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MORNING
KEYNOTE:
Excess
Friction: When Deadlines Kill
Process and Ruin Your Life
Michael
Mah,
QSM Associates Inc.
8:30am
- 9:30am
For those of us in the software field, high-pressure
demands are a breeding ground for conflict within and between
organizations that affect us both personally and professionally.
In this environment – to build more and more in less and less
time – friction is a fact of life. Excess
friction kills process, exacerbates conflict and can drive a team to
failure, while too little is unrealistic.
Somewhere in-between lies a sweet spot we call “Optimal
Friction, ”where friction serves a useful purpose, but doesn’t cause
collapse - at work, in health, and at home.
This presentation is about addressing how software executives and
their teams can more effectively manage the high-tension pressures of work
life in the Information Age, while maximizing chances of process
improvement success.
AFTERNOON
KEYNOTE:
A
CIOs Perspective on Process Improvement
Stasia
Iwanicki,
Capital One Bank
1:20pm - 2:20pm
Process
improvement is all about transforming Information Technology. This can
only be successfully accomplished when the IT executive is fully engaged,
understands the required level of commitment and is capable of managing
expectations throughout the organization. Stasia Iwanicki has directed
major transformation initiatives for several Fortune 100 companies. Her
presentation will focus on the benefits to be derived through large scale
transformation and incremental continuous improvement. She will discuss
the challenges and rewards of leading process improvement programs and
present her thoughts on why you should pursue them in spite of the
apparent obstacles and difficulties. Of greatest interest will be the
lessons Stasia has learned from her many years of guiding organization
improvements. Key lessons learned include how to build momentum and engage
associates along with some creative ideas that can yield substantial
improvements.
CLOSING
KEYNOTE:
The SCAMPI Appraisal Program
Dr.
Jack Ferguson,
Software Engineering Institute
4:20pm -
5:10pm
This session will present the requirements for
SCAMPI Class A, B and C appraisals for both the appraised organization and
the Lead Appraiser. It will focus on the differences between the
well-known SCAMPI A method and the new SCAMPI B and C methods. It will
also describe training and experience requirements to become a SCAMPI A
Lead Appraiser as well as a SCAMPI B&C Team Leader. Future directions
of the appraisal program will also be discussed.
TRACK
1: Implementing CMMI
CMMI
and Process Improvement and Results:
A Global Corporation-Software Organization Perspective
Ron
Weidemann, NCR
9:30am - 10:10am
This session will present the experiences of a major computer company in implementing CMM/CMMI and how it can help
your organization. The talk will share actual product results from using the CMMI model and discuss the company’s current direction and strategy. We will also address questions on applicability of CMM or CMMI to a Waterfall or Agile development models since
NCR had successes with both. We will share the process measures currently being used in our organization. Other topics
presented include considerations in migrating from CMM to CMMI, choosing the right
CMMI representation (staged or continuous), and the value of IPPDs.
A
Case Study: Moving a Large
Organization to CMMI Level 2
David
Rothenberg & Kuria Njenga,
Depository Trust & Clearing Corporation
10:40am - 11:30am
This session presents a case study on moving a 400-person organization
to CMMI Level 2 along with the authors’ approach to tackling the challenges along the way. The talk explains differences between CMMI and CMM, examines the process areas of CMMI Level 2, and provides a summary of the logistical planning and tactical operation that were developed to identify
and close the process gaps and introduce improved processes to the organization. The presentation is geared towards the beginner/intermediate person interested in learning about CMMI, process improvement and project management practices.
Process
Commonality and Extensibility
Anil
Midha,
BAE
Systems
11:30am - 12:10pm
BAE Systems CNIR is expanding its CMMI initiative
to all of engineering, which includes systems, analog and digital
hardware, and mechanical engineering.
In order to minimize costs, we have adapted a “maximal
commonality” principle. Thus
our top-level procedures are common engineering procedures, with
lower-level “discipline amplifications” to deal with meaningful
differences. This approach
addresses the “process requirements churn” caused by acquisitions,
divestitures, discipline extensions, and model extensions.
Details of the process architecture evolution with supporting
examples are provided.
Requirements
Engineering Tool Integration
Dr.
Lisa Meisenbacher,
Siemens Research
2:20pm - 3:00pm
This session will describe a case study that highlights tools and
integration methods for CMMI compliant requirements development and
requirements management. Specific examples will be provided that detail
the capabilities (and/or limitations) of existing commercial products that
a requirements engineer may use to model a business process and elicit
detailed requirements. In
addition, the case study will describe three challenges encountered with
tool integration: traceability, hierarchical organization, and tool
maintenance.
Friends
in Small Places-The CMMI Works for Small Organizations, Too!
