Today, small- and medium-sized enterprises (SMEs) in the software industry face major challenges. Their resource constraints require high efficiency in development. Furthermore, quality assurance (QA) measures need to be taken to mitigate the risk of additional, expensive effort for bug fixes or compensations. Automated static analysis (ASA) can reduce this risk because it promises low application effort. SMEs seem to take little advantage of this opportunity. Instead, they still mainly rely on the dynamic analysis approach of software testing. In this article, we report on our experiences from a technology transfer project. Our aim was to evaluate the results static analysis can provide for SMEs as well as the problems that occur when introducing and using static analysis in SMEs. We analysed five software projects from five collaborating SMEs using three different ASA techniques: code clone detection, bug pattern detection and architecture conformance analysis. Following the analysis, we applied a quality model to aggregate and evaluate the results. Our study shows that the effort required to introduce ASA techniques in SMEs is small (mostly below one person-hour each). Furthermore, we encountered only few technical problems. By means of the analyses, we could detect multiple defects in production code. The participating companies perceived the analysis results to be a helpful addition to their current QA and will include the analyses in their QA process. With the help of the Quamoco quality model, we could efficiently aggregate and rate static analysis results. However, we also encountered a partial mismatch with the opinions of the SMEs. We conclude that ASA and quality models can be a valuable and affordable addition to the QA process of SMEs.
The work at hand enhances previous results published in by investigating how quality models help in understanding data gained from static analysis. We focus on applying static quality analysis to leverage SMEs mitigating their risks of defect-related costs. Deviating from our aim, the research community devotes its attention primarily to software process improvement (SPI) in SMEs. @cite_26 and @cite_28 @cite_6 report on SPI introduced in many SMEs from the late 90's till 2006 to assess software processes, change the organisations and increase their software productivity. However, they do not investigate the impact of SPI on software product quality attributes at all. Even the process improvements are often only measured by means of informal and non-objective processes based on SME employees' perceptions. @cite_28 conclude that SEI CMM(i) and ISO SPICE are difficult to be applied to SMEs.
@cite_28 @cite_26 @cite_6
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Both software organisations and the academic community are aware that the requirements phase of software development is in need of further support. We address this problem by creating a specialised Requirements Capability Maturity Model (R-CMM1). The model focuses on the requirements engineering process as defined within the established Software Engineering Institute's (SEI's) software process improvement framework. Our empirical work with software practitioners is a primary motivation for creating this requirements engineering process improvement model. Although all organisations in our study were involved in software process improvement (SPI), they all showed a lack of control over many requirement engineering activities. This paper describes how the requirements engineering (RE) process is decomposed and prioritised in accordance with maturity goals set by the SEI's Software Capability Maturity Model (SW CMM). Our R-CMM builds on the SEI's framework by identifying and defining recommended RE sub-processes that meet maturity goals. This new focus will help practitioners to define their RE process with a view to setting realistic goals for improvement. Under the studies of general core activities including software inspection, review and testing to achieve quality objectives in small-medium size enterprises (SMEs), the paper presents a contemporary view of such companies against quality measures. The results from a local empirical investigation of quality standards in the Turkish software industry are reported. Around 150 software companies have been approached from which 17 detailed feedback inform that in order to ensure software quality, standards including internationally recognized International Standards Organization (ISO) and Capability Maturity Model Integration (CMMI) are given credit. However the substantial workload and resources required to obtain them are also reported as serious; downscaled frameworks of such large models proposed in the literature are not well known by the SMEs either. The paper also discusses "work around" that bypasses such standards to ease delivery of products while keeping certificates as labels just to acquire new jobs for the business. Small and medium enterprises are a very important cog in the gears of the world economy. The software industry in most countries is composed of an industrial scheme that is made up mainly of small and medium software enterprises--SMEs. To strengthen these types of organizations, efficient Software Engineering practices are needed--practices which have been adapted to their size and type of business. Over the last two decades, the Software Engineering community has expressed special interest in software process improvement (SPI) in an effort to increase software product quality, as well as the productivity of software development. However, there is a widespread tendency to make a point of stressing that the success of SPI is only possible for large companies. In this article, a systematic review of published case studies on the SPI efforts carried out in SMEs is presented. Its objective is to analyse the existing approaches towards SPI which focus on SMEs and which report a case study carried out in industry. A further objective is that of discussing the significant issues related to this area of knowledge, and to provide an up-to-date state of the art, from which innovative research activities can be thought of and planned. Software processes improvement (SPI) is a challenging task, as many different stakeholders, project settings and contexts and goals need to be considered. SPI projects are often operated in a complex and volatile environment and, thus, require a sound management that is resource-intensive requiring many stakeholders to contribute to the process assessment, analysis, design, realisation and deployment. Although there exist many valuable SPI approaches, none address the needs of both process engineers and project managers. This article presents an artefact-based software process improvement and management approach (ArSPI) that closes this gap. ArSPI was developed and tested across several SPI projects in large organisations in Germany and Eastern Europe. The approach further encompasses a template for initiating, performing and managing SPI projects by defining a set of five key artefacts and 24 support artefacts. The authors present ArSPI and discus results of its validation indicating ArSPI to be a helpful instrument to set up and steer SPI projects.