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MORNING
KEYNOTE:
Getting
a New Organization
up to CMMI for Software Level 3 - Again!
Mike
Harris
8:30am
- 9:30am
After
battling from being heroes at CMM Level 1 to the heady, organized heights
of CMM Level 3 in about 15 months, Sanchez thought they were set for
greater things. However, after an acquisition and resulting merger
of several acquired software development groups, the team are stepping
back in time to do it all over again but this time it is CMMI. How is the
new challenge similar and different? What worked so well that we'll do it
again? What will we do differently this time? This keynote
presentation will answer these questions for you and arm you with many
insights that will help you not only in your transition from CMM to CMMI,
but also in your overall journey of continuous software process
improvement.
AFTERNOON
KEYNOTE:
Update
on CMMI Adoption and SEI Plans for Version 1.2
Mike
Konrad
12:40pm - 1:40pm
The
current version of CMMI, Version 1.1, was released in early 2002. It has
now been in use almost three years and a lot has happened during these
years. This presentation will reflect on what we, at the SEI, have learned
during that time and share with you SEI’s future plans for CMMI. Some of
the topics presented include the CMMI adoption statistics over the last
three years and opportunities and challenges faced with CMMI
interpretation such as applicability to small organizations. In this
presentation we will also share with you the SEI schedule for Version 1.2,
nearer-term updates to training and appraisal technology that support
effective CMMI use, and update on our CMMI impact study (ROI).
TRACK
1: GENERAL TOPICS IN IMPROVING SOFTWARE DEVELOPMENT:
Agile
Development Method
Joseph
Billi
10:00am - 10:40am
The
objective of the Agile Development Process is to create a software
development and maintenance processes that will maximize the agility of
your application development organization. Agility is the ability to
rapidly develop products in response to market demands and changes.
Although the Agile Development Process is based upon best practices used
by companies such as Cisco, Sun Microsystems and Microsoft, it focuses on
remaining a lightweight methodology. This presentation will introduce you to the Agile
Development Process, present you with its strengths, limitations, and
mechanics, and discuss the roles different team members play in it.
Use
Cases: Good Medicine for Ailing Projects
Lori
Montanari Gottshall
10:50am - 11:30am
Poor requirements are the biggest single source
of defects in software projects. Poor
requirements lead to weak estimates and over-ambitious project plans.
I call this situation ‘project-itis’.
One of the best ways to heal project-itis is to use Use Case
methods. This presentation
explains what Use Cases are and why this method is an efficient and
effective approach to software development. Projects can be driven off the Use Case list and every step
in the life cycle benefits. You
will see the specific Use Case rewards for each group including: analysts,
project managers, clients, testers, designers, estimators and programmers.
Applying
Functional TSPSM
to a Maintenance Project
Ellen
George
1:40pm - 2:20pm
Maintenance projects make up a sizeable portion
of many software businesses today. Many
project managers and software developers believe that since maintenance
work is by nature reactive, then it is inherently unpredictable and
therefore cannot be planned. This
presentation dispels that myth, demonstrating how PSPSM and TSPSM
were successfully adapted to plan and manage a maintenance project. Participants will learn the key success factors in forming a
functional project team and how to tailor the TSPSM process to
better address the needs of a maintenance project.
Structuring
and Negotiating IT Service Levels with your Suppliers
Barbara
Beech
2:30pm - 3:10pm
One of the big
challenges in outsourcing software developing is defining, measuring, and
monitoring service level agreements with the outsourcing firm. This
presentation presents the different types of Service Levels to setup up in
an IT contract and the details needed for each service level specified. We
will also discuss how to assign performance credits/bonuses to the service
levels and techniques for assessing how well each service level meets its
targets. This information will be linked to the CMMI Level 2 process of
Supplier agreement Management and Measurement & analysis will also be
provided. Negotiating tips will also be discussed.
The
CMM Flu and the Prescription for
It
Thomas
M. Cagley, Jr.
3:40pm - 4:20pm
The CMM Flu affects many
organizations at some point during their CMM journey. Lack of
organizational change management provides a fertile breeding ground for
viruses to breed and sap constancy of purpose. Three major varieties
of CMM Flu have been identified have been identified. The varieties
include the common cold which saps organization strength and commitment
(everything just slows down), the classic flu (organization looses focus
and not all parts work well together) and finally to the Blue Flu(s)
(people just stop playing and no one will say why). The presentation
use humor to examine the CMM Flu, its variants and organizational change
with prescriptions for success.