Jerome
J. Guld, Center
for Excellence
in
Software
3:30pm - 4:20pm
The Capability Maturity Model Integration is suited for process
improvement in small organizations just as well as multinational
conglomerates. Challenges in deploying process improvements in small
organizations are numerous and well known: small process staff,
task-centric culture, and rapid priority shifts. Large organizations also
have their own challenges using CMMI, and frequently overcome them by
breaking the process deployment down into smaller pieces. From that
perspective, small organizations are already halfway to the finish line!
This presentation guides the smaller organization in recognizing and using
its natural advantages to deploy process improvements more effectively.
TRACK
2: Software Measurements:
Performance
Modeling-Understanding and Measuring the Benefits of Process Improvement
David
Herron, David
Consulting Group
9:30am - 10:10am
Business
savvy organizations typically perform a
cost benefit analysis to determine the potential impact of the planned
process improvements. One vehicle for determining potential benefits
associated with process improvement is performance modeling. Performance
models involve the development of parametric models that utilize
historical data points for purposes of analyzing the impact of selected
process improvements. They provide a knowledge base for improved decision
making by identifying areas of high impact (e.g., productivity and
quality). Senior level managers are very interested in performance
modeling since it often provides an opportunity for comparison to industry
best practices.
Trustworthy
Systems Through Quantitative Software Engineering
Larry
Bernstein, Stevens
Institute of Technology
10:40am - 11:30am
This session provides the practitioner with structured experiences that
teach the critical engineering skills needed to build reliable software
products. This talk provides attendees with good practices that are elicited through applying
stresses common in the business world and examining responses and their
logical consequences. The emphasis is on problem analysis, fitting the software engineering
structure to the problem, and producing products that are on schedule,
within budget, and satisfactory to the customer. Case studies from practical projects are used to illustrate the
practices presented. Quantitative analysis is applied to software
estimation engineering principles.
Defining
Metrics with Muscle - Using ITIL as a Framework
Irv Brownstein, TPG, Inc.
11:30 am - 12:10pm
This
presentation focuses on developing the key metrics needed to manage a
successful IT Infrastructure Library (ITIL) program. The initial segment
of the presentation establishes the foundation and identifies the factors
that form the basis for an ITIL metrics program. Building on that foundation, you will learn how to define key
metrics in each ITIL area, how the balanced score card relates to ITIL,
how to determine where you are today, how to set metrics targets and
goals, and how to launch a successful ITIL metrics program.
"As
good as or better than expert" Estimation Methods
Linda
Laird, Stevens Institute of Technology
2:20pm - 3:00pm
Software estimation methodologies are notoriously
inaccurate. Studies have shown that there are currently two estimation
methods which give consistent estimation results which are as good as or
better than experts. This talk will describe the Use Case Points and
Estimation by Analogy methodologies along with recommendations for
implementation. The talk will also provide a brief overview of estimation
techniques and the problems involved
Using
Six Sigma in a CMMI World
Paul
Byrnes, Integrated
System Diagnostics, Inc.
3:30pm - 4:20pm
The Six Sigma approach to process improvement
involves the Define, Measure, Analyze, Improve, and Control structure.
The associated techniques, methods, and tools that are part of Six
Sigma can be used to implement and support the concepts of CMMI at any
maturity level. This session
describes how these techniques can be integrated with your process
improvement infrastructure to support project and process monitoring,
goal-driven process improvement, problem analysis, and defect removal.
No formal company-wide Six Sigma program is required to obtain the
benefits of the tools and methods.
TRACK
3: General Topics
Outsourcing
Failure Analysis
Steve
Hunsberger, McGraw
Hill
9:30am - 10:10am
This presentation begins by highlighting various examples of failed
outsourced projects (projects not meeting requirements).
It will then analyze which factors were involved in causing the
failure. These factors include
legal, cultural, financial, measurement, environmental or simply distance
related problems. After these
problems are clearly articulated, the means and methods for avoiding these
problems will be explored and organized into repeatable practices.
Finally, a simple set of guidelines will be presented that can be
used to prevent Outsourcing contract and delivery failure.
These guidelines could be implemented across many Information
Technology based organizations within the
US.
Cooperative
Appraisals for Capability and Risk Evaluation
Michael
Barnett, MTC
Technologies & Diane
Glaser,
US
Army
CECOM
SEC
10:40am
- 11:30am
The US Army
CE-LCMC SEC is working with the Software Engineering
Institute in creating a framework for cooperative Government/Industry
appraisals for process improvement and risk evaluation. Traditionally,
all bidders for DoD projects underwent a risk evaluation which included
site visits that cost the Government significant time and effort.
The proposed cooperative appraisals base an award on the merits of
a process proposal with the understanding that an onsite evaluation would
follow after contract award. This presentation describes the efforts of
the authors in performing post-award cooperative appraisals, the mechanics
of a cooperative appraisal, the lessons learned, and the benefits to both
the Government and the appraised organization.
