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June 14, 2006
Transforming a Software Development Organization into a Software Acquisition One: A Case Study in Success
Marie "Frankie" Sorrell & Lynne Franklin
Chief Engineer for the Personnel Systems Division, 554 ELSG
In 2002, the Air Force was struggling with its new COTS (commercial off-the-shelf)-based personnel system. As a result of a study conducted by the SEI, several recommendations were made, reflecting challenges both with the software and the organization. Recommendations were with regard to the system, their processes, the system documentation, management, the data, training, and metrics; many had near-term, mid-term, and long-term aspects. Starting early in 2003, major changes were initiated to implement the recommendations. The key starting point was the realization that they needed to change their focus from being a software development organization to being a software acquisition one. This presentation will set out the problems they faced and the changes they have made to attain great improvements in the organization and the system for which it is responsible.
Provide a case study in organizational transformation
Outline the challenges that were identified during the initial study
Present the recommendations that resulted
Discuss the actions taken by the Air Force in response to the recommendations
Highlight the effects the improvements have had
May 10, 2006
CMMI and P-CMM - Anything in common?
Process Consultant, Borland Software Corporation
Are the CMMI and P-CMM models completely distinct, or are there links between the two, where improvements made using one model can be used to buy us synergy in the use of the other? Using CMMI’s Integrated Product and Process Development (IPPD) approach, we are able to do just that.
CMMI keys in on the ‘engineering’ perspective, while P-CMM centers on the ‘workforce management’ side. Organizations start out using one of the models, and may later want to include the other model. So, it is worthy to point out that gains made using CMMI with IPPD can be directly applicable to the P-CMM, and vice versa.
The CMMI IPPD component addresses areas such as:
building teams and teamwork
defining roles and responsibilities
planning for resources
These areas are also covered in the P-CMM.
This presentation will focus on commonalities between the CMMI and P-CMM models, which will help us:
Provide tangible evidence of CMMI/P-CMM touchpoints
Apply both models as effectively as possible
Leverage results attained using one of the models, helping to avoid duplication of efforts and ultimately saving time, effort, and costs
You may contact Kathy Sanchez at firstname.lastname@example.org or (512) 801-2992.
Our presenter has graciously granted us permission to place a copy of her slides on our web site. The slides are in Adobe Acrobat format and are available by clicking the file name Saspin_May2006_Sanchez.pdf , (355 Kb)
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April 12, 2006
Leadership! Process Improvement, Project Management and Change Management Can Benefit from Leadership!
Frank A. Adams, PhD.
Dynamic Management Solutions
A presentation and discussion to help participants answer the following questions:
What is the relationship between process improvement, business strategy, leadership intervention, and change management?
Should they have anything in common? Should they stand alone as separate initiatives?
Where does quality fit? How?
Should you try to integrate any? All?
Can/should your organization answer these questions? Can/should you answer these questions?
Are any of these questions a problem for “the organization”, you, the people working for you, or your clients/customers (internal/external)?
What is your role/responsibility in addressing these questions?
Do you have the skill/knowledge/attributes required to address these questions? Do you seek outside help, or can it be done with inside resources?
You may contact Dr. Adams by email: email@example.com
February 15, 2006
Introducing Programmable Logic as Software Process
Jim Brakefield, MS-EE & MS-CS
Senior Engineer, OnBoard Software, subsidiary of MTC Technologies Inc.
The subject of "Programmable Logic" will be introduced from the perspective of software process. Programmable logic chips offer capabilities not found in microprocessors and have very high performance capabilities. With tool chains are similar to those used to design ASIC chips; the fundamental mechanism remains implementing a design in a programming language. Whereas most computer programming follows a sequential metaphor, programmable logic allows extensive use of parallelism with bit level granularity. Thus design choices expand to include trades between serial & parallel, time & space, etc. Expectations are that increasing numbers of software engineers will participate in the Programmable Logic arena.
January 18, 2006
CMMIŽ, SCAMPISM, and Process Improvement − Lessons Learned and Benefits
By E. Patrick Hanavan, Jr., P.E.
Senior Consulting Engineer, Integrated Systems Diagnostics, Inc.
Credible, quantitative evidence about the results of process improvement based on the Capability Maturity Model Integration (CMMIŽ) model has been sporadic since it was introduced several years ago. The results presented here are from publicly available conference presentations, published papers, etc.
Current issues and misunderstandings about CMMI and CMMI based appraisals and lessons learned from their use are presented.
The results presented illustrate the potential of CMMI-based process improvement, showing that CMMI often leads to very impressive improvements in cost, schedule, productivity, and ROI. Specific results may not be repeatable in every organization. “Your mileage may vary!”
November 9, 2005
“SEI SCAMPI B and C Appraisals: What’s New with the October 2005 Release”
By Mr. Nat Guadagnino, PMP
‘Things are A’Changin at SEI.’
Up to now (October) a SCAMPI B or C appraisal was an exercise in free thinking, tailoring, and pretty much could be used to measure anything you wanted in the CMMI world. The results were for internal use only. Well, some good news is, those rules still apply!
Some more good news is that the SEI has released a standardized yet tailor-able, SCAMPI methodology for doing B and C assessments against the CMMI. These appraisals must be led by an SEI Certified Appraiser. Notice, I did not say, ‘Lead Appraiser.’ We will review the requirements to become certified to plan, conduct and report the new standardized appraisals.
The main purpose of this new methodology is to be able to compare the level of CMMI compliance between widely separated departments, divisions, sites and partnerships. In addition, the red, yellow, green method of rating can be reported to the SEI for comparison against others. The method includes guidance for ‘internal change agents’, ‘professional consultant’, and the ‘external auditor.’ We will review the method and highlight some of the hurdles a team must overcome.
September 14, 2005
“Workflow Automation in a CMMI Environment”
By Mr. Nat Guadagnino, PMP
This presentation demonstrates how workflow automation can be used to implement multi-operational, multi-level, work flows that fully implement the best practices called out in the CMMI. In addition, we explain how to actively link all the appropriate CMMI required artifacts from a disk based library directly to any workflow State.
We will demonstrate how to create and merge management level and detailed operational workflows to fully implement CMMI Level 3.
Attendees should include those who need process improvement and want to use CMMI and also want to know how workflow automation can improve their implementation of CMMI.
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