CMMI-OSS
Report: Amplifying the CMMI to Address the Open Source
Software Phenomena
Raymond
Boehm
4:30pm - 5:10pm
Is
your organization involved in activities that would fit into the CMMI
framework, but are not clearly part of the CMMI-SW, SE or other bodies of
knowledge with formally defined disciplines?
If so, how would you define a new discipline and identify the
appropriate CMMI amplifications? Last
year, several people got together to produce a white paper that dealt with
the issues of addressing open source software (OSS) acquisition and
development within the CMMI framework. The white paper gives a starting
point for the CMMI-OSS. In
this presentation, we will discuss the issues and decisions faced in
taking on an effort of this nature.
TRACK
2: JUMP STARTING YOUR SPI PROGRAM:
Automation
- The Key to Process Institutionalization
Jim
Costello & Sandra
J. Baptiste
10:00am - 10:40am
The
institutionalization of process in any large software development
organization is always a challenge. With any implementation of change,
there are early adapters and resisters.
This session will present to you one approach to software process
implementation that made it possible for the resisters to embrace the
process. You will learn how the processes were reviewed and refined to
accommodate resister feedback; how the process–related concerns were
addressed; how software development projects were chartered to automate
the processes; and how the automation minimized the impact of the process
changes on the staff and facilitated the process institutionalization.
Preparing
To
Do
Business
With
Your
Level
5
Provider
David Herron
10:50am - 11:30am
Are your applications going offshore to a CMM(I)
Level 5 provider? What can an IT organization do to prepare itself in
order to maximize the advantages of working with a Level 5 provider? Learn
how your IT shop can position itself to work effectively and efficiently
with a Level 5 offshore provider. Examine what process areas are most
important in order to properly manage an outsourcing relationship.
Sustaining
the
Improvement
William
C. McKnight
1:40pm - 2:20pm
Many
business needs are considered when building a software process improvement
program, but often we don’t consider the test of time?
Why do we stop doing many of the good things that we started as
part of an SPI program? We’ve
all been at too many seminars thinking “this is common sense,” or
“we used to do this,” but why aren’t we still?
This presentation will explore best practices used to launch
improvement efforts with special considerations required to facilitate
lasting change. Methods ranging from change management to the practical
application of Process and Product Quality Assurance will be discussed.
Practical
CMMI-Based
SPI
- A Success Story
James
Hlavaty
2:30pm - 3:10pm
Over the past year, the
Sherbrooke development facility for CCH CAN (a division of Wolters-Kluwer)
has progressed from having great difficulty managing and controlling large
projects to having an active CMMI based SPI program and a successful major
project delivery. This
presentation will give you a before and after picture and discuss the key
techniques, decisions, and inherent work culture that facilitated this
turn around. In particular, you will hear about examples and “how to”
advice on several topics including: managing a large project schedule;
effective risk management; project status metrics dashboard; SPI project
planning, scheduling, managing, leading, and tracking; implementing
effective peer reviews; and organizational traits to look for that
facilitate success.
Scampi
B and SCAMPI C Update
Gene Miluk
3:40pm - 4:20pm
The SCAMPI class A method is a rigorous, high
quality, high reliability benchmarking appraisal method. The SEI
recognizes that the rigor and cost of a SCAMPI class A method is not
always warranted. Sometime less formal methods are appropriate. The
proposed B and C methods are designed to provide more immediate results at
a lower cost while producing reusable artifacts that support process
improvement and can later be used as input to a Class A Method. This
presentation will describe SEI efforts to develop and deploy SCAMPI B and
C appraisal methodologies. A brief description of the proposed B and C
methodologies will be followed with a status of their development and
piloting.
A
Trainer's Perspective on Implementing CMMI
Sharon E. Miller
4:30pm - 5:10pm
When an organization
begins a CMMI process improvement program training must provided on many
different levels. The organization should hold senior management
orientations to educate management on process improvement and the CMMI,
and to ensure sponsorship. Key process personnel should receive formal
CMMI training. The appraisal team needs training on the appraisal process
and the entire organization should get an orientation into the process
improvement program and the CMMI. This early training sets the tone for
the entire process improvement program and is a critical component of the
future success of the program. This presentation discusses lessons
learned, from a trainer’s perspective, on training provided to an
organization embarking on a CMMI process improvement program.
