ICSPI 2006

The Third International Conference on
Software Process Improvement

April 3 - 7, 2006
Orlando, FL

Mark your calendar and do not miss this remarkable event

 

 

 

Below is a list of presentations that will be given during the two day conference of ICSPI (April 4&5th, 2006). To view a presentations outline; click on the presentations title.

Tuesday, April 4, 2006

7:00
-
8:00
Registration
&
Continental Breakfast
8:00
-
8:15
Opening Remarks:
Dr. Magdy Hanna
Conference Chair
8:15
-
9:15
Keynote:
Rules of Engagement: Getting Past the Rhetoric to Truly Effective Software Process Improvement
Kevin Weiss
CEO of The Capability Group & Philip Crosby Associates
  SPI Quality Management CMM/CMMI Project
Management
Assessments Measurements
9:30
-
10:30
Process Improvement - An Effective Converged Release Management in Diverged Applications and Environements
Renuka Devadason
Fidelity Investments
Using Object-oriented Metrics To Improve Software Development
Andy Cobb
Instructor, Univeristy of Louisville
CMM/CMMI Process Improvement and Results - A Global Corporation Perspective
Ron Weidemann
NCR Corporation
How to Work with Geographically-Diverse Teams
Bob Reed
Synopsys, Inc.
Wasted Days and Wasted Nights: Leveraging Your Appraisal Teams as a Resource
Tim Davis
Raytheon Missle Systems
Choose Your Measures Wisely: A Case Study Using GQ(I)M
Feno Monaco & Teresita Ignacio
Allstate Insurance Company
10:45
-
11:45
Optimized Implementation Methodology (OIM)
Kulpreet Singh Nanda & Anand Paropkari
Patni Computer Systems Inc.
FEATURE PRESENTATION
Manage By Process, Manage By Fact

Dr. Rebecca
Staton-Reinstein

Advantage Leadership Corporation
Roadmap for Effective Implementation of CMMI
Diane M. Burwick
Business Process Solutions
The Cost of Quality and the Individual Contributor
Maude Harris
Intuit Inc.
Comparative Study of Internal and External Assessments
Sreesha Sanne & Vinayak Guttal
Satyam Computer Services Ltd.
Software Quality Metric for Complex Systems
Evelyn F. Moritz
Avaya
11:45
-
12:30
Visit Exhibit
&
Vendor Presentations
12:30
-
1:30
Lunch
&
Discussion Groups
  SPI Quality
Management
CMM/CMMI Project
Management
Assessments Measurements
1:30
-
2:30
Software Configuration Management – A Challenge in Multi-site Delivery Model.
Sreesha Sanne
&
PN Murphy

A Software Development Process to Successfully Implement COTS Enhancements
Charles Schiano
A Communications-Driven Approach to Implementing CMMI
Shawn Presson
Apogen Services, LLC
Leverage Earned Value Management with Function Point Analysis
Ian Brown
Booz Allen Hamilton
What Goes on Behind Closed Doors - How to get the Appraisal Team to Say Yes
Tim Davis &
Tom Lienhard

Raytheon Missile Systems
Help IT Demonstrate its Value: Measurement for Performance and Value
Clyneice Chaney
Project Performance Corporation
2:45
-
3:45
Continuous Improvement, Make it Visible!
Ben Linders
Ericsson Telecommunicatie B. V.
Building a House
of Quality

Jeff Fiebrich
Support the CMMI Initiatives with Well Designed Measurement Constructs
Agnes E. Nanu
Booz Allen Hamilton
"PROSO - Project Schedule Optimization" Model using Empirical Methods: Breakthrough in Stakeholders' Expectation Management
Anoop Kumar
Infosys Technologies Ltd.
Steering Agility: Detecting, Understanding and Correcting Agile Process "Smells"
Wayne Allen
Metrics and SPC Analysis Techniques that Really Help in Quantitative Project Management
Dr Kanhaiya Jethani
Tata Consultancy Services
4:00
-
5:00
Successfully Implementing and Improving Processes in a Dynamic, Consensus-Driven Software Organization
Bob Reed
Synopsys, Inc.
Mission Assurance in the Operational Environment - A Case Study
Ronda R. Henning
Harris Corporation
Challenges in CMM/CMMI Implementation - An Experience Sharing
Raghavan M
Aztec Software & Technology Services Limited
Improved Estimation and Measurement for Better Project Management
Diane M. Burwick
Used Cars and Lead Appraisers - Lessons Learned
Tim Davis
Raytheon Missle Systems
Practical Examples: Using Metrics Trend for Process Improvement
Deborah Devadason
Satyam Computer Services Ltd.
5:00
-
6:30
Conference Reception

 

Wednesday, April 5, 2006
7:00
-
8:00
Registration
&
Continental Breakfast
8:00
-
8:15
Opening Remarks:
Dr. Magdy Hanna
Conference Chair
8:15
-
9:15
Keynote:
Executive Eye: What Does CMMI Level 5 Mean for the CIO
Venguswamy Ramaswamy
Director of Sales and Delivery for the Global Consulting Practice at Tata Consultancy Services
  SPI Quality Management I Quality
Management II
Project
Management
Agile/Lean
Approaches
Measurements
9:30
-
10:30
A Practical Approach to Process Improvement
Robert Fantina
NorthwesTel, Inc.
Me Facilitate the Session: Fundamentals of Meeting Facilitation
Clyneice Chaney
Project Performance Corporation

