2008   2007   2006   2005   2004   2003   2002   2001

June 2008 Using Lean Six Sigma to Accelerate CMMI® Implementation. by Diane A. Glaser of US Army CECOM LCMC SEC Communication Software Engineering Support Division and Michael D. Barnett of ASQ SSGB, BAE Systems, Inc. Abstract: The celebrations are over; we achieved an enterprise-wide CMMI Maturity Level 2. Now what? The Process Group is collecting lessons learned, and we need to further institutionalize our processes as we move on to Maturity Level 3. At the same time, the Army has mandated that Lean Six Sigma (LSS) be used to facilitate improvement. The US Army Materiel Command issued a policy letter that recognizes that the Warfighter is our ultimate customer, to focus on projects that have high value to our customer, and to use LSS as the continuous improvement "starting point" while adapting other best practices to unique demands. How can we leverage our newly trained Green Belts and Black Belts in expediting our process improvement efforts? This is the unfolding story of the Communications-Electronics Life Cycle Management Command’s Software Engineering Center in its endeavors in implementing continuous process improvement using LSS and CMMI. Main objectives of the presentation: Overview of LSS and how they combine in practice, Why the Army is adopting LSS, How our location intends to leverage LSS to accelerate CMMI implementation to support the Warfighter. [pdf] [bio1] [bio2]

May 2008 Appraisals and CMMI Gotchas - Lessons in CMMI Use and Appraisal Preparation. by Mary Sakry of The Process Group. Abstract: Are you thinking about using CMMI or conducting a CMMI-based appraisal and arriving at Maturity Level X soon? Or maybe you are burned out with CMMI and are looking for a fresh perspective? Here are some lessons learned that can help you spend your efforts well and avoid some common hazards on your journey. This session is for managers and practitioners who are starting to use CMMI, or ones that are preparing for an appraisal. In this session, participants learn about these common process improvement mistakes and how to address them and how you can rethink your CMMI approach to make sure that it is meeting your organization’s needs. Address common blind spots related to size, configuration audits and using thresholds to trigger corrective actions and prepare for your appraisal with minimal overhead. [pdf] [bio]

April 2008 Patterns of Project Behavior: Adrenalin Junkies and Template Zombies. by Tim Lister (tlister@earthlink.net) of the Atlantic Systems Guild. Abstract: Tim Lister, a Principal of the Atlantic Systems Guild, along with five of his partners at the Guild, have been compiling project patterns from their combined 150 years of project consulting, for their book that was published in 2007. We all talk about "best practices" but a tiny minority of organizations actually practices them all. But not to worry, think of "best practices" for human health. We know all about them, but very few of us actually practice them all. (Maybe if someone did arduously practice all health practices they would forget to have a life.) Tim has come to believe that project patterns are stronger than best practices. They are the habits, the decision practices, and the unstated rules of corporate culture that dominate office life. The first key is to identify your own organization's patterns. If they are positive, how can you perpetrate them across all projects? If they are negative, how can you break the habit? Tim will get you started by describing some patterns at the individual, the project, and the organizational levels. [pdf] [bio]

March 2008 Develop More Products without More Resources. by Donald A. Borcherding. Abstract: Development teams are challenged to develop more products, in a shorter timeframe with the same or fewer resources. As we all know this is a difficult challenge and if not handled correctly will create a fast paced, dynamic and often chaotic, frustrating environment. Since most organizations exhibit a consistent behavior when planning and executing projects, a new method called RISQ can be used to profile this behavior as: Responsive, Innovative, Strategic and/or Quality focused. By comparing a RISQ profile to the development environment the most beneficial improvements can be made. This works very well for selecting Process Areas for the CMMI Continuous Representation. All attendees will have an opportunity to complete a RISQ Profile and interact during the presentation to fully understand their profile and how to make improvements that will better align the two and create a more effective and productive organization. [pdf] [bio]

