Evaluating the software development processes at Experian: What would it take Experian to achieve CMMI maturity level 3?
In today’s high-technology environment, most organisations build complex products and services. Organisations however rarely build all the components of their product/service. Instead, they produce bits and pieces of the same and finally integrate them into a single product/service. Such complex dev...
| Main Author: | |
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| Format: | Dissertation (University of Nottingham only) |
| Language: | English |
| Published: |
2009
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| Online Access: | https://eprints.nottingham.ac.uk/23168/ |
| _version_ | 1848792522469408768 |
|---|---|
| author | Sankhe, Tejas |
| author_facet | Sankhe, Tejas |
| author_sort | Sankhe, Tejas |
| building | Nottingham Research Data Repository |
| collection | Online Access |
| description | In today’s high-technology environment, most organisations build complex products and services. Organisations however rarely build all the components of their product/service. Instead, they produce bits and pieces of the same and finally integrate them into a single product/service. Such complex development and maintenance processes require good management and control.
The following report is based on a study conducted at Experian, (Riverleen office, Nottingham, UK) wherein the processes within the Credit Services Development and Delivery (CSDD) team were evaluated against the CMMI-Development standard. The study presented analyses various aspects of the processes being adopted and used within following teams of the CSDD group:
• Build and Quality Assurance
• Business Analysis and Product Development
• Project Management Office
• Change and Configuration Management
• Support
Apart from evaluating what it will take Experian to attain CMMI level 3 maturity, the study explores the gaps existing between where Experian is now and where it aspires to reach. The study also explores the level of involvement the leadership team and the senior management have in process improvement initiatives.
The project also looks at the way Perot Systems (the offshore vendor for Experian’s software development) can help leverage their knowledge to get Experian to the desired CMMI maturity level. Other aspects of the study included the identification of the benefits and the barriers of such process improvement initiatives, identifying the steps Experian should take to go about this process and finally attempting to answer the way Experian can make maximum out of these initiatives.
The study starts with helping readers understand the CMMI standard and its pros and cons of CMMI. It later moves on to analysing the 22 Key Process Areas of the CMMI-Development standard within Experian, and finally, concludes with the findings of the study and the recommendations made to help Experian on a short-term and long-term basis, with attainment of CMMI Level 3 maturity as the final goal. |
| first_indexed | 2025-11-14T18:45:44Z |
| format | Dissertation (University of Nottingham only) |
| id | nottingham-23168 |
| institution | University of Nottingham Malaysia Campus |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T18:45:44Z |
| publishDate | 2009 |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | nottingham-231682022-03-21T16:05:46Z https://eprints.nottingham.ac.uk/23168/ Evaluating the software development processes at Experian: What would it take Experian to achieve CMMI maturity level 3? Sankhe, Tejas In today’s high-technology environment, most organisations build complex products and services. Organisations however rarely build all the components of their product/service. Instead, they produce bits and pieces of the same and finally integrate them into a single product/service. Such complex development and maintenance processes require good management and control. The following report is based on a study conducted at Experian, (Riverleen office, Nottingham, UK) wherein the processes within the Credit Services Development and Delivery (CSDD) team were evaluated against the CMMI-Development standard. The study presented analyses various aspects of the processes being adopted and used within following teams of the CSDD group: • Build and Quality Assurance • Business Analysis and Product Development • Project Management Office • Change and Configuration Management • Support Apart from evaluating what it will take Experian to attain CMMI level 3 maturity, the study explores the gaps existing between where Experian is now and where it aspires to reach. The study also explores the level of involvement the leadership team and the senior management have in process improvement initiatives. The project also looks at the way Perot Systems (the offshore vendor for Experian’s software development) can help leverage their knowledge to get Experian to the desired CMMI maturity level. Other aspects of the study included the identification of the benefits and the barriers of such process improvement initiatives, identifying the steps Experian should take to go about this process and finally attempting to answer the way Experian can make maximum out of these initiatives. The study starts with helping readers understand the CMMI standard and its pros and cons of CMMI. It later moves on to analysing the 22 Key Process Areas of the CMMI-Development standard within Experian, and finally, concludes with the findings of the study and the recommendations made to help Experian on a short-term and long-term basis, with attainment of CMMI Level 3 maturity as the final goal. 2009-09-24 Dissertation (University of Nottingham only) NonPeerReviewed application/pdf en https://eprints.nottingham.ac.uk/23168/1/Tejas_Sankhe_-_Dissertation.pdf Sankhe, Tejas (2009) Evaluating the software development processes at Experian: What would it take Experian to achieve CMMI maturity level 3? [Dissertation (University of Nottingham only)] (Unpublished) |
| spellingShingle | Sankhe, Tejas Evaluating the software development processes at Experian: What would it take Experian to achieve CMMI maturity level 3? |
| title | Evaluating the software development processes at Experian: What would it take Experian to achieve CMMI maturity level 3? |
| title_full | Evaluating the software development processes at Experian: What would it take Experian to achieve CMMI maturity level 3? |
| title_fullStr | Evaluating the software development processes at Experian: What would it take Experian to achieve CMMI maturity level 3? |
| title_full_unstemmed | Evaluating the software development processes at Experian: What would it take Experian to achieve CMMI maturity level 3? |
| title_short | Evaluating the software development processes at Experian: What would it take Experian to achieve CMMI maturity level 3? |
| title_sort | evaluating the software development processes at experian: what would it take experian to achieve cmmi maturity level 3? |
| url | https://eprints.nottingham.ac.uk/23168/ |