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The Capability Maturity Model (CMM) is a widely adopted set of guidelines for evaluating and improving an organization's software development processes. The CMM is a general framework, however, and provides no specific guidance for implementation; instead, each organization must relate CMM characteristics to its own processes. As a consequence, the need has emerged for comprehensive accounts of successful CMM implementations, as well as for detailed descriptions of how software projects are executed in those cases. Such real-world examples can serve as a valuable resource for managers and developers responsible for setting up the CMM and carrying out their own projects. "CMM in Practice" comprises such a resource. Examining the various stages in the life cycle of a typical software project at Infosys Technologies, the book describes the technical and management processes used to initiate, plan, and execute the project. To enhance the discussion, an actual Infosys project is used as a running example throughout the book. The author, who was one of the main architects behind the quick transition from ISO to CMM at Infosys, shows how these working processes relate to the Key Process Areas of the CMM. He also illustrates how relatively simple and familiar approaches can be combined to raise an organization's software maturity level.

Praise for The Strategy Gap " With a better handle on the financial pulse of the business, enterprises will be better able to meet the Street’ s expectations of financial transparency and corporate accountability. The writers do a masterful job of getting readers to this point of awareness, and further display their insight by explaining how corporate performance management (CPM) and finance are essentially ‘ joined at the hip’ in concept and execution. This interdependence must be embodied in methodology and technology for CPM to work. Chapter ten (What Lies Ahead) is a must-read for C-level executives– and their IT counterparts– that want to quickly catch up on some of the new technologies shaping CPM and finance." – Alan Y. C. Yong Director, Financial Analytics Aberdeen Group " This book is a must-read for all students of business, from college students to CEOs. The authors have an uncanny ability to create excitement on topics that have bee part of business vocabulary for a long time. Without doubt, this book will also affect the thinking of software innovators who see opportunities for a new generation of software to support the book’ s concepts and theories." – Dr. G. R. Wagner Distinguished Professor Peter Kiewit Institute University of Nebraska " The Strategy Gap provides a pragmatic insight into where the barriers to execution of a corporate strategy are. Backed by excellent examples, we’ re sh not just ‘ here’ s what you should do’ but also ‘ here’ s how to do it.’ The book helps make the black art of turning strategy into tactics a clearer processthat is more accessible to those who need it. The Strategy Gap is almost a handbook of how to take strategic decisions and support their execution with the help of information technology.

Accounting software - Accounting software is computer software that records and processes accounting transactions within functional modules such as accounts payable, accounts receivable, payroll and trial balance. It functions as an accounting information system.

Investment club accounting software - Investment clubs, whether formed as general partnerships or limited liability companies, must keep accurate books of the deposits made by members as well as the club's investing portfolio. Standard personal and business accounting software, such as Quicken, QuickBooks or Microsoft Money, do not accommodate investment partnership accounting and the unit valuation system, however.

Joel on Software (book) - This book contains Joel Spolsky's favorite 45 articles from Joel on Software, his weblog on computing, programming, software engineering, and the business side of computer software. The articles were published between 2000 and 2004.

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