The CMMI Conference Oct o be r 1 -2, 2013 Pit t sb ur g h , PA
Welcome to SEPG North America: The CMMI Conference Welcome to the first offering of SEPG North America from our new home at the CMMI Institute! I am pleased to welcome you to Pittsburgh and to this conference. I joined the CMMI mission because I believe that organizational performance matters. It drives the success of companies, the quality of life for employees, the level of service to customers, and the economic flourishing of countries and regions. These conferences serve a critical function in bringing together a community to continually engage the questions: How good are we at the work we do? How do we know? How do we improve our performance in a way that produces sustainable business results? For 25 years, the world’s top performing software, systems, and service companies across the Kirk Botula globe have been using CMMI to answer these questions and deliver results. We are glad you are with us and hope the conference CEO CMMI Institute serves as a catalyst for ongoing conversations .
The program at this year’s conference is fiercely focused on using CMMI to drive results. Whether you are a new user, a veteran user, or an accomplished expert in all things CMMI, we have something for you. We have listened to our past attendees and current users and included a rich set of presentations and workshops delivered at a dynamic and varied pace. We have the content you’ve asked for, whether you are looking for agile techniques to use in concert with CMMI, fundamental advice on getting started or preparing for an appraisal, the latest news about newer models such as CMMI for Services or the Data Management Model, or hands-on sessions with our best experts. My thanks to our proEileen Forrester gram committee, reviewers, advisers, moderators, and presenters for the great program they’ve assembled. Most of all, thank Program Chair SEPG 2013 you to you for attending our inaugural event at CMMI Institute. Have a great conference!
Table of Contents Welcome 1 Conference Agenda
Facilities Map & Exhibitors
Coaching CafĂŠ & Breakout Categories
Plenary Session Abstracts
Breakout Session Abstracts
Agenda Tuesday, October 1, 2013
Registration and Breakfast Ballroom Gallery
Plenary Session 1 Ballroom B
Exhibitor Hall Grand Opening Ballroom Gallery
Breakout Session A (session details on pages 11 - 12)
Lunch Ballroom A
Breakout Session B (session details on pages 13 - 15)
Catered Break Ballroom Gallery
Breakout Session C (Session details on page 16-18)
Conference Reception on the Gateway Clipper
Welcome Stan Rifkin David Anderson
Visit our exhibitors while enjoying coffee and donuts! Enabling Kanban Ballroom B Zen Maturity DLCC 302 CMMI for Services as a Linchpin for Success DLCC 302 Microsoft IT Data Management Maturity DLCC 303 No Extra Paperwork DLCC 304 Five Tips for Applying QPM Practices in Your Organization DLCC 304
Improving Performance with Enhanced Measures and Causal Analysis in an Agile Organization DLCC 303 Agile-Enabled High Maturity DLCC 303 Zero to ML5 in Kanban Seconds DLCC 303 Appraising What You Care About DLCC 304 Process Improvement as Service System DLCC 304 Using High Maturity Practices and Statistical Techniques to Set Achievable Client Expectations DLCC 304 Seven Essential, Counter-Intuitive Steps for Successfully Implementing the CMMI DLCC 305 The One-Minute Appraiser: Behavioral Clues to Process Maturity DLCC 305 Process Definition Workshop DLCC 305
A Contrarian View of Process DLCC 303 CGI Federal CMMI High Maturity Implementation DLCC 303 Between Trapezes DLCC 303 CMMI SCAMPI Updates for Appraisal Efficiency DLCC 304 Our Experience With the SCAMPI E Pilot DLCC 304 Kanban-Based Scheduling Systems DLCC 304 Generic Practice 3.2 DLCC 305 The Stealth Implementation of CMMI DLCC 305 Global Trends in Software Process Improvement DLCC 305 Head out to the Convention Center Dock for the party from 6-7:30â€”heavy appetizers and beverages. Then stay aboard for the cruise 7:30-8:30 or return to land for your own evening plans!
Wednesday, October 2, 2013 8:00 AM
Breakfast Ballroom A
Plenary Session 2 Ballroom B
Breakout Session D (session details on pages 19 - 20)
Lunch Ballroom A
Breakout Session E (session details on pages 21 - 22)
Breakout Session F (session details on pages 23 - 24)
Catered Break Ballroom Gallery
Plenary Session 3 Ballroom C
Great Process is Only Great if Implemented: A Process to Manage the “Soft Side” of Implementation Ballroom B Agile Resiliency: How CMMI Will Make Agile Thrive and Survive DLCC 303 CMMI for Services: Building Blocks for Global Deployment DLCC 303 Compuware CMMI User Experience DLCC 303 What to Expect in an Appraisal DLCC 304 Mega SCAMPI DLCC 304 Linking Project and Organizational Performance to Use of CMMI Framework DLCC 304
Field Experience of Measures in Systems Integration and Testing Phase Using STAM Methodology DLCC 302 Continuous Delivery of Software DLCC 303 Harmonization of CMMI-SVC and CMMI-DEV DLCC 303 Developing Secure Software with Security by Design for CMMI-DEV DLCC 304 Extending the Coverage of CMMI-SVC: Let’s Look at Security DLCC 304 She’s Scrum, He’s Waterfall. Can This Relationship Be Saved? DLCC 305 Tame the Metrics: Innovate and Integrate for Strategic Growth DLCC 305
CMMI Integrated with Agile DLCC 302 Strengthening Measurement and Analysis Process Area Through Adoption of DMM Data Quality and Data Governance Practices DLCC 302 SCAMPI Appraisals in a Continuous Flow Kanban System DLCC 303 Sustaining High Maturity Process Implementation with Five People CMM Process Areas DLCC 304 Metrics: Avoid a Wreck, Write a Spec DLCC 305
Ask the Author Session Closing Remarks
Thanks to our Sponsors and Exhibitors! Be sure to visit our exhibitors in the ballroom gallery throughout the conference.
Gold Sponsor Exhibitors 204
Exhibitors 203 205
Lightning Talk Stage Stop by during session breaks to hear lightning talk presentations or give one of your own. Talk to the lightning talk moderator to claim your 5 minute spot. And don’t miss Paul Kimmerly’s series on tools for organizational change, presented throughout the conference!
Chameleons, GOATS, Staples, Toys, and AA Paul Kimmerly
The presentations will present each of these tools and illustrate how they can be used to help change agents. It all starts with explaining that CMMI concepts are easy to sell. Selling and managing change are the biggest difficulties. Overcoming organizational and cultural barriers requires the most effort. Every change agent must find the barriers within their own organization and be creative in finding solutions. The title refers to some of the tools that have worked over time. • The chameleon: The chameleon represents the need for the change agent to present the face of change in different ways to different audiences. The chameleon understands the differences in the people and groups affected by improvement efforts and shows that the message is the same, but the appearance changes depending on the audience. • GOATs: GOATs refer to Getting Our Act Together meetings that the change group needs to hold. • Staples: Staples refer to an article called “”Staple Yourself to an Order”” that shows a method for following and documenting the flow of a process through an organization. • Toys: Toys provide great tools to break the ice and lighten the mood in meetings and process activities. • AA: AA refers to Audience Analysis. Audience analysis may be the most critical tool for a change agent to use. Before any meeting or interaction with people in an organization, a change agent must analyze the audience to determine the best approach to take. Each of these tools will assist a change agent in bringing change to the organization and overcoming the barriers of change agent credibility, uncertain senior management sponsorship, lack of cascading sponsorship, turf guarding, a lack of internal communication and resistance. These barriers exist from the beginning of an organization’s process improvement efforts and continue over time. Change agents must always be on the lookout for these and other barriers. Building a set of available tools will help address the barriers over time.
Stop at the Help Desk in the Ballroom Gallery anytime for directions, information, or Pittsburgh resources.
Breakfast and lunch will be served on Tuesday and Wednesday in Ballroom A. The schedule also features catered breaks each day and the Tuesday evening reception on a boat!
Need to charge your device or check email?
The attendee lounge area in the East Atrium features power outlets and strong WiFi signal. Check the signs posted there for instructions.
Want to continue your learning? The TechGuru Bookstore is here! Stop by the book table in the Ballroom Gallery and ask Alex to help you to find the resources you are looking for.
Keep up with conference announcements and updates Conference staff will post announcements, schedule changes, directions, and any information for attendees that develops during the conference online at: www.sepgconference.org/conference-announcements/ Scan this QR code with your mobile device to connect to the announcements page.
Coaching Café DLCC 301 During conference breakout sessions, CMMI experts will be in the Coaching Café to offer free coaching sessions on various topics related to implementing CMMI, including these:
• Appraisals • Organizational Change • Process Program & Planning • High Maturity • Agile and CMMI • Model Interpretation • Process Architecture • Training Programs • Making the Business Case
Sign-up for an appointment or just walk in with your questions. The coaches are here to help you deliver results with CMMI!
Selecting the best sessions for you (a quick quide)
The program committee worked tirelessly to curate a program with content that would be valuable for CMMI users of every stripe. Look for these color-coded tags next to session titles in the pages to follow to identify the content that will be most helpful to you. GS - Getting Started FN - Fundamentals UYG - Up Your Game AG - Agile EX - Expert Interests UR - User Results CI - Change & Implementation SA - SCAMPI Appraisals TT - Tools and Techniques HM - High Maturity KB - Kanban
Workshop denotes a 40-90 minute session focused on deep learning with an interactive element. Presentation denotes a 20 minute rapid-fire session intended to pique your interest and give you one piece of takeaway knowledge
Plenary Session 1
Tuesday, October 1 9:00-10:30 AM Things I Wish Someone Had Told Me When I Began. Stan Rifkin
Here are four areas that would have greatly accelerated my effectiveness as a process improvement advocate if I had known them early in my quest. They are offered in the spirit of beginning to create a framework for understanding all of the other things we hear about process improvement. • The learnings of another person or organization need to fit this new situation in order to use them. • We do things for reasons and those reasons matter. So, we need to understand the frame(s) of reference of the parties and then re-frame. • If we want to help organizations improve, seems like we should start by learning how organizations work. And improvements usually focus at certain levels, such as individual, team, and enterprise. The learnings and methods are rarely interchangeable across the levels. • While it is natural to focus on resistance, it is mostly unnecessary – now.
Kanban and the End of Methodology David Anderson
The CMMI model does not prescribe or expect a specific methodology or process, whether for service delivery, software engineering, or acquisition. The CMMI model mapped the domain and encouraged improvement without prescription. While leaving implementation as an exercise for users allowed for flexibility, users may struggle with how to approach implementation and change. We are now 25 years later, and new prescriptive process definitions appear regularly. The Kanban Method has emerged in the past 7 years as a method without methodology, “a way without way,” the Jeet Kune Do of the Agile movement, leading to a recent blog post by agilest Alistair Cockburn, in which he declares the “end of methodology.” Why is this a good thing and how will Kanban aid in the delivery of a highly capable software, systems, and service industry?
Plenary Session 2
Wednesday, October 2 9:00-10:00 AM Delivering Results at ASM John Fraser
Mr. John Fraser is the chief operating officer of ASM Research. At ASM, he led the successful implementation of CMMI and agile and has a unique perspective on how these contribute to delivering world-class quality to ASM´s customers and employees. As a mid-sized supplier to the federal government and commercial customers, his organization faces some of the challenges of both large and small companies. And because ASM is a key player in big data, intelligence, and mobile platforms, he offers a crucial perspective on leading change in both the technology and management realms.
Plenary Session 3
Wednesday, October 2 3:45 - 5:00 PM Ask the Authors Panel
Moderated by John Ryskowski with Jeff Dalton, Hillel Glazer, Paul McMahon, SuZ Miller, Lynn Penn, Neil Potter, and Richard Turner CMMI operating in the real world takes on a multitude of shapes and forms, some of which have been captured in books. In this session authors of the following titles discuss valuable insights that can help your organization. High Performance Operations: Leverage Compliance to Lower Costs, Raise Profits, and Gain Competitive Advantage CMMI User Stories: A Study of perception in the Market CMMI Survival Guide: Just Enough Process Improvement Integrating CMMI and Agile Development: Case Studies and Proven Techniques for Faster Performance Improvement Making Process Improvement Work – A Concise Action Guide for Software/Service Managers and Practitioners Balancing Agility and Discipline: A Guide for the Perplexed CMMI and Six Sigma: Partners in Process Improvement This will be a fast and energetic interview where authors must answer questions concisely based on limited time. Questions such as: • Why did you write the book? • How does your book make an organization/company more profitable? • How does your book help to energize the workforce? You can walk in, and one hour later, walk out with familiarity of books, authors, and insights that you cannot otherwise get. Attendees are welcome to stay after the session to personally meet and further discuss
Breakout Session A
Tuesday, October 1 11:00 AM - Noon Enabling Kanban: Viewing your Organizational Capability as a Set of Services that Flow Work UYG AG TT KB 11:00 AM - Noon Workshop Ballroom B David Anderson David will walk the audience through the thinking process involved in viewing an organization through the lens of flow and service delivery. What are you serving? Whom are you serving? What is the demand for these services? And what business risks are inherent in the demand and must be managed as part of satisfactory service delivery? Kanban has proven to be a uniquely powerful way to visualize your work, catalyze change with minimal resistance, and deliver business results. This workshop includes collaborative exercises so that attendees get a hands-on exploration of how to put Kanban to work from one of the leaders of agile and lean techniques.
