It is desirable to reduce variation in a process, as it results in higher quality products. Improving a process, however, is a continual cycle; a process is defined, executed, measured, and improved iteratively. Hardgrave and Armstrong sum this up very nicely in the title of their article, suggesting that process improvement is a journey. We learn along the way, and, at each step, identify the shortcomings of our process, improve it, and continue with this cycle.

The Software Engineering Institute (SEI) has created a capability maturity model (CMM) that acts as a framework, providing guidance for improving a software development process and measuring improvements using five different levels; each higher level represents the increasing capability of an organization to produce high-quality software products following its process. The authors, however, point out that 70 percent of the companies using the CMM framework abandon their efforts before realizing its potential benefits. This may be largely due to the misguided focus on achieving a maturity level rather than on creating a culture of continual improvement. They present a case for AA Company (AAC), which almost became one of those 70 percent, but had the foresight to continue with the software process improvement (SPI) initiative, learning along the way the most valuable lesson of all—SPI is a journey, not a destination.

Through their study of AAC, the authors provide many nuggets of wisdom, some of which appear to be common sense, but are often overlooked. First, they suggest that you provide guidance to your organization regarding the use of the CMM framework. Second, there needs to be a commitment to the SPI initiative throughout the organization, starting at the very top. Third, engage all members of the organization in this effort. Fourth, use well-respected team members to lead the effort. Fifth, measure your success.

The authors also discuss other lessons learned, and provide valuable guidance for realizing the benefits of continuous SPI. Those engaged in SPI initiatives will find that this article serves as a beacon on their journey, steering them away from the common pitfalls to which 70 percent of companies succumb.