February 2008 Putting The Engineering In Software Engineering: Technology Infrastructure In Process Improvement. by Lee Vallone. by Dorota Huizinga and Adam Kolawa. Abstract: Like other engineers, software developers transform ideas into usable products. Unlike other engineers, they create a product that is inherently invisible, not completely testable and often transitional. Moreover, a software product in an interim development stage is often unusable, producing free-floating anxiety in developers and users alike. Behavioral science tells us that invisibility and the effect of "all or nothing" are psychological factors that negatively affect developer effectiveness. Mundane tasks, such as repeated testing, often result in frustration, while the transitional nature of software creates a false notion that the defects can always be removed in the future. Moreover, there is growing realization that we humans are incapable of fully applying and maintaining our own best practices. Based on aforementioned factors and the concepts described in the recently published book, the co-authors, Huizinga and Kolawa, will explain how to establish an automated technology infrastructure that supports effective software development. This infrastructure defines people roles, necessary technology, and interactions between people and technology. This infrastructure provides product visibility, automates repetitive tasks, tracks project status, and seamlessly collects project data to provide measures necessary for decision-making. This infrastructure forms a software production line, thereby putting the engineering into software engineering. Most of all, by putting the engineering into software engineering this infrastructure sustains and facilitates the improvement of human-defined processes. [pdf1] [pdf2] [bio1] [bio2]

January 2008 Developing High Performance Teams.  by Lee Vallone. Abstract: The objective of the talk is to explore attributes that help create high performance development teams along with factors & behaviors that can impair team performance or even set-up teams for failure. The format for the discussion will be interactive and span topics such as "peopleware", environmental and political issues and their impact on team performance . The background for much of the discussion will come from the author's experience both in the classroom and leading successful teams - complemented by insights from some of the software industry's most notable pundits. [pdf] [bio]

November 2007 From Rogue Process Improvement to Workflow Breakthrough.  by Robert Zotti. Abstract: When might it be appropriate for believers in project and process improvement to "go it alone" in their organizations? Can one person doing "just enough process improvement" really make a difference? Robert Zotti has had success with this approach in his post at Stevens Institute of Technology. After spending 10 years in the IT division of a Fortune 500 company where few had ever heard of the SEI or CMM, Zotti became the Director of Online Learning at Stevens. In this post, he managed his unit's transition from a new and highly ad-hoc operation to an efficient and structured one. Zotti's latest challenge is to optimize and automate the core processes of the school's online learning unit through the deployment of a modern website. During the presentation, Robert will focus on how cross-functional workflow procedures began and evolved across online learning functions at Stevens. Next, he will explain how using CMM and PMP techniques had prepared his unit for a golden opportunity to modernize and optimize its operations when the opportunity presented itself. Zotti's presentation will summarize the website development project and its effect in streamlining core processes. In a SPIN first, the presentation will conclude with the opportunity for SPIN members to get practical hands-on experience in a website testing. [pdf] [bio]

October 2007 SQA Sojourn – Lessons Learned from 6 Appraisals.  by Lenny Eng. Abstract: David Letterman’s has his top tens, but so does Lenny with his Lenny-ism. Based on 6 successful assessments/appraisals, he gleaned his lessons learned from 3 distinct industries: telecommunications, financial and the military. Though these organizations are totally different in culture, but when it comes to process improvements, there are quite a lot of similarities. Lenny took a light-hearted approach in turning a rather dry topic to something that one would find more entertaining but also more memorable. Lessons learned should not be lessons forgotten! [pdf] [bio]

September 2007 Large-Scale Adoption of Agile Development: Lessons Learned.  by Eugene Levin of Citigroup. Abstract: Agile practitioners are aware of the business benefits that can be derived from faster and more effective software delivery. At the same time, companies in many industries are facing increasing regulatory compliance issues. How do you apply agile practices that treat documentation as "barely sufficient" and "just enough" and rely on tacit communication in an audited, regulated industry? Compliance audits are fundamentally documentation reviews. How do you put more value on an undocumented process with good interaction of people on the team over a documented process but with perhaps hostile interactions? Since November 2005 Eugene has been involved in the definition and rollout of Citi's Disciplined Agility process. This process has been piloted on almost 30 completed and 115 active projects. In his presentation Eugene describes the challenges related to using a light-weight agile methodology in a regulated industry, the experience of defining Citi's Disciplined Agility process, and the lessons learned from the large-scale rollout of agile development. 1) Challenges of Developing Software in a Regulated Environment 2) Defining Agile Development 3) Overview of Citi's Disciplined Agility Framework 4)Citi's Agile Rollout Approach 5) Pilot Projects Selection Criteria 6) Lessons Learned. [pdf] [bio]