Zen Maturity: A Natural Multi-Model Approach to High Maturity UYG UR CI TT HM 11:00 - 11:40 AM Workshop DLCC 302 Michael Evanoo & Francine Klein All too often, companies apply standards and models (such as CMMI, ISO) by training a core team in the standards and models, creating processes based on the standards and models, and then trying to implement newly learned “best practices.” When they aren’t used, the process improvement leader cries out for increased sponsorship. Leaders often try to force people to use them, but employees may initially find them difficult to implement, and may complain that they can’t get their work done. We really need a better way, a “Zen way” if you will, to achieve more natural and lasting improvement.
Microsoft IT Data Management Maturity 11:00 AM - Noon Workshop DLCC 303
Melanie Mecca & Luisa Recalcati Data to match the business velocity and accelerate an organization’s evolution toward real-time enterprise!
The session is focused on the integrated Data Management (IDM) initiative within Microsoft IT. The purpose of IDM is to enable a fast and consistent view of Microsoft core data across businesses. In fact, Microsoft business groups and related processes are evolving toward real-time processes; therefore, Microsoft IT should ensure that they can confidently deliver high-quality data on time to meet critical business objectives. As key first step toward real-time enterprise, Microsoft IT selected the Data Management Maturity Model to assess the maturity level of Microsoft IT. The maturity assessment was conducted working closely with CMMI Institute appraisers. The assessment results uncovered multiple areas of strength in the organization. The strategy to achieve higher levels of maturity and fill in the gaps began with building on Microsoft existing strengths and areas of excellence. A capability enablement plan was developed to define the method to improve the maturity of data management in Microsoft IT. Data management strategy & governance, and data quality were areas of focus.
Category Key GS - Getting Started FN - Fundamentals UYG - Up Your Game AG - Agile
EX - Expert Interests UR - User Results CI - Change & Implementation SA - SCAMPI Appraisals
HM - High Maturity TT - Tools and Techniques
KB - Kanban
Breakout Session A
Tuesday, October 1 11:00 AM - Noon No Extra Paperwork: Writing Processes as Small Checklists that can be Used, Stored, Searched, and Audited NOW! GS FN UYG 11:00 - 11:40 AM Workshop DLCC 304 Richard Lea & Neil Potter
AG UR CI TT
When an organization commits to defining best practices, it has to decide how much detail to include in guidelines and templates. A common tendency is to either write several tomes, hoping that each tome will be read and used, or make process documents so abstract that they do not contain any guidance. Tomes can take months of people’s time to create and also delay the benefit of using the process. Teams get focused on making processes perfect, “complete,” and pretty. This presentation addresses the challenge of how much process stuff to create and what format to use. The speakers describe the use of checklists to concisely document practices and find mistakes in an organization’s work. These checklists can be created in 1-2 days, then used and refined. Extraneous information is put into training materials, thereby keeping the processes to 1-2 pages. To improve the use and usability of these processes, they can be implemented in a collaboration tool such as SharePoint. This allows for easy access, automated recording of checklist responses, and an easy way to audit and track checklist use.
CMMI for Services as a Linchpin for Success 11:40 AM - Noon Presentation DLCC 302 Barbara Hilden
GS UYG UR CI
Customer Value Partners (CVP), in partnership with Process Improvement for the 21st Century (PI-21), has been engaged in process improvement efforts since 2006. CMMI was originally selected by CVP as a process improvement model for the same reason many professional services organizations select it: having a CMMI rating is a business imperative and an important discriminator in the Federal marketplace. CVP and PI-21 propose a joint session to examine the CVP Process Improvement journey – particularly the transition from utilization of the DEV constellation to the SVC constellation - including the benefits and lessons learned as a result of that successful transition. Our presentation will include the following: • • • • •
A culture of process improvement Journey and Transition Constellation Benefits and rationale Realized benefits and future direction Lessons Learned
Five Tips for Applying Quantitative Project Management Practices in Your Organization 11:40 AM - Noon Presentation DLCC 304 UYG EX UR Michele Shaw & Mark Stein
CI TT HM
The Quantitative Project Management (QPM) process area in CMMI for Development (CMMI-DEV) focuses on managing the project quantitatively to achieve a project’s established quality and process performance objectives. QPM is generally considered one of the most difficult process areas to implement. Despite being difficult to implement, this area is crucial because it helps to measure the impact of adopting CMMI-DEV in an organization. The context of this presentation is an ML5 organization called Keymind, a division of Luminpoint. Keymind provides software development, strategic marketing, and user-focused services to both commercial and government customers. Based on our successful experience in applying CMMI-DEV, we describe five tips to effectively apply QPM practices to impact business results.
Breakout Session B
Tuesday, October 1 1:15 - 2:45 PM Improving Performance with Enhanced Measures and Causal Analysis in an Agile Operation UYG AG EX 1:15 - 1:35 PM Presentation DLCC 303
UR CI HM
Bela Joshi & Paul McMahon
The Advanced Modeling and Simulation Technology Operation (AMSTO) of Alion Science and Technology Corp is a CMMI-DEV ML3 organization. In 2013, AMSTO personnel, with guidance from their CMMI and Agile consultant, undertook an initiative to improve performance through enhanced measures and causal analysis. AMSTO provides technical solutions to the U.S. Department of Defense mainly in the modeling and simulation arena. The majority of its software projects use a tailored version of Scrum. AMSTO’s process journey began in 2003 and culminated in CMMI DEV ML 3 appraisal in the year 2007. The organization maintained their ML3 with a re-appraisal in 2010. The processes developed by their working groups are lightweight, providing the minimum essential “must dos” for all projects supporting their agile approach. Alion Science and Technology delivers advanced engineering, IT, and operational solutions to strengthen national security and drive business results.
Appraising What You Care About When You Are “the world leader in design, development, and production of missile systems” 1:15-1:35 PM Presentation DLCC 304 FN UR SA Bradley Bittorf
Finding your organization’s most critical high-level goals is a great strategy for appraisal-and organizational-success. By identifying what your leadership cares about, you can ensure that your appraisal selections chose elements and evidence threads that matter to your organization. Further, you may be able to provide insight into what needs to be changed (rather than something that can be improved, but which is not in the “sweet spot” of your operational concerns). It is likely that gaps identified by your appraisal will be those that management is willing to close with resources and attention. Converting your appraisal to the way you do business may challenge you initially, but once you get used to it, you’ll wonder why everybody doesn’t look at the world this way.
Seven Essential, Counter-Intuitive Steps for Successfully Implementing the CMMI GS FN CI 1:15-1:35 PM Presentation DLCC 305 Richard Bechtold This session is designed to help you get started with the CMMI by examining common motivations for implementing the frameworks to elevate performance. After we discuss the motivations, we’ll walk through seven essential (and maybe counter-intuitive) steps for beginning your journey on the path to delivering results with CMMI.
Category Key GS - Getting Started FN - Fundamentals UYG - Up Your Game AG - Agile
EX - Expert Interests UR - User Results CI - Change & Implementation SA - SCAMPI Appraisals
HM - High Maturity TT - Tools and Techniques
KB - Kanban
Breakout Session B
Tuesday, October 1 1:15 - 2:45 PM Agile-Enabled High Maturity 1:40 - 2:00 PM Presentation DLCC 303 Richard Swenson & Sean Cohan
UYG AG EX UR CI HM
Pragmatics depends on agile development methods to achieve and sustain its CMMI level 5 capabilities. Agile sprints of two to three weeks provide regular data cycles to measure test-driven development and continuous integration, as well as peer reviews for critical software documentation. By using sprints as a yardstick, Pragmatics achieves rich data sets and high confidence levels in our models. Pragmatic Agility delivers fewer defects to the customer than traditional approaches. Using TDD and continuous integration to build automated tests concurrently with code finds more defects earlier in the development cycle and ensures high quality throughout each sprint. Early testing and regression testing of product increments maintains quality from sprint to sprint. Our agile practice began in 2004 and evolved to become the Pragmatic Agility methodology, a hybrid of Scrum and XP agile practices that also integrates our CMMI ML5 continuous improvement processes.
Process Improvement as Service System 1:40 - 2:00 PM Presentation DLCC 304 Gene Jorgensen & Boris Mutafelija
FN UYG EX UR CI
We started to use CMMI-SVC concepts when planning process improvement (PI) activities based on the CMMI-DEV guidelines when working with organizations that are new to process improvement. The “service system” from CMMISVC is such a concept that became an underlying principle for developing our process improvement plan. It streamlined the PI activities in a way that was not obvious when basing those activities solely on the CMMI-DEV guidelines. Let us explore what is PI; it is product development and service delivery. Typical PI products are process descriptions, procedures, training materials, document templates, measurements, process asset library, measurement repository, etc.; and the services delivered are process training, process consulting, appraisals including the preparation for the appraisals, etc. By definition the “service system is an integrated and interdependent combination of component resources that satisfies service requirements” and it encompasses everything required for service delivery, including work products, processes, facilities, tools, consumables, and human resources. Recasting this definition in the process improvement terms we will see how this concept shows the way to an efficient and effective process improvement. When we design “PI Service System”, (PI-SS) we are designing process improvement infrastructure which may contain delivered product (e.g., process descriptions) and services (e.g., consulting and training).
The One-Minute Appraiser: Behavioral Cues to Process Maturity 1:40 - 2:00 PM Presentation DLCC 305 GS FN CI SA Judah Mogilensky
A full formal appraisal leading to a CMMI maturity level rating involves lots of documents, lots of interviews, and anywhere from one to three weeks. Did you ever wonder if there was some kind of shortcut? As a Lead Appraiser have been conducting appraisals for years (actually, decades), I have identified patterns of behaviors that, when I observe them in an organization, give a clear (albeit unofficial) indication of their process maturity level. I sometimes call the activity of watching for these behaviors being a “One-Minute Appraiser” (with apologies to Kenneth Blanchard). Behaviors include those of the organization’s managers while planning for a formal appraisal, those of participants interviewed during the appraisal, and those of appraisal team members from the organization. Learn to watch for some of these behaviors, and you could gain quick insight into your own organization’s maturity level. You could also come to understand typical patterns that may be inhibiting your efforts to improve processes.
Breakout Session B
Tuesday, October 1 1:15 - 2:45 PM Zero to Maturity Level 5 in Kanban Seconds 2:05 - 2:45 PM Workshop DLCC 303 Hillel Glazer
FN UYG AG EX CI SA TT HM KB
Among the many benefits of Kanban include visualization tools, measurement tools, and the need to make workflow policies explicit. Together with other facets of lean and Kanban, these tools are powerful enough to propel an organization forward in their pursuit of the practical, tangible, marketing and business performance benefits of CMMI. This two-part presentation first describes, for beginners and experienced practitioners alike, how Kanban brings out most of the behaviors desired in CMMI ML2, and then follows, for more mature audiences, with a depiction of Kanban activities that produce and perform ML4/5 behaviors. Participants are expected to be generally familiar with CMMI and Kanban such that it will not be necessary to provide primary material in either body of work. Also, explicit practice-bypractice correlation between CMMI and Kanban will be provided.
Using High Maturity Practices and Statistical Techniques to Set Achievable Client Expectations 2:05 - 2:45 PM Workshop DLCC 304 UYG EX UR TT HM Hansraj Balakrishnan & Madhumita Poddar Sen The ability of the project to deliver on their commitments can be considered as one of the most important attributes of the project team that can earn the clients’ trust. This can be achieved by padding your weakness and setting lower expectations to be able to meet client needs better. However, in the current competitive environment such an option can prove very risky and can include the possibility of losing business to a more efficient competitor. The better alternative and the long term perspective would be to understand how we can set expectations that can get you the business and then managing your activities to eventually deliver against the commitments. This presentation will look at how CMMI® Practices in conjunction with relevant statistical techniques can be used to determine the process performance parameters based on which project can set its objectives.geography and service lines.
Process Definition Workshop 2:05 - 2:45 PM Workshop DLCC 305 John Ryskowski
GS FN CI TT
Process definition is a daunting endeavor, even under ideal conditions. This workshop will accelerate your awareness of pitfalls and common mistakes, affording you the greatest leverage for success. We will explore the key social and physical mechanics of process definition, leaving out the fluff. You will leave the room with wisdom, but spared the battle scars. We shall explore the following topics: • • • • • • • • •
Organizational Cultures, Types, and You The Fantasy of Acceleration (aka- deceleration) Process Debt Process Definition Myths Management’s Role Schedule Shock and Harshing your Manager’s Mellow Process Definition (PD) Sessions Housing your defined process Where to Begin
You will be asked to document where your organization stands relative to the topics covered and ultimately design a process.
