SOFTWARE PROCESS IMPROVEMENT AND PRACTICE Softw. Process Improve. Pract. 2004; 9: 1–2 Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/spip.194 Editorial Introduction to Issue 9 : 1: Software Process Improvement For All Darren Dalcher and David Raffo Dear Reader, In this issue, you will find another collection of articles related to the software process and SPI. Software process improvement initiatives can be used in a variety of contexts and initiatives, ranging in size from large multinational agencies to small local companies. The articles therefore reflect current practice in a variety of contexts offering useful advice and experience. The first article describes the implementation of the SPI programme in France Telecom Research and Development in 1999. The implementation was based on an SDCA cycle followed by a PDCA cycle. The introduction of new programmes encompasses many challenges. In order to control the results and improve the likelihood of success, the team utilized a detailed risk-management approach. The methodology selected (RISKMAN) was used throughout the implementation process and proved essential in identifying, tracking and controlling risks. Interestingly, but not surprisingly, human and organisational issues contributed a number of risks that persisted throughout the programme. Overall risk management in the context of SPI programme implementation proved to be particularly useful in enhancing communication, identifying and resolving issues and problems and enhancing coping capacity and resource allocation. One of the key lessons is that risk follow-up Copyright  2004 John Wiley & Sons, Ltd. activities are crucial to the success of SPI efforts and can be supported through the use of structured risk-management approaches. The second article focuses on SPICE for space: a software process assessment method incorporat- ing a model and space-related practices developed by the European Software Agency. The additions include four new processes and fifty base practices. The early series of trial assessments included eight space software suppliers in seven countries repre- senting the full range of prime contractors, equip- ment/software suppliers and software companies. The 14 projects assessed in these 8 organisations pro- vided 104 process instances. The typical capability level observed was at Level 2, with some excep- tions notably for project management and quality assurance, which were both at Level 1. The assess- ments proved useful in identifying problems and areas for improvement and were therefore strongly appreciated by the management for their value in providing independent identification and objective recording of shortcomings. The second part of the article describes a new approach to SPI based on risk analysis of assessment results. Low maturity processes with high risks can be viewed as critical areas in need of improvement. The method provides a foundation for integrating risk analysis into SPI by placing it as a third dimension alongside the process and capability dimensions. Adding risk analysis to the SPI process provides a stronger framework for successful process improvement. Following the success of the SPiCE for space approach, a further