June 2007 All Software is Defective – Implications for the Software Industry.  by Steven R. Rakitin of Software Quality Consulting Inc. Abstract: The impact that software has on all sectors of society is staggering. More than ever, people rely on software to perform tasks from the mundane to mission critical - and everything in between. Yet, all software is defective. How is it that we are so dependent on products that are inherently defective? As Watts Humphrey says, it is because "… defective software works". Well, most of the time anyway. Major industries such as healthcare and biotechnology, banking and financial services, aerospace and defense, consumer electronics and automotive, have become so dependent on software that software is often the critical path for new product development. And our dependence is only increasing. This dependence has led to several high profile examples of software failures that have resulted in significant financial loss as well as loss of life. Because software engineering is an inherently human process, it is not possible to develop software with zero defects. The past five decades of software engineering history has proven this. And this is not likely to change in the near future. This talk discusses the implications of defective software from the perspective of developers, testers, and managers and suggests techniques that can be used to reduce the impact defective software has on your business, your customers, and society in general. [pdf] [bio]

May 2007 Web 2.0.  by Ed Yourdon of NODRUOY Inc. Abstract: The paradigm of Web 2.0 is that of "content" being created by customers and the entire Internet community, as well as corporations and the "mainstream" media. Sometimes this grass-roots content is aggregated and distributed by the traditional publishers; but often it exists as tiny, stand-alone creations on the Internet - such as the millions of blogs, photographs, and video clips that have sprung into existence in the past few years. What does this mean for companies in today's competitive environment? Click here to get the latest version of the Web 2.0 PDF of the presentation. [bio]

April 2007 Disciplined Agility.  by Bob Small of the Systems and Software Consortium. Abstract: This presentation will discuss some of the current challenges in information systems development and the hallmarks of an agile software development process. It will emphasize the "discipline" how agile can add value from the perspective of the customer, the developers, and quality stakeholders in the organization. [pdf] [bio]

Mar 2007 The Real Costs of Developing COTS Software.  by Arlene F. Minkiewicz of PRICE Systems, L.L.C. Abstract: Planning and budgeting for the development of a software system composed primarily of COTS components present unique challenges to those with project and process responsibilities. Intuitively, we expect the costs and schedules for COTS-based systems to be reduced substantially compared to those associated with building the same functionality from scratch. Unfortunately, we often lack the knowledge and historical information to properly quantify these reductions. Even those who have progressed far enough up the process ladder to master software cost and schedule estimation have trouble predicting the impact of COTS-based systems on their project plans. This presentation will discuss activities that are unique to COTS-based development such as evaluation, selection, and tailoring, as well as how traditional activities such as design, code and test differ when applied to glue code development and modifications of COTS. Attendees will leave this presentation with an understanding of what factors drive the cost of COT-based development and how to quantify these to support successful project planning. [pdf] [bio]

Feb 2007 Taking Software Requirements Creation from Folklore to Analysis - The Lambda Protocol.  by Prof. Larry Bernstein Abstract: Large software systems are too often late, costly and unreliable. Too often the requirements are not well understood or wrong. Understanding and bounding the requirements in a specification is an essential step to solving this problem. As early as 1970 Royce pointed at that invalidated requirements leads to unmanageable projects. In particular, requirements complexity drives effort required to build software intensive systems, the time it takes to build them and their inherent reliability. Complexity management is critical and by enhancing existing simulation environments used by system engineers to formulate alternative system designs, software engineers can understand the sensitivity of requirements complexity to the likelihood of producing a workable system. Model-Driven Software Realization is a current practice for achieving this understanding. Combining functional and performance simulations with sizing and effort estimation efforts leads to a holistic understanding of feature, form, cost, schedule and trustworthiness. [pdf] [bio]

Jan 2007 An intro to ITIL an IT Service Management and Improvement Framework  by Sudhendu Das Abstract: ITIL is a framework of process improvement best practice approaches intended to facilitate the delivery of high quality IT services. ITIL outlines an extensive set of management procedures that are targeted to support businesses in achieving both quality and return on investment in IT operations. These procedures are supplier independent and have been developed to provide guidance across the breadth of IT infrastructure, development, and operations. [pdf] [bio]