Breakout Session C
Tuesday, October 1 3:30-5:00 PM A Contrarian View of Process 3:30 - 3:50 PM Presentation DLCC 303 Fred Haigh
GS UYG CI
In this presentation, a hostile Project Manager and a Process Group Consultant travel through the Anti-CMMI world where people are prohibited from following any practice that is in the CMMI. At first the Project Manager believes that this is his perfect world but soon realizes how difficult it is to work while NOT following CMMI best practices. When they return to the real world, the Process Group Consultant helps the Project Manager understand that much of what he normally does is actually all that the CMMI is recommending.
CMMI SCAMPI Updates for Appraisal Effeciency 3:30 - 3:50 PM Presentation DLCC 304 Dan Blazer
FN UYG EX SA
The cost for preparation and conduct of CMMI SCAMPI appraisals has been a significant obstacle in obtaining the best business value from investments in CMMI-based improvement. The NDIA CMMI Working Group has partnered with the CMMI Institute to develop and deploy several improvements in the SCAMPI appraisal method that are expected to yield substantial improvements in appraisal efficiency. Updates to the SCAMPI method description reflecting these changes are in the public review period and are planned for deployment in the latter half of 2013. These improvements, in addition to other features already implemented in the SCAMPI v1.3 method, are expected to have a significant positive effect in improving the cost-effectiveness of SCAMPI appraisals and achieving a higher ROI from CMMI-based improvement.
Generic Practice 3.2: Collect Process Related Experiences 3:30 - 3:50 PM Presentation DLCC 305 GS FN UYG CI Barry Schrimsher
Generic Practice 3.2 requires that CMMI users collect process related experiences. This session will address why we should care about this practice and how it can form the foundation of your success with CMMI through the â€œVirtuous Cycleâ€?
Category Key GS - Getting Started FN - Fundamentals UYG - Up Your Game AG - Agile
EX - Expert Interests UR - User Results CI - Change & Implementation SA - SCAMPI Appraisals
HM - High Maturity TT - Tools and Techniques
KB - Kanban
Breakout Session C
Tuesday, October 1 3:30-5:00 PM CGI Federal CMMI High Maturity Implementation: Our Lessons Learned 3:55 - 4:15 PM Presentation DLCC 303 EX UR CI HM Michael McCulley CGI Federal’s Health and Compliance Programs (HCP) Business Unit (BU) was recently appraised at Maturity Level 5 under CMMI for Development v1.3. Our journey was not easy – we stumbled and struggled along the way, but in the end we found our formula for success. Our path is certainly not the only way to achieve success, but hopefully sharing our experiences will remove a roadblock or two for others in similar situations. Join us and hear about our journey to CMMI High Maturity covering six major areas where we learned significant lessons. Every organization is unique, and will most likely blaze a unique path to success. However, we all experience ups and downs, and it’s forums like this where we share those lessons and raise the bar for our organizations’ collective success in implementing and using CMMI as a means for continuous process improvement.
Our Experience with the SCAMPI E Pilot 3:55 - 4:15 PM Presentation DLCC 304
FN UYG EX UR SA
Vinay Gulati & Paul van den Heuvel Achieving Capability Maturity Model Integration® (CMMI) is a challenging task for any organization. In this session, Accenture will share its experience using the new Scampi E (or M) appraisal method as a Pilot to achieve an extension for 2 years for the CMMI for Services V1.3 Maturity Level 3 certification for the Accenture Delivery Center in the Netherlands. Critical insights will be shared from the successful completion of the Pilot that resulted in savings of effort, time and money. This new innovative approach will modernize and industrialize the way Accenture approaches CMMI certification for itself and its Technology clients, while also aiding in industry-wide development with the CMMI Institute.
The Stealth Implementation of CMMI 3:55 - 4:15 PM Presentation DLCC 305 Capri Dye
GS FN UYG UR CI
As consultants, we deal with internal and external clients who need our help to “fix” their problems. We are presented with issues and are expected to wave a magic wand and present our clients with the answer to their problems in a neatly packaged deliverable. But getting from Point A to Point B, isn’t always as easy as following the yellow brick road. There are hurdles that must be managed and risks that need to be averted. And the client needs you to guide them through with ease. When there are no working processes in place– no contract dollars allocated for improvement – HOW can you apply CMMI best practices to your project and stay on budget and on time? Wave a magic wand – no. Stealthily apply best practices – Yes! I have utilized applicable CMMI Process Areas on our Federal, State and Local Health Care Agency projects. It has opened the eyes of our consultants and clients who had little or no knowledge of the benefits of applying CMMI best practices. Also, it has led to the creation of lessons learned and process area documents that help guide all company projects as well as defining internal company best practices.
Breakout Session C
Tuesday, October 1 3:30-5:00 PM Between Trapezes: Maintaining Fidelity While Switching Midstream from a CMMI-Driven Waterfall to an Enterprise Lean/Agile Transformation UYG AG EX UR CI 4:20 - 5:00 PM Workshop DLCC 303 Chad Haggerty, Alok Kumar, & John Maher What do you do when your client changes strategic direction midstream during a process improvement project? In our case, a major telecommunications provider made a strategic choice toward a Lean / Agile Enterprise just as traditional process definition was completing. Hereâ€™s our story about how to scale to an agile enterprise framework and ensure CMMI fidelity is preserved for accelerated development and productivity improvement.
Kanban-Based Scheduling Systems 4:20 - 5:00 PM Workshop DLCC 304
UYG EX TT KB
Richard Turner Kanban-based scheduling systems go beyond integrated master schedules to predictable but flexible scheduling. Kanban has been used successfully at the team level for years. Recently, the concept has been considered as a better way to manage portfolio, enterprise, and even system-of-systems environments. This workshop will present theory, concepts, and examples as well as provide discussion of barriers, loopholes, and effectiveness.
Global Trends in Process Improvement 4:20 - 5:00 PM Presentation DLCC 305
In this era of rapid technological advancements and innovation, the key ingredient for the success of an organization lies in continuous process improvement and leveraging that effectiveness to achieve business excellence. In this regard, organizations are adopting multiple models, frameworks, and methods to address strategic, operational, and technology challenges, and to gain competitive advantage. This presentation discusses the global trends in software and service process improvement covering adoption rates, benefits, and ROI, different approaches for using popular frameworks such as CMMI-DEV and SVC, COBIT, ITIL, TMMI, and methods like Agile, Lean, and Six Sigma. This session summarizes the seven major trends in process improvement across IT services organizations and IT divisions of global organizations, and discusses a case study of a multi-model implementation of a major organization covering multiple geography and service lines.
Category Key GS - Getting Started FN - Fundamentals UYG - Up Your Game AG - Agile
EX - Expert Interests UR - User Results CI - Change & Implementation SA - SCAMPI Appraisals
HM - High Maturity TT - Tools and Techniques
KB - Kanban
Breakout Session D
Wednesday, October 2 10:30 AM - Noon Great Process Is Only Great If Implemented: A Process to Manage the “Soft Side” of Implementation GS FN CI 10:30 AM - Noon Workshop Ballroom B Byron Fiman Key human and cultural factors are widely acknowledged to be critical predictors of successful Software Process Improvement(SPI). Survey results presented in SEPG conferences in 1997 and 2009 demonstrated that these “soft” factors continue to represent major barriers to successful implementation. Despite theses findings, these “soft” variables are rarely systematically assessed and managed like more “hard” factors. Often they are relegated to a one-time training session, a vision “sound bite” in an off-site meeting, or stamped on a laminated wallet card. At best, “soft’change management issues are managed in a reactionary mode, in response to some crises or symbololic event. Generating genuine management commitment, managing the inevitable resistance to change, building high quality communication vehicles, and establishing reward systems that elicit the desired new behaviors provide significant challenges for SEPGs and are largely responsible for the poor track record of SPI. Based on their experiences implementing new processes, a group of practitioners developed a method to systematically assess and manage key “people “ variables in order to reduce the implementation cycle time and increase the probability of implemention success. This set of tools and principles formed the basis of the Software Engineering Institute’s(SEI) technology adoption effort and has been used by many organizations to succesfully guide their efforts.
Agile Resiliency: How CMMI Will Make Agile Thrive and Survive 10:30 - 11:10 AM Workshop DLCC 303 Jeff Dalton
UYG AG EX CI TT
Everybody is talking about Agile. Throughout the world, IT and Software Engineering organizations are embracing agile methods to take advantage of the benefits of incremental and iterative delivery. Large corporations and the Federal Government are increasingly directing software developers to “be agile,” but business practices related to marketing, procurement, project management, and systems definition are anything but. While more software developers are living in an agile world, the business continues to lives in a waterfall. It’s not a conflict that will be easily resolved, but there is opportunity to take control of the debate. Agile Resiliency is about strengthening and reinforcing Agile values, methods, and techniques so that it can scale and thrive in this conflicted environment by integrating with the architectural strengths of the Capability Maturity Model Integration (CMMI), a proven and widely adopted framework used to deploy a continuous improvement infrastructure. Workshop attendees will take home lessons and recommendations they can use immediately using the CMMI’s Generic Practices to scale and strengthen Agile Values, Methods, and Techniques.
What to Expect in an Appraisal 10:30 - 11:10 AM Workshop DLCC 304
GS FN UYG SA
Alex Stall, Heather Oppenheimer, Boris Mutafelija We like to focus on using CMMI to improve performance and drive business results. Appraisals can be useful tools to give you information on how you are performing, what you need to improve next, and how you compare to your peers and competitors. For organizations just starting on the CMMI adventure, appraisals can also cause a lot of anxiety and questions, and you may hear a lot of misinformation about them. This panel is your chance to come and ask any question about appraisals and be sure you are getting the straight skinny. We encourage you to come and try to stump our panel of appraisers, led by Alex Stall of the CMMI Institute.
Breakout Session D
Wednesday, October 2 10:30 AM - Noon
CMMI for Services: Building Blocks for Deployment 11:15 - 11:35 AM Presentation DLCC 303 FN UYG UR CI Kristine Roberts Schneider Electric is a unique company; it is a company whose culture is to acquire other companies who specialize in energy management. Due to these acquisitions, there are multiple processes, services, and systems that need to come together to obtain efficiencies yet be transparent to the end user. The uniqueness surrounding this CMMI project is the need to deploy both Development and Services across a team that is distributed around the globe. With GTS not being collocated in one location, deployment of the solution must be done virtually. This presentation will focus on CMMI for Services with the goal of educating those in attendance on how we deployed CMMI Services by relating a service plan to a service catalog and metrics. It will also show how we approached the widespread requirements of this project since GTS is a globally distributed department with five different delivery teams, each with unique services and processes.
Mega SCAMPI 11:15 - 11:35 AM Presentation DLCC 304
UYG EX UR SA
Brian Gallagher & Dan Luttrell There are rumors out there that a few years ago out of San Diego Bay (between two nuclear submarines) a Mega SCAMPI walked upon the land and found its way into the heart an innocent Certified Lead Appraiser who was planning a new appraisal. Smitten as he was with the new Mega SCAMPI, he convinced his fellow Lead Appraisers that they could learn to love the Mega SCAMPI also. So in 2011, they called OB1 and organized the first Mega SCAMPI with the permission of the Empire (SEI). They repeated it again in 2013, and they are now scheming of taking it to another level in 2014. Is the Mega SCAMPI a new way to save your sponsors boatloads of money or just virus that will eventually kill SCAMPI and CMMI with it?
Compuware CMMI User Experience: Planning, Changing, and Succeeding in a Professional Services Environment 11:40 AM - Noon Presentation DLCC 303 UYG AG UR CI Steve Seligson
Beginning in 2010, Compuware embarked on a corporate-wide journey to improve performance, create happier customers, and to deliver 100% of our projects on-budget, on-schedule, and with high quality. The process model we chose was CMMI, and our target performance-level was CMMI Maturity Level Three. This presentation is about setting our goals, communicating with sponsors, engaging the right consulting help, changing direction, expanding the scope, and delivering results through planning, focus, and committing to the hard work required to succeed â€“ every step of the way. Since this program was implemented, not a single project has been late or over budget, and we credit the CMMI was a big part of that success.
Linking Project and Organizational Performance to Use of CMMI 11:40 AM - Noon Presentation DLCC 304 UYG EX UR Steve Austin
This SEPG presentation proposes an approach to drive organizations to link business performance improvement to the use of CMMI and the achievement of CMMI maturity levels. The intent is to include a report of the organizationâ€™s measured performance against its own stated objectives in conjunction with an appraisal activity. In this way a business case for using CMMI can be accumulated across industry, demonstrating a positive return on CMMI investment. In addition, the approach strives to underscore for practitioners the true reason for using CMMI, to make a difference to the bottom line for a company.