TRACK
3: CMM/CMMI SPECIFIC TOPICS:
Key
Aspects of Level 4 & Level
5
Metrics that Need
to be Understood
on the Journey to Level 2 and
Level
3.
John
T. Harding
10:00am
- 10:40am
This
discussion will ensure that the attendees understand the key parameters
associated with achieving CMM and CMMI levels 4/5 which need to be
sufficiently understood while achieving Levels 2/3 to minimize any rework
associated with process definitions and data collection. This presentation
will describe the key aspects of both process definition and data
collection that will allow an organization to move forward more rapidly
with a useable set of data as well as understand what types of rational
subgrouping they must be considering on the journey. Practical examples
will be described along with suggestions for specific metrics to be
collected.
Using
Six
Sigma Methods to Minimize SCAMPI Costs
Ron
Ulrich
10:50am - 11:30am
Northrop
Grumman Mission Systems has completed 31 SCAMPI A Appraisals varying from
3 to 7 days - significantly less than the industry average. The reduction
resulted from systematically applying CMMI quantitative management
principles to improving the performance of the appraisal process. The
presentation will focus on the quantitative analysis of the SCAMPI
process, and how bottlenecks and process inefficiencies were identified.
Topics include: measuring the process and its improvement;
understanding where time is taken-up; reducing time without reducing
accuracy; and knowing that your results are accurate. Some of the
improvements focus on efficiency in conducting a SCAMPI, and others
involve the development of tools to automate labor-intensive steps in the
appraisal process.
Real-World
Lessons Learned: (1) Quantifying the Process - A Level 4 Lesson; (2)
Analyzing the Process - A Level 5 Lesson
Phillip
S. Sperling
1:40pm - 2:20pm
One
of the greatest challenges in moving beyond CMMI Level 3 is the advent of
advanced quantification methods. These methods are applied to the
organization, projects, process, and products.
There are people who spend tremendous effort trying to get the
workforce “statistically sound”. These people have inundated
management and employees with what appears to be a doctoral-level of
understanding in measurement mechanics, and as a result have lost the
excitement about the benefits of process improvement. Although rigor is
required and new practices are needed, it is best to “keep it simple”.
This presentation will demonstrate “real world” examples that
will show how simplicity can meet the requirements of CMMI Level 4 and
Level 5 quantification practices.
Transitioning
from CMM to CMMI Level
2 or 3: Lessons Learned in the Trenches
Lynne
Godfrey
2:30pm - 3:10pm
Are
you thinking about upgrading from CMM to CMMI?
This presentation will show you how the upgrade can best be
accomplished by covering what needs to be emphasized and what pitfalls can
be avoided. These insights are based on lessons learned from conducting
transition projects and performing appraisals.
New process areas and their impact on the original processes will
be examined as well as a quick overview of what process areas are posing
the most problems. A variety of approaches to transitioning will be discussed
(and some will be made fun of!).
The
Agony and the Ecstasy
of the Transition to CMMI
Robinsine
Sarli
3:40pm - 4:20pm
This
session will provide attendees with a view of some of the challenges
organizations who have implemented CMM face when making the decision to
switch to the new integrated CMMI model.
Commercial or Software only organizations are not confronted with
some of the same constraints DOD dependent organizations have.
Consequently, the decision is much harder to justify to senior management
or to practitioners who feel their current processes are not broken and
are working just fine. This session will highlight our strategies to
minimize costs, and improve overall acceptance. Discussion topics will
include: Taking advantage of the 2005 December Sunset Date; building
a pool of trained SCAMPI assessment team members;
and developing
expertise in using PIIDs.
Thriving
in a Diverse Environment by Thoughtful Application of Organization
Innovation and Deployment and Technology Change Management
Barbara
E. Dreon
4:30pm - 5:10pm
It
can be a challenge to envision how to apply Organization Innovation and
Deployment (OID) or parts of Technology Change Management (TCM) in an
organization that serves many unrelated customers with a myriad of systems
and technologies. This
presentation addresses how Northrop Grumman has adapted its approach to
OID and TCM given the diversity of technologies used by projects serving a
wide variety of customers. The
presentation touches on a paradigm for success and some mechanisms
demonstrated to strengthen Northrop Grumman’s technology monitoring
capability and ability to more efficiently deploy a technology across
multiple projects.
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