Nov 2006 Measuring the Requirements Process  by Steve Janiszewski of PS&J Software Sigma Abstract: The CMMI's placement of the Measurement and Analysis Process Area at maturity level 2 emphasizes the importance of a structured approach measurement early on in an organization's quality journey. This emphasis on measurement falls nicely into line with another prominent approach to process improvement, Six Sigma, where a fundamental tenet is "What gets measured gets managed." Many organizations perceive that the requirements development sub-process is the weak link in their overall software development process. This presentation provides a road map for setting up a measurement framework for requirements. Three fundamental measures are required for any measurement framework: size, effort, and defects. Many organizations are comfortable with measuring effort and defects but have difficulties picking an appropriate size metrics. We illustrate the process of picking an appropriate size metric in some detail and explore is use in estimating. We also address quality measurements, stability, and the relative importance of requirement defects vs. implementation, design, and test case defects. We identify common pitfalls and mechanisms for avoiding them. The presentation includes sample data and results from several organizations. [pdf] [bio]

Sept 2006 FP Lite™ – Is It a Statistically Valid Method of Counting?  by David Herron of The David Consulting Group Abstract: Function Point Analysis (FPA) is an industry accepted sizing technique that was developed by IBM in the mid-seventies. It has been adopted worldwide and is supported by a user group, The International Function Point Users Group (IFPUG), which maintains the defined FPA methodology, supports the current counting practices and certifies professional counters. However, not everyone has adopted FPA as their sizing technique of choice. Past criticisms of the methodology have included concerns that it takes to long, it requires too much detail, it is too difficult to implement and it cost too much. A recent study has shown that an adaptation of the FPA methodology - FP Lite™ - is a reasonable alternative to the detailed FPA method and in fact addresses many of the criticisms that have been levied in the past. This paper introduces the FP Lite™ methodology, the results of two studies designed to statistically understand the accuracy of the FP Lite™ methodology in contrast to the detailed FPA method. [pdf] [bio]

June 2006 The Limitations of Effort Estimation in Software Development  by Professor Linda Laird of Stevens Institute of Technology. Abstract: What is reasonable to expect for the accuracy of an effort estimation? Is +/-10% good or bad? What are the factors that influence the accuracy? How can you improve? How should you deal with the uncertainties? This presentation focuses on explaining the inherent limitations of effort estimation: what they are, why they occur, and what can be done about them. [pdf] [bio]

May 2006 Simulation: Development Metrics and Dashboards - Managing Your Projects in Real Time  by Jim Winder of MKS Inc. Abstract: All organizations measure some aspect of their performance, with the goal of managing and improving their processes and products. Unfortunately many organizations get bogged down in the measurement process - developing too many measures (or too few), overly complex implementations, failing to use metrics for improvement initiatives, or failing to link metrics with top-level strategies or actual work processes of the employees. [pdf] [ppt]

January 2006 Just Enough Process Improvement  by Bob Zotti of the On-line Learning at Stevens Institute of Technology. Abstract: You have supported information systems that seemed like they were thrown together without much thought. You have endured the sneering of management when you tell them that the things they keep asking the system to do can not be accomplished. You suffered through ugly Y2K upgrades for legacy systems that were originally scheduled to be decommissioned in the mid-1990's. And you gladly buy into the CMM and CMMI methodologies to help bring order to the chaos of software projects. You become a proponent of metrics, a cheerleader for quality, and a champion of standards. For this presentation, Bob draws heavily on the lessons learned from his experience with IT projects, including website development and maintenance, a corporate transition to Lotus Notes, Y2K testing, the selection & implementation of web conferencing systems, and the rough-and-tumble world of supporting national and international audiences of up to 70,000 users. Bob will describe the implementation of the CMM model at Prudential, and the challenge of using CMM or CMMI practices within a small or medium organization. Finally, Bob will describe which practices apply (and which ones don't) within smaller operating environments. [pdf] [ppt] [bio]