How
to Balance a Software Quality Assurance Improvement Initiative with a CMMI
Initiative
Barry
Dusault, Software Management Solutions, Inc.
11:30am - 12:10pm
Some organizations are investing in a CMMI
initiative to obtain comprehensive process maturity benefits, while at the
same time needing to immediately address software quality issues through
implementing better testing processes. The two initiatives can be
complementary, but they typically have differences in factors such as
timeframe, scope within the SDLC, affected stakeholders, commitment of
resources, and how the results are measured and validated. This
presentation will discuss how organizations that need to pursue both types
of quality initiatives can optimize their concurrent activities while
making best use of related deliverables and commitment of resources.
Lean
Work Cells for Software Development Teams
Bruce
Eckfeldt
,
and
Rex Madden, Cyrus Innovation, LLC
2:20pm - 3:00pm
This presentation is an experience report of
applying the lean work cell concept developed by Toyota in the 1960’s to a software engineering project. One of the many elements
of lean cells is the concept of work cells which are small, multi-skilled
teams located together in a highly organized work environment. The presentation shows how companies that produce software products
can improve quality, better meet end user needs, increase overall process
throughput, and improve the work environment using the values and
practices of lean thinking.
This presentation is an experience report of
applying the lean work cell concept developed by Toyota in the 1960’s to a software engineering project. One of the many elements
of lean cells is the concept of work cells which are small, multi-skilled
teams located together in a highly organized work environment. The presentation shows how companies that produce software products
can improve quality, better meet end user needs, increase overall process
throughput, and improve the work environment using the values and
practices of lean thinking.
Improving
Business Results with ISO 9001, ISO 90003. and CMMI
Harvey
Stromberg &
Boris Mutafelija,
Systems and Software
Consortium, Inc
3:30pm - 4:20pm
The synergy between CMMI and ISO 9001/ISO 90003 makes using those
standards simultaneously in process improvement advantageous. This
presentation compares ISO 9001 and ISO 90003 with CMMI and then uses CMMI
as a tool for structuring a process improvement program. In some instances
ISO 90003 does not provide adequate guidelines for interpreting ISO 9001
for software – that’s where CMMI is used to clarify ISO 9001
requirements. The maturity/capability levels of CMMI provides an effective
road map for process improvement, something that is not explicitly
described in ISO 90003.
TRACK
4: Managing People
Moving
From Reward to Reinforcement
John
H. Maher, Jr., Organization
& Process Improvement, Inc.
9:30am - 10:10am
For years, we’ve told organizations to “alter your reward system”
to motivate improvement. While this is necessary, it’s not enough.
To get real improvement, we have to bring the message down to earth
from “somebody else’s program” to “the way I do my work.” This
talk presents a five-layer model for making that transition, based on real
work, with real people, and real managers paying attention throughout the
life cycle. Using the model as a framework for reinforcement, you will get
a set of questions and points to emphasize, so you can apply them to your
improvement efforts right away.
Building
a Skills-Based Company to Facilitate Organizational and Cultural Change
Steven
M. Venokur, People
Sciences, Inc.
10:40am - 11:30am
Aging skill sets, retirement, new technologies,
culture changes, and other factors put many companies at risk of talent
loss. Yet, numerous companies
ignore the most fundamental solution to address the threat of
under-qualified staff – establishing a skills-based organization.
An agile, appropriately skilled workforce will not only provide a
significant return on investment, but also motivate people to be more
productive and fulfilled. And,
most importantly, talent will be available to
capitalize on growth opportunities. This talk will show how to (1) build a skill assessment capability in
the organization, (2) establish skill standards that send messages about
career, culture and performance goals, and (3) establish a “Skills
Chain” from recruitment to performance to succession planning.
Implementing
The People Side of CMMI-The People
CMM
-To
Effect Organizational and Cultural Change
Paul
D. Storfer, Human
Capital Science, LLC
11:30am - 12:10pm
The
People CMM (P-CMM) is a maturity framework that describes the key elements
of managing and developing the workforce of an organization. It describes
a path from an ad hoc approach to managing the workforce, to a mature,
disciplined development of the knowledge, skills, and motivation of the
people that fuels enhanced business performance. Through case studies of
competency system implementation, attendees will gain insight into
structured processes for managing and developing its overall workforce.
These practices have been chosen from experience as those that have
significant impact on individual, team, and organizational performance.
______________________________
SM SEI, SCAMPI, SCAMPI Lead Assessor, and SCAMPI Lead
Appraiser are service marks of Carnegie Mellon University.
®CMMI and CMM are registered in the US Patent and Trademark
office by Carnegie Mellon University.
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