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There are 16 factors affecting the transition time of CMMI in Malaysian organizations. These factors are: Management Commitment, Public Holiday Events, Communication, Allocation of Resources, Change Management, Training, Separ

Concerns, Turnover of Staff, Cost of Appraising, Gap Analysis, Financial Motives, Income Level, Rewards, Process Documentation, Consultation, and Awareness. Table 4.5 shows these factors.

Table 4.5 Effective

No.

EFFECTIVE FACTORS IN MALAYSIA

10 Management Commitment

7 Public Holiday Events

19 Communication

24 Allocation of Resources

3 Change Management

14 Training

Figure 4.6 Not Effective Factors in Saudi Arabia

Factors in Malaysia

There are 16 factors affecting the transition time of CMMI in Malaysian organizations. These factors are: Management Commitment, Public Holiday Events, Communication, Allocation of Resources, Change Management, Training, Separation of Process & Product Concerns, Turnover of Staff, Cost of Appraising, Gap Analysis, Financial Motives, Income Level, Rewards, Process Documentation, Consultation, and Awareness. Table 4.5 shows

ffective Factors in Malaysia

EFFECTIVE FACTORS IN MALAYSIA

H IG H P E R C E N T Management Commitment 42 91.3%

Public Holiday Events 39 84.8%

Communication 39 84.8%

Allocation of Resources 38 82.6%

Change Management 37 80.4%

Training 37 80.4%

Factors in Saudi Arabia

There are 16 factors affecting the transition time of CMMI in Malaysian organizations. These factors are: Management Commitment, Public Holiday Events, Communication, ation of Process & Product Concerns, Turnover of Staff, Cost of Appraising, Gap Analysis, Financial Motives, Income Level, Rewards, Process Documentation, Consultation, and Awareness. Table 4.5 shows

2 Cost of Appraising 33 71.7% 26 Gap Analysis 32 69.6% 6 Financial Motives 29 63.0% 9 Income Level 29 63.0% 25 Rewards 29 63.0% 21 Process Documentation 24 52.2% 22 Consultation 24 52.2% 17 Awareness 23 50.0%

The most frequently cited factor in Malaysia is Management Commitment, which was regarded as highly effective in influencing the CMMI transition time with 42 respondents accounting for 91.3%. Therefore, this shows that in the opinion of Malaysian practitioners, management commitment can play a vital role to improve the transition time of CMMI.

Public Holiday Events and Communication are two factors which got 39 responses each amounting to 84.8% of the total respondents, thus suggesting that these were highly effective in influencing the CMMI transition time. This indicates that 84.8% of practitioners consider that many days of Malaysian holidays is time consuming, especially as some of these holidays cover 2-3 days. Unless the CMMI process set a specific date to begin and end in order to achieve a particular CMMI level, then the large number of public holidays would mathematically consume a computed time from the CMMI process. Consequently, this is reflected in the final total of the transition time of CMMI. And so, the communication between employees should be more streamlined, and its approaches and methods should be provided and clarified for all employees.

Allocation of Resources was next with 38 respondents accounting for 82.6% thinking this was effective. This was followed by Change Management and Training, with 37 respondents each amounting to 80.4% respectively. Therefore, this finding reflects the importance of providing sufficient resources and adopt suitable change management

strategy to improve the transition time. Thus, there should be training courses and workshops for the staff on the CMMI model and its process areas.

Separation of Process & Product Concerns received feedback from 34 respondents accounting for 73.9% who believe this to be highly effective on the CMMI transition time. Turnover of Staff and Cost of Appraising secured 33 respondents each with 71.7% of the total respondents participating in this survey respectively. Gap Analysis was next with 32 respondents accounting for 69.6% claiming this factor to be highly effective in influencing CMMI transition time. Therefore, the researcher believes that during the CMMI process any kind of staff turnover would affect the transition time because the organization may start seeking to fill up this gap and may succeed in doing so, but this will take time. Malaysian practitioners see that the Gap Analysis and Cost of Appraising factors affect the transition time. So this indicates that by analysing the processes to specify the gap and then to fill it up would reduce the cost of appraising for CMMI as the company will not hesitate to appraise its processes based on CMMI, because the possibility of reappraising processes is very small. Therefore, this is one of the reasons why the CMMI process may delay. Most companies do not appraise their processes officially to make sure that at least most of the processes satisfy the CMMI process areas because the official appraising is very expensive. For example CMMI Level 3 costs between US$160,000 to US$ 200,000, depending on the SEI partner.

Financial Motives, Income Level, and Rewards are three different factors which secured 29 responses or 63.0% of the total responses in the survey respectively. Therefore, this indicates that the financial stability and satisfaction, monthly income of the work force, and rewarding the staff with certificates of appreciation or vacations would motivate them to

Process Documentation and Consultation received 24 responses each, which accounted for 52.2% of the total respondents believing these are highly effective factors in determining the CMMI transition time. Meanwhile, the Awareness factor received 23 responses accounting for 50.0%. Therefore, this indicates that by increasing the awareness among employees, the process documentation will be done in the right way. Therefore, the presence of consultation to direct the organization and help it in building a comprehensive plan for the CMMI process will be the best way to abridge the transition time of CMMI.

Consequently, in order to answer the second research question (RQ2) which is, “What are the factors that affect the transition time of CMMI in South East Asia region?”, while Malaysia is selected to represent South East Asia region, Table 4.5 shows these factors which are: Management Commitment, Public Holiday Events, Communication, Allocation of Resources, Change Management, Training, Separation of Process & Product Concerns, Turnover of Staff, Cost of Appraising, Gap Analysis, Financial Motives, Income Level, Rewards, Process Documentation, Consultation, and Awareness.

These factors, together with the number of responses to indicate the “high” responses, are shown in Figure 4.7, which represents a visual descriptionof the factors that are effective in Malaysia, with the X-axis representing the percentage and the Y-axis representing the effective factors.