Breakout Session E
Wednesday, October 2 1:15 - 2:15 PM Field Experience of Measures in Systems Integration & Testing Phase using STAM Methodology EX UR TT HM 1:15 - 1:55 PM Workshop DLCC 302 Sarit Assaraf & Ron Kenett Integration and testing of large scale systems can be a long and tedious phase. Typical characteristics of this phase include many defects and failures, not enough resources and significantly tight schedule. In high maturity organizations we expect to find relatively few defects which are fixed and closed in minimal time. In analyzing defects we can assess the stage of earliest possible detection. If defects are discovered in these early detection stages, the rate of opening failures at integration will drop and so will costs and schedule deviations. The key is to have the right tools to manage the detection process, control defects life span and the rate of opening vs. rate of closure across time. Using Software Trouble Assessment Matrix (STAM) metrics the project manager and system engineer can evaluate the actual systemâ€™s development stage and allow planning realistic schedules, supporting the achievement of quality and operational goals. We will present measurements established and used in our organization and a STAM analysis of the results and how they were used. The presentation includes statistical background, graphs, and real life examples from different projects.Scrum and XP agile practices that also integrates our CMMI ML5 continuous improvement processes.
Continuous Delivery of Software 1:15 - 1:55 PM Workshop DLCC 303 Joanne Molesky
FN UYG AG EX TT
The traditional approach to developing software is broken and is very risky business. It simply does not deliver fast enough and often results in substandard products that fail to meet the needs of business. To be successful, organisations need to be able to deliver solutions quickly and adjust their direction within fast shifting markets that are influenced by new ideas, technology and expectations of customers. Continuous Delivery is an approach to delivering software to meet the needs of organisations due to changing demands and market influences. In this session, Joanne will talk about the basics concepts and practices for continuous delivery and the mindset required to shift practice and deliver solutions with less overall risk to organizations.
Developing Secure Software with Security by Design for CMMI-DEV 1:15 - 1:55 PM Workshop DLCC 304 FN UYG EX TT Peter Panholzer & Winfried Russwurm
When Robert, an engineer of a home automation vendor, has been told to be responsible for the product security, he thought that would be an easy task. After all, he thinks security is just a matter of firewalls and authentication. So he spent the little time that was available for this task helping development projects to engineer security features. Eventually, Robert knew that he underestimated the task the day when his boss called him to his office and showed him a newspaper article about security vulnerabilities in their products that have already been exploited. The nice security features were easily circumvented by what the article called Cross-Site-Scripting. Now Robert begins to understand that security cannot be achieved solely by features. In order to build resilient products, mature security activities need to be an inherent part of the development process. Security must be considered right from the beginning and the products have to be secure by design.
Category Key GS - Getting Started FN - Fundamentals UYG - Up Your Game AG - Agile
EX - Expert Interests UR - User Results CI - Change & Implementation SA - SCAMPI Appraisals
HM - High Maturity TT - Tools and Techniques
KB - Kanban
Breakout Session E
Wednesday, October 2 1:15 - 2:15 PM She’s Scrum, He’s Waterfall. Can this relationship be saved? 1:15 - 1:55 PM Workshop DLCC 305 FN UYG AG Heather Oppenheimer
UR CI TT
Have your engineers ever wanted to apply a new or different methodology, but were constrained because your customer or the project manager isn’t interested in changing? This is the story of how one company was able to reconcile the engineering team’s desire to use Scrum with their customers’ requirement for status reporting using a Microsoft Project®-based waterfall representation of the work progress.
Strengthening Measurement and Analysis Process Area Through Adoption of DMM Data Quality and Data Governance Practices 1:55 - 2:15 PM Presentation DLCC 302 EX UR CI TT Gurdarshan Brar
In this User Case, we discuss our experience with Measurement and Analysis Process Area, while working with CMMI adoption across our organization and how it has been strengthened through Data Quality requirements from upcoming Data Management Maturity (DMM) Model. The MA Process Area of CMMI describes the needs for identifying, collecting, analyzing, managing and reporting measures and metrics. The needs for consistent operational definitions and measurement systems are discussed in this process area. The purpose of Measurement and Analysis is to develop and sustain a measurement capability used to support management information needs. Most of the organizations use Gage R&R study to address this. However the frequency of this study may not be regularized. Another important aspect that is not considered in these cases is data governance layer. Data governance involves establishing and maintaining the data management strategy, including goals and objectives. Data governance policy, procedures, templates and checklists help bring uniformity in data management. Many of the items discussed above can be addressed through MA; however the how part gets a real boost with integration of DMM practices. DMM Model brings focus on Data Governance and Data Quality areas. Data Governance as defined in DMM helps to establish mechanism to manage data management within an organization. Data Quality as defined in DMM helps to describes the processes, criteria, and approaches used to ensure consistent, accurate, complete and timely data delivery across the organization.
Harmonization of CMMI-SVC and CMMI-DEV 1:55 - 2:15 PM Presentation DLCC 303
FN UYG EX UR
M. Lynn Penn This presentation will describe how the CMMI for Services model and the CMMI for Development model can, should, and do live in harmony in the real world. This presentation will elaborate on at least five scenarios that will demonstrate how to select and harmonize content from the two models for work settings that include both development and operations or other services. This need is as relevant for large, software-intensive systems as it is for IT development and operations. The presenter will describe each case, while enumerating both production and service goals identified for the specific scenario. The presentation will continue to present assumptions and steps to achieve the business goals with a sampling of associated process areas through the life cycle.
Breakout Session E
Wednesday, October 2 1:15 - 2:15 PM Extending the Coverage of CMMI: Let’s Look at Security 1:55 - 2:15 PM Presentation DLCC 304 FN UYG EX TT Kieran Doyle
This talk will cover how the reach of the CMMI models can be extended into more and more business areas. The example used will be using the security pseudo PA discussed in one of the essays in the CMMI for Services book. The talk will also show how using optional material such as this pseudo PA can also help to achieve a more holistic, business centred approach to implementing processes, that takes account of many different initiatives being implemented in parallel. This approach has been used by two different customers. One is based in Scandinavia and is a government based IT organisation. The second is a large multi national systems integrator. The specific approach was used as part of their initiative to implement CMMI-DEV, CMMI-SVC, ISO27000, ISO20000, ITIL and the business continuity standard ISO 22301.
Tame the Metrics: Innovate and Integrate for Strategic Growth 1:55 - 2:15 PM Presentation DLCC 305 FN UYG UR CI TT Meetu Arya
Companies of any size, any type, in any industry face the dilemma of HOW MANY and HOW MUCH! How many metrics to collect and How much does it help the organization. The Metrics generators struggle to fish the best suited Key Performance Indicators (KPI) from that vast ocean and then mesh them together to manage organizational performance. For a regulated medical device company where patient safety is the highest priority and nature of the work is complex, it is very critical to have data driven decision making. It is also vital that the metrics drive the right behavior. St. Jude Medical (SJM) is a world leader in making implantable heart devices to treat chronic heart diseases. The engineering process group in IESD division of SJM had been challenged to establish a robust measurement infrastructure and a performance model. Using their selected measurements they created an innovative, unified measurement framework encompassing a web-based visual dashboard. The dashboard provides an assimilated insight on our progress against the business objectives and gives various cues and alarms. There has been 20% to 30% notable improvement in efficiency and quality related KPIs after the launch of the dashboard. As a bottom line, this dashboard emphasizes the importance of fact-based decision making and reassures executive management that the organization is constantly driven by the well-thought goals for this Fortune 500 Company.
Breakout Session F
Wednesday, October 2 2:30 - 3:30 PM CMMI Integrated with Agile 2:30 - 3:10 PM Workshop DLCC 302
Zaheerabbas Contractor Agile and CMMI are now-a-days used in conjunction with each other compared to the past where these were segregated by the various beliefs and aspects. Irrespective of the perception that CMMI and Agile practices are not compatible to a greater extent, in Wipro we have seen that most of the best practices that CMMi provides in terms of Process parameters and the Engineering practices used in Agile Methodology can be combined to improve the business performance to a great extent. CMMI focuses more on the processes and practices to achieve process excellence without considering the enablers of this culture. Agile provides the enablement part as it is more people centric. Hence the combination of both Agile and CMMI brings in some amount of predictability in achieving quality and process performance. The “What” of CMMI when combined with “Why” of Agile can lead to development of conforming quality, cost-effective, time-to-market software which results in high business value.
Breakout Session F
Wednesday, October 2 2:30 - 3:30 PM SCAMPI Appraisals in a Continuous Flow Kanban System 2:30 - 3:30 PM Workshop DLCC 303 FN UYG AG EX
UR SA TT KB
This workshop begins with a presentation covering the principles of the Kanban Method, the key parts of a kanban system for a SCAMPI appraisal, and the evolution of a SCAMPI kanban system as it was used with several appraisals. • • • • •
Presentation Learning Objectives: Understand the principles of the Kanban Method Identify the components of a SCAMPI kanban system Review the evolution of a SCAMPI kanban system Learn how to represent SCAMPI requirements in system policies and system design
The workshop portion provides the attendees with the opportunity to work with, assess, and improve upon an example system. Attendees will be divided into 3 groups so each can work with sample kanban system exercises. Each group will present their analysis and work to the rest of the workshop attendees. The session will close with a Q&A session.
Sustaining High Maturity Process Implementation with Five People CMM Process Areas UYG EX UR CI HM 2:30 - 3:30 PM Workshop DLCC 304 Raghav Nandyal The People CMM concerns itself to the domain of workforce management and development. It provides a high-level guideline to design organizational processes which address workforce capability development. From field experiences of 4 organizations that approached organizational development in a typical multi-model process improvement setting wherein, PCMM and CMMI constellations were institutionalized together, it is clear that it is only when competent people use a capable process can a predictable, high maturity performance result. Focusing only on building a capable process leads high-maturity implementations, nowhere, if they are not also focused on sustaining high process capability. PCMM offers complimentary and beneficial practices in five process area practices which High Maturity Process implementation can leverage value from. Helpful implementation approaches to institutionalize the recommendations of these 5 PCMM process areas will be described.
Metrics: Avoid a Wreck, Write a Spec 2:30 - 3:30 PM Workshop DLCC 305 Pat O’Toole
GS FN UYG CI TT
Two departments work together to provide an enhanced product to 18 strategically important customers. The launch is a disaster – NONE of the customers can use the new features and your Customer Support Call Center experiences record call volumes . At the next Executive Meeting, one department head reports that they launched their new product and encountered 18 major failures. The second department head reports that they launched their new product and had only one major failure. (Of course that single major failure occurred 18 times…) Who do you think got killed? When you can’t even report “Major Failures” in a consistent manner, is it any wonder why some of your metrics serve more to confuse than to enlighten? Through a series of interactive exercises, workshop participants will develop an understanding of why Metric Specifications are essential for data integrity.
Presenter Bios David Anderson David Anderson is a thought leader in managing highly effective teams. He is president of David J. Anderson & Associates (based in Seattle, Washington) a management consulting firm dedicated to improving leadership in the IT and software development sectors. David has been part of the agile and lean methodology movement since 1997 when he participated in the team that developed Feature Driven Development at United Overseas Bank in Singapore. He has 26 years of experience in software development starting in the computer games business in the early 1980s. As a pioneer in the agile software movement, David has managed teams at Sprint, Motorola, and Corbis, delivering superior productivity and quality. At Microsoft, in 2005, he developed the MSF for CMMI process improvement methodology—the first Agile method to provide comprehensive mapping to CMMI. His first book, Agile Management for Software Engineering—Applying the Theory of Constraints for Business Results (2003, Prentice Hall), introduced many ideas from Lean and Theory of Constraints to software engineering. David was a founder of the APLN, a not-for-profit organization dedicated to promoting better standards of leadership and management in the technology sector. David is a popular and entertaining conference speaker. He has written or co-authored many articles and papers, and is best known for his Agile Management blog. Most recently, David co-authored a technical note from the Software Engineering Institute titled, CMMI and Agile: Why not embrace both! David holds a degree in Electronics and Computer Science from the University of Strathclyde, Glasgow, UK. He has six U.S . Patents and another five patents pending for his work in telecoms and the internet. He lives in Seattle, Washington, USA .
Meetu Arya Meetu Arya leads the Organizational Effectiveness team in St Jude Medical, a Fortune 500 medical device company. Her team’s focus is on processes, measurements and knowledge management. In her current role, she has been instrumental in designing and developing the Product Development Dashboard for Executive Management. Some of her other contributions include updating FDA-compliant software development processes, project management improvement initiatives, conceptualizing process roadmaps, and running brown-bag knowledge sessions. She continuously strives to achieve high quality and optimal performance for the organization through a number of initiatives that her team is driving. Meetu graduated with a Bachelor of Science degree in Computer Science Engineering from India. She is also Six Sigma Green Belt, a Scrum champion and a certified connective leadership practitioner. Meetu has extensive experience toward implementation and auditing of ISO 9001:2000, FDA, and CMMI-based quality management systems. She is a proud mom of two girls who are her shining stars!
