased chances of successful adoption

26th COCOMO Forum. USC Nov Conclusions (2/2) Our methodology could be applied to various situations: a)When a company begins adoption activities of a software process improvement model. b)When a company faces problems of institutionalizing a software process improvement model. c)When the software process improvement model used undergoes an update.

26th COCOMO Forum. USC Nov Limitations These outcomes are valid only for the participating companies in this research and, represent a situation at a specific point in time Organizational cultures are dynamic just as much as the software process improvement models

26th COCOMO Forum. USC Nov Contact Jorge Aguilar Cisneros Ricardo Valerdi Thank you. Questions?