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Presentation Abstracts 2005





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. 


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.


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,
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.

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