Sarit Assaraf Sarit Assaraf is the Process Group manager and CMMI program manager in one of the largest groups in IAI, the Systems & Missiles group that was appraised in 2010 and 2013 for CMMI ML5. She has been managing process improvement activities and CMMI implementations in IAI since 2003 at both the IAI company headquarters and at the group level. Sarit is an authorized SCAMPI B&C team leader since 2005 and, since 2006 has been a presenter in SEPG and CMMI conferences in the U.S., Europe, and Israel. She also participated in several SEI workshops and panels. Sarit has a BS in Aerospace Engineering from the Technion (1994), and graduated from the IAI Systems Engineering Training Program in 2000.
Presenter Bios Stephen Austin Stephen Austin has 28 years of process improvement, project management, and software engineering experience at Lockheed Martin. Mr. Austin is the manager of the Enterprise Process team at Lockheed Martin MST, which is a CMMI Level 5 organization. He is a member of the NDIA CMMI working group. He has managed a wide range of process improvement initiatives and is a certified Lean Six Sigma Black Belt. He has served as an organizational unit coordinator for several multi-site high-maturity appraisals. He also has participated as an appraisal team member for several other CMMI and CMM high maturity appraisals. Mr. Austin holds a Bachelor of Science degree in Electrical Engineering and a Master of Engineering degree in Computer & Systems Engineering, both from Rensselaer Polytechnic Institute in Troy, NY. Mr. Austin strongly believes that process improvements make sense only when they can add value to the business, and has scored successful transformational journeys for organizations with significant benefits ranging millions of dollars. He has also applied a hybrid of process improvement models, including Lean, Six Sigma, CMMI, ISO, and ITIL in helping his clients meet their specific business needs. He has, published multiple papers in industry forums, webinars, and newsprint that have been well received. His current focus is on simplification of analytical techniques through use of custom tools and templates to make them more business oriented and practitioner friendly, thereby integrating analytics into business-as-usual activities.
Hansraj Balakrishnan Hansraj Balakrishnan has more than 18 years of experience in quality management specializing in process improvement, measurement transformation and change management. He holds a Master of Science degree in Quality Management and a Bachelor of Science degree in Mechanical Engineering. His sector experience spans across manufacturing, information technology services, banking, and retail. Currently he is with IBM as a senior managing consultant leading the CMMI and Advanced Analytics program for IBM Globally Integrated Capabilities. As part of this initiative, he is responsible for ensuring deployment and continuous improvement of CMMI and advanced measurement practices across multiple delivery centers globally within IBM. Prior to joining IBM, He was an associate director with KPMG, where he led the Advisory Division of software process improvement practice and Six Sigma practice, offering advisory services to clients in process improvement and transformational change. He has also delivered multiple trainings to industry in Six Sigma, Introduction to CMMI for Development and Services (as a certified instructor) and has shared his experience in educational institutions as part of their visiting faculty.
Richard Bechtold Dr. Richard Bechtold has over 30 years of systems and software full lifecycle experience. He has held a spectrum of positions from software engineering, to line, middle, and executive management. Currently, Richard is the President of Abridge Technology, a Virginia-based company he founded in 1996. Abridge Technology provides licensed CMMI appraisals and training, and does consulting in project and program management, process improvement, and organizational change. Richard has assisted government and industry with implementing standards and multi-model frameworks since 1992. His expertise spans organizations of all types and sizes, from multi-billion dollar companies and agencies to agile and lean organizations with fewer than 10 personnel. Abridge Technology is an SEI/CMMI Partner and Richard is a Certified Appraiser and Instructor for CMMI-DEV and CMMI-SVC.
Presenter Bios Bradley Bittorf Bradley J. (“Brad”) Bittorf is a senior principal multidiscipline engineer at Raytheon in Tucson, Arizona. Brad has worked in process deployment, CMM, CMMI, and as a process improvement advocate for over 20 years. Prior to that, he worked as a systems engineer and software engineer, designing architecture, designing and developing firmware, and designing testing strategies, and even a little technical writing and manufacturing experience in industrial automation control and early cell phone products. Brad has served as a technical lead for software quality, firmware development, and product integration. Out of necessity, he worked in eXtreme Programming environments before he realized those techniques had a name. Once the person who told the process advocate to “get lost,” Brad is now the advocate for the process advocate. His expertise extends to subject matters as diverse as industrial communication control; communications and control redundancy and hot backup; making CMMI appraisals smarter; defense electronics; and even lilacs. Brad holds three patents in industrial control redundancy. He and his wife, Deb, enjoy travel, cat rescue, geocaching, and snorkeling many prime coasts around the world.
Daniel Blazer Mr. Dan Blazer is an SAIC vice president with over forty years of experience in process improvement and quality systems; avionics and simulation software development; project and line management; and education. He is currently the director of Corporate Quality and Process Improvement for SAIC. In this role, his is responsible for establishing and maintaining SAIC’s process assets, the overall quality function, and for maintaining SAIC’s policies. As SAIC’s representative he leads the NDIA CMMI working group, a group of individuals from multiple companies associated with the NDIA that focus on improving the CMMI and related technologies. Recently the CMMI working group has been very active in helping to develop both the SCAMPI V1.3 and V1.4 Method Description Documents (MDD) including the SCAMPI A Extension appraisal method (SCAMPI E). Initially involved with SAIC’s process improvement activities starting in the late 1980s, he has both led organizational process improvement activities and participated in appraisals (maturity levels 1-5). Initially authorized as a CBA-IPI lead assessor in 1998, he is currently a certified SCAMPI high maturity lead appraiser (HMLA), an authorized SCAMPI B&C team leader and observer, manages SAIC’s CMMI-based partner agreements, and is a Six Sigma Green Belt. Mr. Blazer is certified in both CMMI-DEV and CMMI-SVC and has been trained as an ISO 9001 Lead Auditor. Mr. Blazer has personally written many of SAIC’s corporate policies, process documents, and procedures, including many of SAIC’s CMMI high maturity-related assets. He is the lead instructor for SAIC’s System Engineering Course in Requirements Development and Management. Earlier in his career, he was responsible for the specification, design, and integration of special-purpose computational systems. In his over 20 years of project and software management experience, he has developed and implemented the project approach for software development, including project, documentation, test, configuration management, and software quality program plans. Mr. Blazer’s background includes development of real-time executive, graphics, and avionics software; navigation, electronic warfare, and computer simulations; visually coupled systems developments, graphics analysis, and simulation database manipulation programs; and management information systems program using a wide variety of computer systems.
Gurdarshan Brar Gurdarshan leads Metrics & Data Management Group at Wipro Technologies. Group focus also includes propagating high maturity practices across the organization. He is also leading the Data Maturity initiative based on the upcoming DMM model across the organization. In his previous role, he was heading Six Sigma initiatives across Wipro. He is a Master Black Belt and has closely worked in the organization to align Six Sigma and CMMI High Maturity. As part of the initiative, he authored a course “Six Sigma for CMMI” for Black Belts. Prior to his role as MBB; he has worked as software development manager and also as a developer for telecommunication switching software. He has presented papers in different forums in these areas. Gurdarshan holds Master of Engineering Degree in Electrical from Indian Institute of Science, Bangalore & Post Graduate Diploma in Business Management from Symbiosis Institute, Pune.
Presenter Bios Sean Cohan Sean Cohan is a Technical Director of Pragmatic Agility® at Pragmatics, Inc. Sean has more than 25 years of software development experience and, since 2004, has infused strategic technical direction within Pragmatics, providing architectural analysis and solutions for current and future development. As an agile software subject matter expert, Sean successfully led the introduction and implementation of successful agile development practices, ensuring high-quality support to customers as proven on a variety of DoD projects. These successful practices have evolved into Pragmatic Agility®, which combines agile development with SEI CMMI® to reduce delivered defects, improve software quality, and speed delivery of functionality to the users. Sean has authored several IEEE papers on Agile Software Development and presented at Agile Alliance conferences. Sean is also a Project Management Professional (PMP), Certified ScrumMaster, (CSM) and avid baseball player.
Jeff Dalton Jeff Dalton is Broadsword’s president, certified lead appraiser, CMMI instructor, Scrum master and author of Agile CMMI, Broadsword’s leading methodology for incremental and iterative process improvement. He is chairman of the CMMI Institute’s Partner Advisory Board and president of the Great Lakes Software Process Improvement Network (GL-SPIN). He is a recipient of the Software Engineering Institute’s SEI Member Award for Outstanding Representative for his work uniting the Agile and CMMI communities together through his popular blog Ask the CMMI Appraiser . He holds degrees in Music and Computer Science and builds experimental airplanes in his spare time.
Kieran Doyle Kieran Doyle is a high maturity lead appraiser and CMMI instructor for Excellence in Measurement Technology Ltd. Kieran has over 25 years of experience working in the software development and IT industries. Kieran started his career developing software in the UK telecommunications industry. He has had experience working as a quality manager, project manager, and process improvement manager for various different organizations. Kieran has helped a number of different organizations with their business improvement journeys, including defense, telecommunications, banking, education, government, retail, and financial services using a variety of improvement frameworks including CMMI-DEV, CMMI-SVC, CMMI-ACQ, ITIL, ISO 9000, ISO 20000, ISO 27001, and the EFQM Business Excellence Model. In addition, Kieran has extensive international experience conducting appraisals, training, and consulting in several different countries including, the UK, France, Germany, Italy, Portugal, Norway, Poland, India, China, South Africa, and the U.S.
Capri Dye Capri Dye, a process improvement consultant for Hubbert Systems Consulting, Inc. (HSC) is knowledgeable in both CMMI-DEV, CMMI-SVC, and understands how to engage the CMMI models during projects. This knowledge has allowed her to continually improve service delivery to her government health care agency clients, which include The Centers for Medicare and Medicaid (CMS), the State of California, the State of Indiana, and the State of Tennessee. Ms. Dye is also the champion of internal process improvement at HSC and is supporting the development of company processes to further HSC’s ability to deliver projects that exceed client expectations. Ms. Dye has served on several CMMI appraisal teams and has also worked with the CMMI Institute’s CMMI-SVC team to promote CMMI-SVC in the health care community through the creation of new process area definition documents, which were presented at the 2011 CMMI Partner Workshop.
Presenter Bios Michael Evanoo Mike Evanoo has more than 25 years of experience in Quality Engineering, Process Improvement, Measurement Systems, and Project Management. He is a Certified Quality Engineer, an SEI-certified High Maturity SCAMPI Lead Appraiser for CMMI, a Six Sigma Black Belt, and a Certified Scrum Master Mike is a Quality Strategist at HP, providing process improvement-related training, assessment and coaching to all types of organizations and levels. He specializes in measurement, Six Sigma, and high maturity areas as well as iin translating between the quality professionals and business leaders.
Byron Fiman Byron G Fiman, PhD, is a co-founder and principal in international change management consulting firms and the developer of a process (AIM) to manage the key human and cultural factors critical to the successful implementation of strategic business changes. Dr. Fiman’s varied background includes over 30 years of working with international organizations and government agencies to assist in the implementation of complex organizational changes. He collaborated with the SEI in the development of their technology adoption effort and has worked with many large software development organizations. He holds a doctorate degree in organizational psychology and is a frequent speaker at international conferences, including several SEPG conferences, where he was rated as a top 10 presenter. He has published over 50 papers.
John Fraser John Fraser, the chief operating officer of ASM Research, Inc., is responsible for all business activities of the organization. Under his leadership, ASM provides quality information solutions predominately in the areas of health information systems, manpower management, personnel and training management, and information assurance (cyber security). He began his career at ASM in 1986 and has held prior roles as software engineer, project manager, program manager, and vice president. A strategic and conceptual thinker, Mr. Fraser has exercised sound technical and analytical skills to deliver solutions supporting federal, state, and local agencies on schedule and within budget. Recognized as a hands-on manager and team builder, Mr. Fraser inspires exceptionally high levels of performance from within the ASM organization. He also possesses extensive experience in collaborating with multi-disciplinary teams, subcontractors, and other offices. Mr. Fraser provides critical leadership essential to developing and delivering world-class training and information management systems. His experiences coupled with his military service have enabled him to leverage his expertise in the delivery of extraordinary results. Mr. Fraser’s educational credentials include a Bachelor of Science degree from George Mason University in Decision Sciences Management Information Systems, as well as numerous technical and management certifications and professional memberships.