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June 2005 Understanding the Specifics of Use-Case-Driven Testing  by Yuri Chernak, Valley Forge Consulting, Inc. Abstract: Use-case-driven testing has some important specifics compared with traditional requirements-based testing. In this presentation Yuri Chernak gives the "big picture" of use-case-driven testing and discusses its important specifics. The main point of this presentation is that test analysis becomes a critical activity when testers deal with complex use-case models. In this presentation we discuss some test analysis techniques that can help software testers make better decisions in test planning and test design. Finally, this material is primarily intended for IT professionals who are familiar with the RUP methodology, use cases, and UML. [pdf] [ppt] [bio]

May 2005 Building Humane Computer Systems  by Gregg Vesonder of Stevens Institute of Technology and AT&T. Abstract: This talk discusses how to create effective, efficient and enjoyable (and hence humane) human computer interactions using both standard and emerging techniques. The talk draws not only from current understanding of the psychological foundations of human computer interaction but also from the anthropological, artificial intelligence and ethnographic foundations that are emerging as important disciplines in the quest for humane computer systems. [pdf] [ppt] [bio]

April 2005 Outsourcing Metrics  by Barbara Beech of AT&T. Abstract: The types of metrics that are needed in an outsourcing contract and also the processes and procedures needed to manage the outsourcing metrics. Also discussed will be benchmarking and how that can help set the appropriate improvement plans and targets for the metrics. I will also review what has worked and not worked well and also discuss improvements we have seen over the last 5 years while measuring the outsourcing metrics. Note that these topics can also apply to internal application development or operations environments. [pdf] [ppt] [ppt-1] [ppt-2] [ppt-3] [bio]

March 2005 In Praise of Defects  by Professor Linda Laird of Stevens Institute of Technology. Abstract: Could a system with no reported defects really mean that it is "bug free," or could it mean that no one is using it? This talk is about defects - their patterns, their rhythms, their predictability, and the stories they can tell, to any and all who will listen. Most people view Software Defects as undesirable and just want to get rid of all of them as soon as possible. The quantitative software engineer sees them a little differently (although still wanting to avoid them and get rid of them quickly.) Defects are real, observable manifestations and indications of the software development progress, process, and quality. They have their own behavioral patterns and dynamics that need to be understood to manage and control software development projects and processes. You can see them, count them, predict them, and trend them. Defects are actually one of the best and most useful pieces of data available in software development, and to those who pay attention, defects can give a wealth of understanding and insight. [pdf] [ppt] [bio]

February 2005 Establishing a CMMI-Compliant Measurement Program  by Steven Lett, Managing Senior Consultant, David Consulting Group. Abstract: In front of a packed lecture hall at AT&T's Piscataway facility, Steve Lett of the David Consulting Group gave a timely presentation on the implementation of aCMMI Level-3 measurement system. As organizations pursue SEI CMMI Level 3, they have difficult decisions to make in designing and implementing a measurement program that is fully compliant with the measurements required by the CMMI Level 3 Specific Practices and Generic Practices across the various Process Areas, including the Measurement and Analysis Process Area. This presentation started by covering the steps needed to be taken by an organization to establish an effective measurement program. It then described the measurement requirements contained within the SEI CMMI Maturity Level 2 and 3 Process Areas (PAs). A recommended set of measurements was presented that can effectively address all of the PA requirements with examples of how the measurements can be utilized. [pdf] [ppt] [bio]

January 2005 Cost Effective Use of Class B and Class C Appraisals  by James H. Heil, Team Leader at L3 - ILEX Systems. Abstract: Just about everyone understands the “full-blown” requirements for a SCAMPI (Standard CMMI Appraisal Method for Process Improvement) Appraisal to actually obtain a Level Rating. However, the Class B and Class C Appraisals can be quicker and more cost-effective for many purposes when a rating is not required. All three classes of Appraisals are based on the SEI’s Appraisal Requirements for CMMI SM, Version 1.1 (ARC, V 1.1). For many purposes, the time and cost of a “full-blown” Class A Appraisal is not warranted. These other purposes include Initial Assessments for Baselining purposes, Gap Analysis, Improvement Monitoring, and Incremental Appraisals. This paper discusses where and when to use Class B and C Appraisals, and what are the exact differences between Class A, Class B and Class C SCAMPI Appraisals. Recommendations will also be provided for each Appraisal purpose. [pdf] [ppt] [bio]

