A Process Model for Human Resources Management focused on increasing the Quality of Software Development Flávio E. A. Horita, Jacques D. Brancher and Rodolfo M. de Barros Computer Department State University of Londrina, UEL Londrina, Brazil feahorita@gmail.com; {jacques, rodolfo}@uel.br Abstract — The lack of quality in the production process of software development isn’t attributed only to the techniques and technologies, but also to the lack of attention and importance placed on its members. Thus, this paper presents a process model for Human Resources Management focused on improving the quality of software development. Its preparation was based on areas and expected results of the process of human resource management present in the Reference Model for Brazilian Software Process Improvement (MR-MPS) 1 . In order to contribute to its understanding and use, it is presented a comparative study with other models present in the literature and identify their benefits and problems with an application in two software development projects. Keywords: Human Resources Management; Process Quality; Training Management; Performace Management; Human Factor. I. INTRODUCTION The high dependence of human resources for the development of a software project has demonstrated the importance of its management. This is due to the fact that some studies have demonstrated that they generate and strengthen innovation, produce, take decisions, lead, motivate, communicate, supervise, manage and direct the business [5], [8], [9], [13], [14], [15]. However, even nowadays, these resources are still losing focus on software development processes, which tend to give more importance to the technical and practical areas [2], [14]. Moreover, it has been ever more common to find members doing exhaustive tasks (working overtime, on weekends or vacation) which end up resulting in their exhaustion, dissatisfaction and demotivation. Thus, the software development process is not only about the use of software and hardware to generate systems. The development and maintaining is its connected to people. As a consequence, its success or failure is intimately related to the way in which they are allocated and controlled within your budget and time [15]. Professionals with the right skills to perform their tasks, execute them in a most efficient way, which reflect in the quality of the software development process and in the final product. 1 Modelo de Referência para Melhoria do Software Brasileiro (MR-MPS) Considering what was previously exposed, the aim of this work is to present a model of process focused on the increase of the quality of the software development process. For its elaboration, we based on what Amâncio et al. [1] and Morais [11] suggested and on the expected areas and results of the human resources management process presents in the maturity level E of MR-MPS. This article is divided in six elementary sections, including this introduction. In Section 2 it is presented the theory related to the paper. In Section 3 it is presented the research methodology that was used. Section 4 it is presented the process model for Human Resources management. In Section 5 it is presented the results of the research. Finally, Section 6 it is presented the conclusions and suggestions for future works. II. THEORY A. Human Resources Management on Software Development Several studies demonstrate that holding the best technological tools, using the most efficient techniques and work models is not enough to guarantee the success of a software project [9], [14], [15]. It is necessary the existence, in parallel, of a human resources management able to develop skills and guarantee the effective allocation of its members, in order to increase the quality of its process [12]. However, several managers attribute more importance to the technical and practical areas rather than the human resources, which end up by losing the focus in software development processes [2]. A manager must act in order to encourage the developing staff to work together as a team, concentrating in the customers’ needs and product quality. This context made managers responsible not only for the leadership in planning, organization and control of the efforts expended during the project. They had to develop other skills like manage people, e.g. ability to lead and stimulate people’s development, abilities to solve problems and excellent interpersonal competence [15]. Moreover, during the development of a software project, the dynamic in business processes and the high turnover of technologies and his members highlights the importance to