Brian Gallagher Brian Gallagher is senior vice president of Operational Excellence for CACI International Inc., a $3.8 billion information systems solutions and services company. In this role, he is responsible for ensuring that CACI’s processes, methods, and tools enable programs to provide total client satisfaction. Mr. Gallagher is responsible for CACI’s integrated program management and delivery methods, process effectiveness, and continuous improvement initiatives. Prior to this position, Brian was the director of Engineering and Mission Assurance for Northrop Grumman’s Intelligence and Cyber Divisions, where he provided leadership critical to mission success involving engineering, quality assurance, process effectiveness, program execution, and supplier assurance. Mr. Gallagher holds a Master of Science degree in Computer Science and Software Engineering from the Florida Institute of Technology, and a BS Technology degree in Management Information Systems and Management from Peru State University. He is Six Sigma-trained, is certified as a CMMI SCAMPI high maturity lead appraiser, is an associate fellow of AIAA and a member of IEEE, NDIA, and INCOSE, as well as a contributing author and body of knowledge and curriculum contributor to Advance Systems Engineering (www.bkcase.org).
Presenter Bios Hillel Glazer Hillel Glazer is recognized as the worldâ€™s earliest authority on introducing lean and agile concepts into the compliance-driven world. Heâ€™s helped companies of all sizes and industries around the world successfully blend lean and agile concepts with CMMI, ISO 9000, and other regulatory requirements to achieve performance benefits, not just artifacts and certifications. Hillelâ€™s professional passion is to work with companies who are motivated to achieve world-class operations and excellence. He is a special advisor to the Lean Kanban University, a Fellow of the Lean Systems Society, and works with clients to improve performance and reduce uncertainty across the enterprise in the complex operations of their even more complex development efforts. His diverse experience base spans the range of businesses from aerospace and defense to online, mobile, healthcare, financial, insurance, medical, and transportation systems development and support. His Baltimore-based company, Entinex, has a global reach that focuses on generating powerful results for high-performance operations among companies motivated to be lean, agile, and achieve world-class levels of operational excellence. He is an avid pilot, incurable geek, pathetic pianist, and lives in Baltimore with his fabulous wife and four amazing children.
Vinay Gulati Vinay Gulati is senior manager with Accenture and currently the information security lead for the United Kingdom and Ireland. A company expert on transformation, security, and continuity, Vinay is also the founder and chair of the SpinLondon Network. His work is focused on improving business performance, organizational maturity, process capability, reducing costs, and improving productivity. Vinay has worked in innovative ways in large corporate and social entrepreneurial organizations, where he has enjoyed bringing new ideas to fruition.
Chad Haggerty Chad Haggerty is the senior director of Delivery Assurance at Comcast. Chad has over 20 years of experience in product and software development, quality and process management, and customer service management. During his career, he has helped organizations to certify and maintain quality certifications (ISO9000), transition to agile practices, and launched process improvement programs using CMMI, Agile, Lean and Six Sigma. He has a Bachelor of Science degree in Physics from Drexel University. He is a Six Sigma Black Belt, a certified SAFe program consultant, a certified software quality engineer, a certified quality manager, chair of Philly SPIN, and is a senior member of ASQ.
Fred Haigh Fred Haigh provides tactical and strategic consulting to all levels of management from executives to developers, and from the customer through project teams to the end user. He has insight into the challenges faced and solutions needed by organizations both large and small as they mature their product and service development processes, methods, and tools. With over 35 years of experience in software and service development, Mr. Haigh has managed software projects and the development and roll out of process improvement programs and tools. Mr. Haigh has held many technical and management positions in the software development life cycle including business analyst, system architect, database designer, software developer, tester, integrator, technical writer, project manager (PMO), quality assurance manager; software configuration manager (SCM); software engineering process group (SEPG) lead; and manager of process and quality. He managed Network Operations for 10 years including administration of servers, databases, email, telecom systems, LAN and WAN networks internally, with private client networks and internet VPNs. Mr. Haigh has experience in a variety of market sectors including government, the U.S. Department of Defense, nuclear power generation, transportation, health care, telecommunications, and retail operations. His client list includes NASA, the U.S. Navy (SPAWAR), Palmetto GBA (Medicare and Medicaid), AutoTrader.com, Home Depot, Bellsouth, and Cox Communications.
Presenter Bios Barbara Hilden Barbara Hilden has over 28 years of experience in the computer industry. She is a certified SCAMPI High Maturity Lead Appraiser, and a certified CMMI and SEMA Instructor. She has implemented process improvement initiatives at various corporations. Ms. Hilden has led or participated in over 100 formal appraisals as well as numerous other audits and mini-appraisals in a wide variety of organizations from very small companies to large, global organizations. Ms. Hilden has assisted organizations in determining and subsequently implementing effective strategies for process improvement efforts at a wide variety of organizations. She developed and taught a wide variety of engineering and process improvement courses. Ms. Hilden has been responsible for managing systems development programs as a government contractor and led numerous research and development programs. Her work in signal processing led to various innovations, such as pay at the gas pump, and predicting wind shear. Ms. Hilden has published and presented numerous papers and books on management, software engineering and performance improvement. Ms. Hilden is a true pioneer in process improvement, at a very early age, she built prediction models to improve the wait in lift lines and predict avalanche danger at a ski resort. Ms. Hilden has used her experience and natural understanding of math and statistical analysis to help raise the level of her client’s awareness of the importance of monitoring and measuring the effectiveness of the processes they use to run their business. Her knowledge of both the CMMI model and the best practices used in Six Sigma has proven highly valuable to her clients, in knowing why, when and how to measure the effectiveness of processes to increase organizational performance and success. Her understanding of the CMMI High Maturity process areas has proven to be key to the success of many high maturity clients.
Gene Jorgensen Gene Jorgensen is a certified CMMI Institute High Maturity Lead Appraiser for the CMMI-DEV model conducting over 40 formal benchmarking appraisals (SCAMPI A) and numerous ARC Class C and B mini-appraisals. He holds both BS and MS degrees from University of Minnesota, MN. Mr. Jorgensen has accrued nearly 17 years knowledge working with the SW-CMM and CMMI model frameworks as a Principal Process Improvement Consultant and a Lead Appraiser for DoD, civil government agencies and commercial organizations at all levels of CMMI-DEV maturity. More notably his assignments included practical process improvement action planning, organization standard process and policy development, conducting all classes of appraisals and supporting process action teams. With this experience he was the manager of his prior company’s consulting assets for Initiating and Managing Process Improvement as well as authoring CMMI related process and appraisal guidebooks. He also mentored and officially observed co-worker candidates in achieving certified SW-CMM and CMMI Lead Appraiser status. In addition, for a prior commercial company he was on their process management council and supported ISO 9000 and Malcolm Baldrige process framework activities.
Bela Joshi Bela Joshi has over 25 years of industry experience in software development, project and program management, and process improvement. Her work experience in the total life cycle of software products and services spans both the private and public sectors. As a software engineer, her team has produced software products for commercial clients such as U.S. Airways, the New York Times and Wells Fargo; as well as government agencies such as the U.S. Naval Air Systems Command and U.S. Navy Warfare Development Command (NWDC). Bela is employed as a senior principal at Alion Science and Technology and is an active member of the Engineering Process Group (EPG). She was a key player in helping Alion to achieve CMMI-DEV ML3 in 2007. As an EPG member, she helps software teams to achieve higher maturity in an agile environment. She has supported multiple SCAMPI appraisals, both in a preparation role as well as SCAMPI A team member. Currently, she serves as the process improvement lead at NWDC, where she is directly responsible for the organization’s move toward CMMI-SVC ML3. Bela’s formal education includes a degree in Electrical Engineering and a PhD in Operations Research. In addition, she has certifications in CMMI, Lean Six Sigma, and is a project management professional.
Presenter Bios Paul Kimmerly Paul Kimmerly worked 25 years for the different incarnations of the United States Marine Corps Technology Services Organization (USMC TSO). He started an 18-36 month assignment on the organization’s Software Engineering Process Group (SEPG) in June 1993. The assignment lasted 18 years until he retired in July 2011. He spent the last 16 years as the SEPG lead. He helped parts of the TSO achieve CMM level 4 and CMMI ML3. He also assisted other Marine Corps organizations and parts of the Defense Finance and Accounting Service (DFAS) in their process improvement efforts. Paul is a certified HMLA and CMMI instructor for the CMMI for Development and the CMMI for Acquisition. He works as an independent contractor with the CMMI Institute teaching and observing candidate lead appraisers and instructors. He is also a member of the editorial board for CROSSTALK magazine. He has presented at past SEPG conferences and contributed several articles on process improvement to CROSSTALK. The articles cover topics including organizational change, management’s role in process improvement, and high maturity concepts. Since retiring from government service, Paul continues to work with clients in government and private industry as part of Double Play Process Diagnostics Inc.
Francine Klein Francine Klein has over 18 years of experience in process improvement, project management, and information technology. Francine has been a presenter many times at the SEPG Conferences. Currently, she is responsible for the implementation of CMMI for Development and Services Level 5 practices for the HPES US Public Sector contracts. Francine has consulted on creating and implementing CMMI processes for 13 years both internal and external to HP. She received a BS and BA in Finance & Marketing from the University of Denver.
Alok Kumar Alok is a senior process consultant with Tata Consultancy Services. Alok has over 13 years of experience in process consulting, software development and project management. During his tenure in TCS, Alok has consulted with multiple large organizations in telecommunications, retail, pharmaceuticals, and finance across Europe and the U.S. He has helped organizations to define and deploy CMMI, ITIL, and Agile processes. He has a BS degree in Electrical Engineering and a post-graduate diploma in Information Technology Management. He is a certified Scrum master, a SAFe agilist, and is certified in ITIL V3.
Richard Lea When Richard Lea founded the business process management group at DSS, Inc., a healthcare IT solutions software development company, their success was threatened from aggressive expansion. By leveraging his unique blend of talents from his customer service, military, operations, entrepreneurial, and networking experiences, Richard created a group that enabled DSS to handle their accelerated growth. Since then, Richard has turned his group into welcomed problem solvers that bring benefits to other departments and to the organization. Richard Lea has been a PMI-certified project management professional (PMP) since 2008. Prior to earning his PMP, Richard spent ten years developing his project management skills working for diverse clients including Alamo, Baptist Medical Center, Blockbuster, and Franklin-Templeton. Much of Richard’s expertise comes from his formal training in CMMI, ITIL, Lean-Agile, Lean Six Sigma, and PMI-ACP. Richard’s experience in both military and retail operations give him insight into how workflows should function regardless of the topic. (His roots in the military tie him to DSS, Inc.’s biggest client—the VA.) His years on the help desk and rise to director of Support at DSS, Inc. drive him to treat everyone as a customer and ensure that they are satisfied with their services. And, Richard’s entrepreneurial spirit helps him to quickly identify a clear, common sense path void of bureaucracy and red tape. Richard has spent most of his personal time volunteering for Honor Flights, Boy Scouts of America, Knights of Columbus, American Legion, and numerous athletic organizations to support his children. Richard tackles every challenge, at work and at home, with enthusiasm, creativity, and passion.
Presenter Bios Dan Luttrell Dan Luttrell is a process assurance manager for Northrop Grumman Information Systems Sector’s Defense Systems Division. He is a certified high maturity lead appraiser for the CMMI for Development and Acquisition models and a Six Sigma Black Belt. With over forty years of experience, Dan has held positions as a software engineer, systems engineer, process engineer, and program manager in a variety of product development and acquisition organizations including engineering services, semiconductors, satellites, communications, command, and control systems.
John Maher In the ten years John Maher worked at the SEI, he started and managed the SEI’s practice in organizational change, helped numerous clients to implement process improvement at the ground level, co-developed the IDEAL model, and served as the SEI’s quality director. John also served as the inaugural chair for the SEI Partner Network Advisory Board, and has been active in the CMMI community for two decades. He currently works for Tata Consultancy Services as a senior consultant and global head of Competency Development for the IT Process and Service Management practice. He is a SCAMPI lead appraiser and CMMI instructor, a certified Scrum master and SAFe program consultant, and has been a regular speaker at SEPG conferences throughout its history.
Michael McCulley Michael McCulley is currently an executive consultant and quality assurance manager for CGI Federal in Baltimore, MD serving the Centers for Medicare and Medicaid Services. He holds an MBA in Healthcare Management and serves as an adjunct instructor at West Virginia Northern Community College, where he was previously presented the Distinguished Alumni Award, and now serves as the Alumni Association vice president. Michael’s process experience dates back to the CMM era when he worked for ACS (now Xerox) to implement the CMM on several projects. Michael served as the Process Facilitator and internal CMMI expert (Certified CMMI Instructor) for CGI’s Health & Compliance Programs (HCP) ML5 effort, working closely with a master Six Sigma Black Belt, master statistician, and several quality engineers and practitioners to attain a successful implementation. CGI’s HCP became the 10th organization in the United States to be recognized as performing at ML5 under CMMI for Development V1.3.