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December 2004 Making the Most of Use Cases of Use Cases  by Lori Montanari Gottshall. [pdf] [ppt] [bio]

November 2004 Agile Management Methods; Old Goats vs Young Bucks - A Young Goat's Observations on Productivity Metrics and Internet Speed Deadlines  by Michael Mah. Abstract: Michael Mah will talk about cultural clashes in the software industry, agile management methods, death march projects, and the race for productivity. Michael has 20 years of industry experience and is a contributing author and senior consultant with Cutter Consortium's Business Technology Trends & Impacts, Measurement and Benchmarking, Agile Software Development & Project Management, and Sourcing & Vendor Relationships Practices. [pdf] [ppt] [bio]

October 2004 Interpreting the DoD-biased CMMI for Commercial Industries  by Dr. Michael D’Ambrosa, Engineering Process Director for BAE Systems CNIR. Abstract: The SEI’s CMMI clearly has a huge advantage over its predecessor, the SW-CMM, due to its broad applicability and generic language. But nevertheless it is still funded by the US Department of Defense and retains some of that bias in its language and emphases. This bias presents some commercial IT-based initiatives with an interpretive challenge. The presenter has been on both sides of the DoD-IT fence and uses his dual experience to flesh out critical differences. In particular the choice of a representation, interpretations of terminology, ramifications of extensive outsourcing, and PA-specific issues are discussed. All of these support the author’s premise that the CMMI can provide much more business benefit than the SW-CMM, but only if it is interpreted in a manner that fits the business. [pdf] [ppt] [bio]

September 2004 How to Deal with the Generic Practices  by James Heil and Sharon Miller, ILEX Systems. Abstract: Just about everyone understands the “full-blown” requirements for a SCAMPI (Standard CMMI Appraisal Method for Process Improvement) Appraisal to actually obtain a Level Rating. However, the Class B and Class C Appraisals can be quicker and more cost-effective for many purposes when a rating is not required. All three classes of Appraisals are based on the SEI’s Appraisal Requirements for CMMI SM, Version 1.1 (ARC, V 1.1). For many purposes, the time and cost of a “full-blown” Class A Appraisal is not warranted. These other purposes include Initial Assessments for Baselining purposes, Gap Analysis, Improvement Monitoring, and Incremental Appraisals. This presentation discusses where and when to use Class B and C Appraisals, and what are the exact differences between Class A, Class B and Class C SCAMPI Appraisals. Recommendations will also be provided for each Appraisal purpose. [pdf] [ppt] [bio1] [bio2]

April 2004 Establishing the Right Service Level Agreements (SLAs) with your Vendors to support your Business  by Barbara Beech from AT&T Labs. Abstract: Establishing the right service level agreement with your vendors is key to achieving a successful project outcome, yet many companies do not know how to accurately identify their service needs. Identifying, negotiating and documenting your needs with the vendor upfront can avoid common client/vendor problems. This presentation will focus on how to determine key metrics that are vital to your project and your business, and on how to translate those metrics into a comprehensive service level agreement with your vendor. Examples will be used of what has worked well for AT&T, what has not, and why. [pdf] [ppt] [bio]

March 2004 Estimating Software Earlier and More Accurately  by David Herron of the David Consulting Group. Abstract: Software practitioners are frequently challenged to provide timely and accurate software project estimates. It speaks poorly of the software community that the issue of accurate estimating, early in the lifecycle, has not been adequately addressed and standardized. This session will consider the use of a basic estimating model utilizing functional sizing as one of the key components. The value to be gained from utilizing a functional sizing technique, such as Function Points, is primarily in the capability to accurately estimate a project early in the development process. [pdf] [ppt] [bio]

