An Evolutionary Software Project Management Maturity Model for Mauritius

10.28945/3158 ◽

2007 ◽

Author(s):

Aneerav Sukhoo ◽

Andries Barnard ◽

Mariki Eloff ◽

John Andrew van der Poll

Keyword(s):

Project Management ◽

European Countries ◽

Software Project ◽

Maturity Model ◽

Software Project Management ◽

Maturity Models ◽

Management Framework ◽

Capability Maturity ◽

Software Professionals ◽

Western European

Software project management is a relatively recent discipline that emerged during the second half of the 20th century (Kwak, 2003). Many of the software project management methodologies available today were developed in Western/European countries and research showed that there was a need to formalise a software project management framework for developing countries, in particular Africa (Muriithi & Crawford, 2003). Based on surveys and discussions with software professionals, a methodology for software project management is being proposed. The methodology is based on a maturity model as Mauritius is faced with a shortage in skilled professionals. So far, few organisations in Mauritius have been found to be using software project management methodologies developed in Western/European countries. Most maturity models, for example Capability Maturity Model Integration (CMMI) and Kerzner’s maturity model, have five maturity levels. The trend is towards the development of maturity models that have fewer maturity levels. For example, the Organisational Project Management Maturity Model (OPM3) and Prince 2 Maturity Model have been developed with three maturity levels.

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Factors affecting the quality of software project management: an empirical study based on the Capability Maturity Model

Software Quality Journal ◽

10.1007/bf00209188 ◽

1996 ◽

Vol 5 (4) ◽

pp. 305-317 ◽

Cited By ~ 11

Author(s):

E. G. Mcguire

Keyword(s):

Project Management ◽

Empirical Study ◽

Capability Maturity Model ◽

Software Project ◽

Maturity Model ◽

Software Project Management ◽

Factors Affecting ◽

Capability Maturity

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An Assessment of Software Project Management Maturity in Mauritius

10.28945/2922 ◽

2005 ◽

Author(s):

Aneerav Sukhoo ◽

Andries Barnard ◽

Mariki M. Eloff ◽

John A. Van der Poll

Keyword(s):

Project Management ◽

Software Development ◽

Developed Countries ◽

Current Status ◽

Local Context ◽

Software Project ◽

Maturity Model ◽

Maturity Level ◽

Software Project Management ◽

Developing And Developed Countries

It is sometimes very difficult for an organization to adopt a specific software project management methodology in a short space of time. It requires sufficient time, adequate financial support and skilled human resources in order to start with a comprehensive methodology. It is, however, often more appropriate to use a maturity model so as to progress from one maturity level to the next. Assessment of the maturity level of an organization provides a good benchmark to rate the success of its operations. One such exercise was carried out in South Africa in 2003, and the overall average project management maturity was found to be 2.92 (Sonnekus & Labuschagne, 2004) on a scale of 1 to 5. The maturity level was found to be closely linked to the success rate of projects. In this paper we report on a similar exercise conducted in Mauritius regarding the maturity level of software development projects. The average maturity of software development companies in Mauritius can provide a useful indication of, among others, the current status of software project management with a view of bringing about improvement in this sector. Given that Mauritian software development companies are making use of European/Western software project management methodologies, this study has been carried out and a preliminary attempt was made to also assess their ability to deal with factors related to cultural, social, economic and political situation within the local context. These factors, when incorporated into existing project management methodologies, can bridge the gap between developing and developed countries and also contribute towards the globalization of software project management.

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