Paul McMahon Paul E. McMahon, principal, PEM Systems, helps large and small organizations improve their development and management processes and move toward increased agility and process maturity. Paul provides project management and software development coaching services using recognized industry best practices. Often, the efforts where Paul’s services are called upon include large projects involving multiple contractors spread across multiple development locations. He also helps smaller organizations (50-150 people) to improve their software development and project management practices. Paul takes a hands-on approach working directly with his clients delivering tailored workshops and providing direct individual coaching as situations dictate. Paul is a certified Scrum master and a certified Lean Six Sigma Black Belt. Prior to his independent work, Paul acquired 24 years of experience as a software developer, project manager, and internal company coach working for Link Simulation and Lockheed Martin. Paul is also a senior consulting partner at Software Quality Center LLC, an SEI and CMMI Institute Partner Organization, and an associate consultant for Ivar Jacobson International, where he assists organizations in agile transformations.He has taught Software Engineering at Binghamton University, the State University of New York, and published more than 45 articles. Paul is the author of two books. Paul holds a Bachelor of Arts degree, magna cum laude, in Mathematics from the University of Scranton, and a Master of Arts degree in Mathematics from Binghamton University.
Presenter Bios Melanie Mecca Melanie Mecca is the CMMI Institute’s Product Manager for the Data Management Maturity (DMM) Model, leading the development for DMM 1.0, and has been a primary author for the DMM since its inception. She secured corporate sponsorship funding and created the methodology used for DMM assessments. Previously, she was Program Manager for an Enterprise-level group for Data Architecture and Data Management, leading DMM Assessments and data strategies, and managing engagements to design enterprise data architectures, enterprise data models, master data hubs, data warehouse components, and shared data services. She has architected and implemented broad enterprise-wide data management improvement programs. At a recent health industry analytics conference, she led executive data management discussions based on the DMM.
SuZ Miller SuZ Miller is a principal researcher in the Client Technical Solutions Directorate at Carnegie Mellon University’s Software Engineering Institute. Her current research focuses on the adoption barriers faced by highly regulated organizations (like U.S. government organizations) that are taking up Agile and lean principles. While at the SEI, she has also researched systems of systems governance issues, technology transition, and process improvement–particularly development and implementation of CMM types of models– and co-authored CMMI Survival Guide: Just Enough Process Improvement, which provides methods and decision approaches for organizational improvement. She spent 12 years before the SEI in multiple technology insertion, quality engineering, and improvement-related roles at Lockheed Missile and Space.
Judah Mogilensky Judah Mogilensky is a globally recognized expert in the field of process improvement and organizational change. He is an owner and partner for Process Enhancement Partners, Inc., together with Mark Rabideau. Judah is certified by the CMMI Institute to lead SCAMPI appraisals (Classes A, B, and C) for CMMI-DEV, for CMMI-SVC, and for the People Capability Maturity Model (People CMM), including high maturity certification. Additionally, he is authorized by the CMMI Institute to teach its Introduction to CMMI course (both DEV and SVC) and the Introduction to People CMM course. Judah completed training at the Satir Institute of the Southeast (SIS) in applying the techniques and approaches of Virginia Satir to issues of organizational change and group dynamics. He works with clients throughout the U.S., Europe, and Asia, as a consultant, trainer, appraisal team leader, and mentor. Judah also serves as an independent consultant (formerly, visiting scientist), originally at the SEI and now at the CMMI Institute. He has been directly involved in the development of the Introduction to CMMI-SVC course, and in the revision of the older Introduction to CMMI-DEV course to follow the learner-centered principles used to build the Services course. Judah has also served as an observer of candidate CMMI-SVC instructors, an observer of candidate SCAMPI lead appraisers, as an examiner for SCAMPI High Maturity Certification. Judah, along with Jonathan Addelston, founded the Washington D. C. area Software Process Improvement Network (SPIN). This was the first SPIN ever established, and its success has led to additional SPIN groups being established in cities across the United States and around the world.
Joanne Molesky Joanne Molesky is a principal associate with ThoughtWorks, a global company that is devoted to the art and science of delivering custom software. Joanne’s professional passion is for finding practical ways to improve processes in IT by providing enough control to give visibility and transparency into what is happening without bogging teams down in unnecessary activities that waste time and provide no value for stakeholders. She has worked many years in the trenches of IT—as a business analyst, technical writer, quality assurance analyst, and a governance, risk, and compliance analyst. Before her career in IT, she was a registered dietitian, where she learned the importance of standards, process, control, and professionalism when lives are on the line.
Presenter Bios Boris Mutafelija Boris Mutafelija has over 30 years of information technology experience, as an engineer, software professional, and manager. Boris is certified by the CMMI Institute as a Lead Appraiser for performing the SCAMPI appraisals based on both CMMI for Development and CMMI for Services. He holds Dipl. Ing. degree in Electrical Engineering from the University of Zagreb, Croatia and the MA degree in Applied Mathematics from the University of Pittsburgh, PA. As a consultant Boris led several organizations in reaching higher process maturity levels. He developed process architectures, worked on establishing process frameworks for efficient process improvement, and taught, tutored, mentored, and consulted many teams in process improvement. His process improvement interests include process frameworks, enterprise aspects of process engineering and improvement, measurements, statistical process control – and using multiple frameworks in developing effective and efficient process improvement approaches. In addition to his experience in CMMIs he is familiar with several process standards, such as ISO, Enterprise SPICE, etc., and methods, such as Six Sigma, Lean, Agile, ITIL v3, etc. Boris is co-author of the book “Systematic Process Improvement using ISO 9001:2000 and the CMMISM“, Artech House, March 2003, ISBN: 1580534872 and “Process Improvement with CMMI v1.2 and ISO standards”, Auerbach Publications, November 2008, ISBN: 1420052837. He also coauthored over 30 papers and is the co-inventor of three US Patents.
Raghavan Nandyal Raghavan S. Nandyal is the founder and CEO of SITARA Technologies, a company with core competencies in strategic management consulting and High Maturity process appraisals. He held several software and management positions ranging from a software engineer to chief process and quality officer with leading multinationals before founding SITARA Technologies. He has been in the high maturity field for the most part of his career, which started with Motorola India Electronics Pvt. Ltd., a company credited with being among the first CMM level 5 organizations in the world. Raghav is among the few certified high maturity lead appraisers of the CMMI Institute who can lead SCAMPI appraisals on all three constellations of the CMMI and the People-CMM. He has the rare distinction of being a CMMI Institute-certified instructor for the Introduction to CMMI (Development & Services constellations), Acquisition and Services Supplements, and Introduction to the People CMM courses. As a practicing Six Sigma Black Belt, Raghav has been a prime consultant, coach, and an appraiser on CMMI and People-CMM-based process improvement initiatives in leading multinationals worldwide. A prolific author, Raghav has published a number of technical papers in international conferences, and is the author of five books published by McGraw Hill Education.
Heather Oppenheimer Heather Oppenheimer is a senior partner in Oppenheimer Partners, LLC. She is a certified Scrum master, CMMI instructor, and SCAMPI lead appraiser, with more than 25 years of direct experience in all areas of product development, service delivery, and software engineering, as well as process improvement. As an independent contractor for SEI and the CMMI Institute, she led the team that developed the new Intermediate Concepts of CMMI course as well as being a member of the team that developed the Essential Service Practices and Development Supplement courses. Previously, she was a distinguished member of technical staff in Bell Laboratories. She has worked both with large globally distributed development projects and small service delivery and embedded software development organizations, applying agile methodologies along with the CMMI model for lightweight, but robust processes. She has co-chaired workshops for the International Conference on Systems Engineering, reviews software engineering journals, and referees grants for the Natural Sciences and Engineering Research Council of Canada. Heather guides clients in using techniques and methods borrowed from software architecture best practices to design and build a process solution that works for them. She believes process improvement is only worth doing if it adds business value rather than overhead.
Presenter Bios Pat O’Toole Pat O’Toole is the principal consultant at Process Assessment, Consulting & Training (PACT). He is one of the most active CMMI Institute-certified SCAMPI high maturity lead appraisers, and enjoys leading appraisals spanning all maturity levels. Pat is a certified instructor for the “Intro to CMMIDEV” and “Intro to CMMI-SVC” courses and has taught these courses more than 80 times. Pat provides services as a consultant to the CMMI Institute and, as such, has taught the “Intermediate Concepts of the CMMI” course, the “CMMI Instructor” course, and has observed more than 14 “Intro to CMMI” candidate instructors. Pat also co-teaches a course in the University of Minnesota’s Master of Science in Software Engineering degree program. In addition to his popular “Do’s and Don’ts” articles, Pat facilitates ATLAS (ask the lead appraisers), an email forum that poses model interpretation questions to the CMMI Institute-certified community, and then compiles and publishes the results. With over 30 years of software development, project management, and consulting experience, Pat works with all levels of management, EPGs, and process action teams in establishing, evaluating, and sustaining their performance improvement initiatives. He is a popular instructor who supplements standard training material with a vast array of case studies and humorous examples.
Peter Panholzer Peter Panholzer holds a Master of Science degree in Secure Information Systems, and is co-founder of the security consulting company Limes Security. He has a longstanding experience with secure software development, mainly in industrial organizations. He also shared his knowledge as a lecturer at the University of Applied Sciences Hagenberg, Austria and regularly gives talks on various topics in the field of cyber security. Peter is a hacker that wants to share his deep knowledge about security attacks and defenses with the process improvement community. His goal is to help development organizations building up their own security capabilities and creating products that are more resilient. He is one of the main contributors to Security by Design with CMMI for Development V1.3 (previously +SECURE), a model that helps building up an organization that is able to develop secure products.
M. Lynn Penn As director of Strategic Process Engineering, at Lockheed Martin Corporation, Information Systems & Global Solutions (IS&GS), Lynn Penn oversees policies and process command media, process compliance via audits and process improvement activities. She develops and manages compliance to multiple process methodologies including CMMI-DEV, CMMI-SVC, RMM, Lean Six Sigma, Agile, ISO 9001/AS9100, ISO 20000, and ISO 27001. Software Engineering Institute (SEI) Capability Maturity Model (CMM) involvement began with version 1.0 and has progressed to the current CMMI V1.3. She has participated in multiple formal SPAs, CBA IPIs, assessments using the acquisition model, risk evaluations and supported multiple software capability evaluations per V1, V2, and V3. She has supported multiple assessments using both CMMI-DEV and CMMI-SVC. She is currently certified as a CMMI instructor and a SCAMPI B and SCAMPI C team lead and an SEI and CMMI Institute affiliate. She was the industry lead for the CMMI V1.3 model release team. Lynn has a Bachelor of Science degree in Mathematics from Villanova University, and she has done graduate studies in Computer Science and Management Information Systems. She is a certified ISO 9000 internal auditor at Lockheed Martin. She is also a certified Green Belt and Black Belt in Six Sigma and Lean techniques. She has published a book CMMI and Six Sigma: Partners in Process Improvement.
Presenter Bios Madhumita Poddar Sen Madhumita Poddar Sen presently works in IBM Global Services as a senior global quality leader in Globally Integrated Capability (GIC) Organization—as Delivery Management—CMMI & Metrics Program manager. Her key responsibilities include improving integration & establishing the consistent organization level behaviors, delivery performance across all 8 delivery centers i.e., India, China, Philippines, Egypt, Brazil, Mexico, ROCEB (Romanian; Slovakia, Lithuania, Poland & Latvia). She has successfully completed 21 years in SW development engineering and project management, estimation modeling & competency, proposal development, quality re-engineering, service delivery excellence and process improvement field and extensive experience in SW CMM, P-CMM, and CMMI appraisals. Presently she is working as a program manager in the IBM delivery excellence group and her present role is leading the IBM globally integrated delivery (GID) team as a service excellence, CMMI & metrics leader. She is a SEI certified CMMI high maturity lead appraiser & was an IBM sponsored SEI research affiliate. An experienced IT & process consultant with varied experiences combined with global experiences in India, the U.S., Latin America , the UK, Dublin, Canada, Japan, China, Romania, Egypt, Philippines, Singapore, Malaysia, Thailand and various other ASEAN and SA countries, driving software process and operational excellence software services businesses from the inception stage.
Neil Potter Neil Potter is co-founder of The Process Group, a company formed in 1990 that consults on process improvement, CMMI, Scrum, software engineering, and project management. He has 28 years of experience in software and process engineering. Neil is a CMMI Institute-certified lead appraiser for SCAMPI appraisals, Intro to CMMI instructor (development and services), Six Sigma Green Belt, and certified Scrum master. He has a Bachelor of Science degree in Computer Science from the University of Essex (UK) and is the co-author of Making Process Improvement Work – A Concise Action Guide for Software Managers and Practitioners, Addison-Wesley (2002), and Making Process Improvement Work for Service Organizations, Addison-Wesley (2012).
