Resumen
This article describes how PRC Inc. based its software process improvement (SPI) program on an integration of its corporate quality improvement (QI) program and the model-based initiatives of the Software Engineering Institute (SEI). The commitment to QI throughout PRC Inc. nurtures a culture characterized by rapid problem solving, strong senior management support, a common process definition language, visible process improvement, and a network of process-related teams. PRC Inc.'s SPI has leveraged this QI culture to mature rapidly to level 3 and to establish a foundation for Levels 4 and 5 of the Capability Maturity Model for software. The cost of SPI is shared within PRC Inc. as an overhead cost by the four business unites, which invest in SPI based upon their organizational SPI commitments, goals and customer needs. The biggest challenge to continued progress in SPI is maintaining momentum and visibility. Key countermeasures are the status review, lead team briefs, PRC-wide SPI symposia, internal technical articles, capability evaluation readouts, SEI visits, and wide participation by line organizations.