Modelo de evaluación de madurez en gestión de proyectos para pymes del subsector desarrollo de software
| Autor | Álvaro Julio Cuadros López/Carolina Galindres/Paola Ruiz |
| Cargo | Universidad del Valle, Cali, Colombia/Universidad del Valle, Cali, Colombia/Universidad del Valle, Cali, Colombia |
| Páginas | 147-162 |
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Project maturity evaluation model for SMES
from the software development sub-sector
Modelo de evaluación de madu rez en gestión de proyectos para pymes
del subse ctor desarrollo de software
ÁLVARO JULIO
CUADROS LÓPEZ
CAROLINA
GALINDRES
PAOLA
RUIZ
JEL: M, M
R e c i b i d o : 0 8 / 0 2 / 2 0 1 6
M o d i f i c a d o : 1 4 / 0 3 / 2 0 1 6
A c e p t a d o : 0 2 / 0 5 / 2 0 1 6
DOI: 10.17230 /ad-minis ter.29.7
www.ea fit.edu .co/ad-min ister
Creative Commons (CC BY)
RESUMEN
El propósito de este artículo es presentar una propuesta de diagnóstico de la gestión de proyectos para
pymes dedicadas al desarrollo de software. El modelo se fundamenta en el modelo de madurez de
capacidades (CMMI-DEV) y el método de evaluación SCAMPI (por sus siglas en inglés). La propuesta
considera una escala cuantitativa de satisfacción, valoración redundante de evidencias y criterios múl-
tiples de selección de expertos. La propuesta fue probada con un caso de estudio en el que se evaluó
la madurez en gestión de proyectos en una mediana empresa del sector de tecnologías de información
y comunicaciones. El modelo concluyó que la compañía no alcanza el nivel 2 de madurez, pero se logró
identificar que la organización ya tiene implementados el 92% de los procesos de ese nivel y el 77% del
total de los procesos, lo que permite que la organización oriente sus esfuerzos de mejoramiento.
PALABRAS CLAVE
CMMI; desarrollo de software; gestión de proyectos; modelos de madurez; SCAMPI.
ABSTRACT
The purpose of the paper is to present a project management maturity model for SMEs oriented to
software development. The proposal is based on CMMI capability maturity model, and the SCAMPI
evaluation method. The proposal includes a quantitative satisfaction scale, redundant evidence
assessment, and multiple criteria for selecting experts. The proposal was validated with a case study
carried out in a medium-sized company from the Information and Communications Technology sector.
The model concluded that the company did not reach maturity level 2; however it showed that 92% of
the processes from maturity level 2 and 77% of the total process had already been implemented, which
allows the company to adopt a specific orientation for its improvement efforts.
KEYWORDS
CMMI; software development; project management; maturity models; SCAMPI.
1 Universidad del Valle, Cali, Colombia. Correo electrónico: alvaro.cuadros@correounivalle.edu.co
ORCID: http://orcid.org/0000-0001-9248-3721
2 Universidad del Valle, Cali, Colombia. Correo electrónico: carolina.gbernal@gmail.com
ORCID: http://orcid.org/0000-0002-0339-0871
3 Universidad del Valle, Cali, Colombia. Correo electrónico: paola.ruiz@correounivalle.edu.co
ORCID: http://orcid.org/0000-0001-7086-3600
AD-mi nister Nº. 29 julio -dicie mbre 20 16 pp. 147 - 162 · I SSN 16 92-0279 · eIS SN 2256 -4322
Álvaro Julio Cuadros López · Carol ina Gal indres · Paola Ruiz
Project maturi ty evalu ation mo del for SMEs fr om the s oftware develop ment sub -sect or
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INTRODUCTION
The phenomenon of software development globalization has witnessed remarkable
growth, with countries seeking to increase their export earnings via their software
development industries (Iyidogan, 2014). The growth of national economies is based
on software industries made up mainly of small and medium software companies.
Developing software capabilities in latecomers is not an easy task and one
important concern of software indu stry companies has been the management
of technology and innovation, and the development of software products with
optimum use of resources, costs and time; in other words, the quest is to be ecient
(Garzas, et al., 2013; Iyidogan, 2014)
Being ecient is not easy. The CHAOS report which is presented by the Standish
Group every two years is one of the best known reports on success and failure
statistics of IT projects. According to the 2013 report, the number of successful
projects has increased but only from 37% to 39%, from 2010 to 2012 (The Standish
Group International, 2013). For the purpose of this report, successful projects are
those that were delivered on time, within budget and accomplished the required
capabilities. The same report shows a high percentage of challenged projects, 43%,
increased from 42% since 2010. Challenged projects are those that were completed
late, over budget, and/or with less than the required features and functions.
In addition, failed projects have decreased but only from 21% to 18% over the same
period of time. Failed projects are those which were cancelled prior to completion or
delivered and never used. If we consider that 61% of projects are not fully successful, it can
be understood that project management discipline has a challenge to provide eciency.
According to the study, the increase in success rates is due to a variety of best practices
for project management and the use of better development tools and methods.
The scope of the research is important. About 60% of the projects in the study
were from the USA, 25% were Europeans and the remaining 15% from the rest of the
world (The Standish Group International, 2013).
Software industry in Colombia follows the pattern described below. Many of the
companies are small and medium-sized, therefore some are unaware of management
systems, which leads to a lack of specialism and maturity with regard to project
management. Among their weaknesses, they have high project costs, long delivery
times, products of insucient quality and limited organization management if
compared with other countries (Valencia, Villa, & Ocampo, 2009).
Similarly, the Colombian TICs Ministry has reported that out of an estimated
2,000 companies, 55% are micro, 34% are small and 9% are medium size organizations
with low technological specialization (Ministerio de Tecnologías de la Información
y las Comunicaciones, 2013b).
In Colombia, the informati on technology indust ry is considere d strategic
because it can con tinuously transform the economic and s ocial environment
(Valencia, Villa & Ocamp o, 2009; Minist erio d e Comercio Industria y Turismo,
2013). It is estimated that by 2032 the industry would represent 1.6% of Gross
domestic product (GDP ), similar to what crude oil represent s in today´s economy
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