Luisa Recalcati Luisa Recalcati is a technology executive with proven success directing high profile programs. She is experienced in data management and enterprise architecture, web application, CRM, asset reusability, transaction processing, E-commerce, and advanced metadata repository. She has a consistent history of developing innovative solutions that enable business growth. She is experienced at leading top-performing teams in application and system integration, design, and development. She joined Microsoft in 2007 and currently works in the Microsoft IT department as an enterprise architect. In this capacity she leads the Integrated Data Management initiative, to match business velocity by providing a fast and consistent view of Microsoft core data across businesses. She drove the integrated data management capability strategy and execution plans by leveraging the Data Management Maturity Model Assessment. Previous roles: chief data architect for Washington Mutual, chief technology officer for SmartContractor, an internet startup company in Seattle. At WaMu, she defined enterprise-wide standards and repeatable processes to ensure compliance with Basel II and SOX requirements. She directed design and delivery of a metadata repository for consumer lending. At SmartContractor, she directed the product development and coordinated integration of the integrated portal s tools from procurement, to reporting systems. As a member of the executive team, she negotiated with technology and business partners to acquire capital to fund the software development work.
Presenter Bios Stan Rifkin Dr. Stan Rifkin has a long history of accomplishments working with organizations to improve the ways they manage and create knowledge. His focus has been on accelerating the adoption of best practices, translating them into actual practice. He has been active in the SEPG movement and community, having been the co-author of the SEI’s SEPG Guide, an initiator of software process improvement network (SPIN) chapters, and a regular contributor to SEPG conferences.
Kristine Roberts Employed by Schneider Electric as a global project manager, Kristine Roberts has over 25 years of project management experience covering a variety of industries. She is passionate about both the art of project management and the science. This made it a natural fit for Kris to take on the role of global project manager for the implementation of a quality managements based on CMMI at Schneider Electric in a department with over 175 resources. Kris received her PMP in 2003 and has served on the board for the SNEC PMI chapter. She has been at Schneider Electric for over 4 years managing projects virtually.
Michael Robillard Michael Robillard’s career in commercial software development spans more than 20 years and includes a variety of roles: software developer, software architect, systems analyst, and positions in management, leadership, and process improvement. He is currently a director of Product Development Standards with McKesson Corporation as part of a team responsible for providing business performance consulting services to McKesson business units using a collection of tools covering CMMI for Development and Services, organizational culture assessment, and Lean Kanban principles. Michael’s particular areas of focus include the Kanban method of software development and change management, Lean software development principles, and organizational psychology. He is a certified Scrum master (Scrum Alliance), Kanban coach professional (Lean Kanban University), and SCAMPI lead appraiser candidate (CMMI Institute). In addition, Michael is currently completing a Master of Science degree in Industrial & Organizational Psychology at Colorado State University, participating on the 2013 SEPG Program Committee, and chairing the Kanban Coach Professional Advisory Board for Lean Kanban University.
Winfried Russwurm Winfried Russwurm is a principal process consultant at Siemens AG. He is a certified Introduction to CMMI instructor and SCAMPI lead appraiser. He holds a PhD in Physics from University of Regensburg (Germany). He has 25 years of experience in engineering (both hardware and software) and 18 years in project management. For more than 17 years now, he has been doing process improvement projects and process analysis (assessments, appraisals) inside and outside of the Siemens company in the product development domain for a broad range of businesses (e.g., automotive, banking, rail, automation, health, and energy). He has worldwide experience, has done around 100 process analyses, has contributed to books, written numerous articles, and provided conference contributions. He coordinated the German translation of CMMI-DEV. Recently, he grew more into security and multi-model topics and other development related areas. He is one of the main contributors to the recently published CMMI Institute technical note Security by Design with CMMI for Development, Version 1.3, An Application Guide for Improving Processes for Secure Products.
Presenter Bios John Ryskowski John Ryskowski has been appraising process capabilities since 1989 both in the US and abroad. His process experience spans military, commercial, “small, l” and service organization applications. He has been responsible for hands-on process improvement efforts at the organization and corporate levels and led many level 2, level 3, level 4, and level 5 appraisals. Some of the locations include India, Finland, and various locations in China. John is a certified high maturity (DEV/ACQ/ SVC) lead appraiser and a CMMI Institute partner. John is fascinated with how organizations work, what makes them tick, getting to know the unwritten rules and social norms. This understanding is absolutely necessary to ensure that their process solutions fit like a glove, with no wasted energy, and positive benefits. This is not to imply that process improvement is easy, it isn’t, even under the best of circumstances. The start-up is always overwhelming, and somewhat confusing, but it all irons out with hard work and the proper support.
Barry Schrimsher An extroverted introvert seeking wisdom, adventure, friendship, and to leave the world a better place for our children, Barry Schrimsher founded GlenTalon Consulting in 2001 with the simple premise that our mission is your success. Starting professional life with NASA and the Air Force as an electrical and computer engineer, he’s still not sure where things went wrong. Somehow he wound up in the software world, managing the acquisition of major, software intensive systems…including really, really cool things like the Global Positioning System satellites and ground stations that helped your phone or car get you here today. Eventually the Air Force made him an acquisition corps instructor, influencing thousands of his peers. Supposedly he was teaching the fundamentals of risk management, contract management, systems engineering, and computer resource acquisition (hardware and software and embedded systems)…in reality he was warping the very space/time fabric of the universe. Um, ok, maybe not. Ultimately he left active duty for the Reserves, where today he tries to influence positive change and convince all the super sharp junior officers that rank times intelligence does not equal a constant. For several years he helped the Software Engineering Institute with their Federal customers as a Visiting Scientist. He worked with various Defense Agencies, their CIO shops, and others, bringing to bear the best practices of all the CMMI models along with ITIL v3, ISO 9000, ISO 20000, ESO 12345, EIEIO 8675309, and multiple management BSOs (Bright, Shiny Objects). Along the way he also worked with quite a few defense contractors, both large and small; an investment bank; a multinational software house with shrink-wrapped CAD software; and several non-profits as their process consultant, organizational change management agent, mentor, trainer, governor, lead appraiser, and designated scapegoat (blame me and get over it!).
Steve Seligson Steve Seligson is a program director and SEPG leader with Compuware Corporation. He recently led Compuware through a multi-year process improvement program that included the achievement of CMMI ML3 for Compuware’s Professional Services Division. Steve has over 30 years of experience in the automotive and health care sectors, leading technical programs for General Motors, the State of Michigan, and Blue Cross Blue Shield of Michigan.
Presenter Bios Prasanth Shanthakumaran Prasanth Shanthakumaran has over 19 years of work experience in the consulting and information technology sector. Currently, he is a director with KPMG and manages the International Consulting Division for Business Excellence Practice. The practice provides advisory services to over 300 clients globally in over 25 countries in both model and non-model based process improvement to address business challenges. KPMG is a global firm providing services in audit, tax, and advisory with over 150,000 employees in 157 counties. Prior to joining KPMG, he was the vice president of Mahindra Satyam, a leading IT services organization. He was based out of the UK for over eight years to initially head the Consulting Division for EMEA region and later to lead the IT initiatives in telecommunications and the media sector for UK and Ireland. His initial stint in the firm involved consulting engagements for Japanese firms while being based out of Tokyo. He was also head of SQAG at Cognizant Technology and led the process improvement function for Technology at Ramco Systems. Prasanth has authored multiple papers on strategic planning and process improvement including an award-winning paper selected on the topic Audit Planning to Process Improvement â€“ an Automated Journey.
Michele Shaw Michele Shaw has over 30 years of practical experience with business lifecycle processes including software and service development, project management, quality assurance, and client support. At the Fraunhofer Center for Experimental Software Engineering, Maryland she assists organizations in industry and government with improving their business through process improvement initiatives using various reference models. Michele has hands-on implementation experience with ISO and CMMI including high maturity compliant practices. She has Bachelor of Science degree in Business Administration and a Master of Science degree in Applied Behavioral Science from the Johns Hopkins University.
Alexander Stall Alexander Stall is the CMMI Practice Leader at the CMMI Institute providing training, consulting, and appraisal support for clients around the world. Alex also provides technical expertise to CMMI Instituteâ€™s SCAMPI Operations group, and is involved in product development and maintenance projects. He is a certified High Maturity Lead Appraiser and CMMI Instructor. With over 25 years experience, he has hands-on and consulting experience across the systems development, service, and acquisition life cycles. He has worked in both the public and private sectors. As a Process Improvement specialist, he has worked in and led efforts for process development, deployment, implementation, and appraisal. He currently works with numerous commercial and government organizations to implement a variety of models and standards.
Mark Stein Mark Stein has over 20 years of experience in the design, development, implementation, and management of web sites and web-based applications. He has participated in all phases of the software development life cycle, including planning, resource allocation, requirements definition, development, testing, and deployment. He also has over 10 years of experience in relational database design and streamlining. Additionally, Mr. Stein has an extensive background in computer graphics and user interface design. Mr. Stein also has over 2 years of experience in process improvement, including involvement in his companyâ€™s Organizational Process Group, and participation in CMMI high maturity appraisals.
Presenter Bios Richard Swensen Richard Swensen is the director of process improvement at Pragmatics, Inc. and manages its Quality and Performance Excellence programs. Swensen joined Pragmatics in 2008 and subsequently reorganized the Engineering Process Group leading the effort to completely rebuild the company’s process infrastructure. This included developing a process architecture to sustain all levels of the CMMI-DEV. In June 2010, Swensen facilitated a SCAMPI A that appraised and rated Pragmatics at Level 3 of the CMMI-DEV, Version 1.2. As part of Pragmatics’ Performance Excellence program, Swensen sponsored training in Lean Six Sigma and high maturity practices. Swensen’s team applied these principles to Pragmatic Agility, the Pragmatics Agile practice that has been in place since 2004. Focusing on the business objective of customer satisfaction through quality, Swensen guided Pragmatics Agile practitioners in statistically managing sub-processes for defect removal, such as test driven development and peer reviews. By calibrating data cycles to Agile Sprints, Swensen was able to develop process performance baselines and models that enabled Pragmatics project managers to statistically manage the effectiveness of defect removal. In March 2012, Swensen facilitated a SCAMPI A that appraised and rated Pragmatics’ Agile Software Development Center at Level 5 of the CMMI-DEV, Version 1.3. In addition to the CMMI-DEV framework, Swensen manages Pragmatics’ quality programs using ISO 9001, ISO/IEC 20000-1, and ISO/IEC 27001. Swensen was a senior process improvement engineer at the Systems and Software Consortium (SSCI) from 2005 to 2008.
Richard Turner Dr. Richard Turner has over thirty years of experience in systems, software and acquisition engineering. He developed and acquired software in the private and public sectors and consulted for government and commercial organizations. He is currently a distinguished service professor at the Stevens Institute of Technology in Hoboken, New Jersey. A core member of the author team for the first version of CMMI, Dr. Turner is now active in the Agile, Lean and Kanban communities. He is also an author of the IEEE Computer Society and PMI Software Extension for the Guide to the PMBOK. Dr. Turner’s current research includes using Kanban and service concepts to transform systems engineering and applying lean and complexity concepts to critical system development and acquisition.
Paul van den Heuvel Paul van den Heuvel is senior manager in Accenture’s Technology Solutions practice. An expert in Service Delivery Management, Paul leads the Accenture Delivery Centre in the Netherlands. He was previously involved in various roles in Accenture’s CMMI journey in The Netherlands since the start of that effort in 2005. Prior to his role in Service Delivery Management, Paul worked on designing and implementing large IT systems at clients in the products and resources industries.
Thank you to our program commitee! Jeff Dalton Bill Deibler Capri Dye Pat O’Toole 41
Michael Robillard John Ryskowski Prasanth Shanthakumaran
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SEPG North America 2013: The CMMI Conference is the official conference of the CMMI Institute. This conference has been made possible thanks to the help of many dedicated volunteers and staff. We are deeply grateful to work with this community committed to excellence in performance and service. We look forward to seeing you next year and learning from how youâ€™ve used CMMI to deliver results!
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Tuesday, October 1 7:00 - 9:00 AM: 9:00 - 10:30 AM: 10:30 - 11:00 AM: 11:00 AM - Noon: 12:00 - 1:15 PM: 1:15 - 2:45 PM: 2:45 - 3:30 PM: 3:30 - 5:00 PM: 6:00 - 8:30 PM:
Registration Plenary Session 1 Exhibitor Hall Grand Opening Breakout Session A Lunch Breakout Session B Catered Break Breakout Session C Conference Reception (ON A BOAT!)
Wednesday, October 2 8:00 - 9:00 AM: 9:00 - 10:00 AM: 10:00 - 10:30 AM: 10:30 AM - Noon: 12:00 - 1:15 PM: 1:15 - 2:15 PM: 2:15- 2:30 PM: 2:30 - 3:30 PM: 3:30 - 3:45 PM: 3:45 - 5:00 PM:
Breakfast Plenary Session 2 Break Breakout Session D Lunch Breakout Session E Break Breakout Session F Catered Break Plenary Session 3
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