January 2004 Using Controlled Failure to Teach Software Development Process to New Developers  by Professor David Klapholz and Professor Larry Bernstein, Stevens Institute of Technology. Abstract: It has long been assumed that technical people have an aversion to software development process because of their introverted personalities. Regardless of whether this is the case, technology is easier to swallow than is process because its validity can be derived from first principles or directly demonstrated by correctly-executing code. The need for software development process is, unfortunately, learned, if it is learned at all, by experiencing project failures over a relatively long period – and understanding the causes of their failure. We have developed a method, Live-Thru Case Histories, for quickly convincing new developers that development process is critically necessary – by causing them to fail in small development projects, each one emphasizing a specific process issue. Live-Thru Case Histories have been used, to good effect, over a number of years in Larry Bernstein’s (undergraduate) Senior Project course at Stevens and in Barry Boehm’s graduate Introduction to Software Engineering at USC. [html] [ppt] [bio]

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November 2003 Six Sigma Inspections  by Steven Janiszewski of Software Sig Sigma. [pdf] [ppt] [bio]

September 2003 Misconceptions of the Agile Zealots  by Edward V. Berard from the Object Agency. [html] [ppt] [bio]

May 2003 Improving the Agility of Your Process: Leveraging on Current Quality Practices  by Ivan Handojo, Telcordia Technologies. Abstract: Telcordia Technologies, an SAIC company, is one of the largest organizations assessed at Level 5 of the SEI SW-CMM. But as with many in the telecommunication industry at the turn of the millennium, Telcordia was faced with a challenge to reinvent itself as a lean, cost-effective organization while improving its commitment to deliver low-defect, high-quality software. This presentation provides a context on how Telcordia adapts its in-house process framework to the changing business environment, and then focuses on how Telcordia improves the use of existing quality tools. The talk highlights how the benefits of tools such as corporate metrics reporting, code inspection, defect analysis and the Weighted Lateness method - the Telcordia approach to implementing Statistical Process Control - are critically questioned and re-evaluated in order to optimize them and make them more responsive in delivering value from their usage. Some discussions will also focus on the ways Telcordia selectively adapted concepts of agile methodologies into the process framework. The audience will also benefit from the discussion on how these exercises are aimed to improve practical project management and corporate bottom line, while accommodating people's needs in having a process that works and retaining the Telcordia commitment to produce quality deliverables. [pdf] [ppt] [bio]

April 2003 Successful Use of Risk Management on an IS Project  by Joe Lukas, Bergmann Associates. Abstract: This talk will provide ideas on how to successfully apply risk management to your projects. This presentation will benefit anybody looking to improve their project results by learning how to effectively deal with project risks. The qualitative risk analysis technique used by the CMS project team to better understand the potential of each risk event will then be explained. The scales used to assign a value for probability and risk impact for each risk event will be reviewed. Using these numbers, an expected value was calculated to determine which risk events warranted specific risk response planning. This presentation will also cover the risk response planning done as part of the project plan. For all major risks, mitigation and contingency plans were prepared. [html] [ppt] [bio]

March 2003 Quality Coaching: Dedicated Resources for Software Quality Improvement  by Beverly Reilly, Telcordia Technologies. Abstract: Coaching is one of the newest and fastest growing professions in the United States and in Europe, and the SEPG at Telcordia Technologies—an SAIC Company—is a leader in this growing field. Quality Coaches, functioning as corporate change agents, partner with software project teams to help meet their quality improvement goals. Among other things, Telcordia Quality Coaches support teams for general process compliance, internal peer reviews, and external quality assessments (e.g., TL 9000 and ISO 9001). This presentation highlighted the concrete process improvements and efficiency that results from Quality Coaching. As software organizations struggle with the need for technical teams to do more in less time, Quality Coaches provide the expertise and motivation to enable an entire organization to effectively meet its quality goals in reduced time. Participants gained a clear understanding of the resources and tools necessary to implement Quality Coaching within their own organizations. Attendees learned how to leverage coaching expertise to support the quality needs of internal project teams as well as those of diverse global customers. [html] [ppt] [bio]

February 2003 20 Key High Availability Design Principles  by Evan Marcus, Veritas Software Corporation. [html] [ppt] [bio]

January 2003 Quality Coaching: Dedicated Resources for Software Quality Improvement  by Bob Small, Software Productivity Consortium. Abstract: Bob's current work focuses on information security management and security engineering. With his colleague, Bill Brykczynski, he has co-authored several recent and up-coming papers on information security. [html] [ppt] [bio]

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[Click here to access presentations prior to 2003]

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