Importance of Inspections in Outsourced Programming
Jeffrey McArthur
JSM Software
Software Estimation Process Deployment - Journey from "Guts Estimate" to Using Formal Models
Ashish Saxena
& Jesse DeGuzman

TCSL
Managing Agile Requirements
Wayne Allen
Corillian Corporation
Metrics as an Early-Warning System for Software Development Projects
Willy Druyts
AGFA
10:45
-
11:45
Staying On the Road to Maturity
Bob Pierce
&
Barbara Dreon

Northrop Grumman Corporation
One NASA: Sharing Knowledge through an Agency-wide Process Asset Library (PAL)
Baraka J. Truss
NASA, Marshall Space Flight Center
Lessons Learned from Deploying an Automated Organizational Standard Process System
Kim Genberg
& Tim Taylor

Booz Allen Hamilton
Project Managers Don't Speak Lines of Code
Feno Monaco
&
Teresita Ignacio

A Case Study in Globally - Distributed
Lean Software Development

Jerry Berntsen
Honeywell Aerospace Software CoE
A Metrics Perspective for CMMI® Level-4 Organization: Case Study
Sameh S. Zeid
ITSoft
11:45
-
12:30
Visit Exhibit
&
Vendor Presentations
12:30
-
1:30
Lunch
&
Discussion Groups
  SPI Quality
Management I
Quality
Management II
Project
Management
Agile/Lean
Approaches
Measurements
1:30
-
2:30
FEATURE
PRESENTATION

Software Process Improvement's Dirty Little Secret

Robin Goldsmith, JD

GoPro Management
New Technologies in Support of Multiple Releases
Barbara Dumas
McCabe Software, Inc.
Thriving in a Diverse Environment Through Technology Change Management
Barbara Dreon
Northrop Grumman Corporation
It Never Cost this Much Before We Started Estimating: Tales From the Trenches
Feno Monaco
& Teresita Ignacio

Agile Principles Applied to Software Process Development
Mary Behnke
Raytheon Missle Systems
New Generation Software Product Quality Metrics
Raghavan M
Aztec Software & Technology Services Limited
2:45
-
3:45
Getting What You Look For: Typical Drivers for Process Improvement, and Typical Corresponding Results
Shawn Presson
Apogen Services, LLC
Implementing Project Quality Gates: The Pain, The Agony, The Success
Clyneice Chaney
Project Performance Corporation
Choosing the Correct Developmental Lifecycle
Jeff Fiebrich
Estimation for Small & Large Teams - A Ready to Use, Scalable Model
Manoj K Upreti
&
Shanmukha Polepeddi

Lean & Pragmatic Project Tracking that Works
Cees Michielsen
10 Habits of Highly Effective Measurement Programs
Ian Brown
4:00
-
5:00
Closing Keynote:
Advance Process Quanitification
Tom Gilb
Independant Consultant

New Technologies in Support of Multiple Releases 
Barbara Dumas
Director of SCM Solutions
McCabe Software, Inc.

Introduction:

According to industry surveys, well over 50% of software companies are reporting an increase in the frequency of releases resulting in an overlap in supported code lines. The number of Independent Software Vendors (ISVs) supporting multiple releases in parallel is also on the rise. This translates to an even greater need for version control tools that can effectively support parallel code streams. This paper discusses the use of process and technology to address the requirements of organizations struggling to maintain multiple releases in parallel.

Outline:

  • Short Discussion of the Dependent Delta Model
  • Best Practices in Controlling and Releasing Change
  • Introduction Selective Migration
  • Adding Selective Migration to the Process
  • Risks Associated with Support for Parallel Releases

Learning Objectives:

  • Identifying various methodology used for version control
  • Best Practices in Controlling and Releasing Change
  • Change Management Process
  • Best Practices in Naming Parallel Releases
  • Identifying Risks in the Application Lifecycle

Biography:

With over 25 years of experience in SCM, Ms. Dumas' previously held executive level positions include Project Management, Engineering and Management Consulting. Barbara has worked internationally with large customers to provide Software Configuration Management Consulting with a focus in software development process for financial environments and complex environments. She currently serves as Director of SCM Services at McCabe Software, a provider of Application Lifecycle Management Solutions.

Continuous Improvement, Make it Visible! 
Ben Linders
Manager Operational Development & Quality
Ericsson Telecommunicatie B.V.

Introduction:

Communication is an important factor in improvement programs. Communication pictures the goals and approach of an improvement program. It can motivate people to commit to change, by showing expected benefits and early results. But wrong or too much communication can also frustrate people, getting them to resist changing.

Many improvement programs are run by technical persons, in a technical environment. Often communication is undervalued and underestimated, and perceived as difficult. It is something that people are inexperienced in, which makes them feel uncomfortable. But if they get started, and take some hurdles, they can get better in it. This presentation provides hands-on information, and hint & tips.

This presentation will show how vital communication is for improvement programs. It supplies a set of tools and techniques to improve the visibility of targets and results, and will explain how this has been used to monitor and steer continuous improvement in an R&D organization. Views on continuous improvement from different stakeholders are included, to show their needs on communication.

Learning Objectives/Outline:

  • Understand the importance of visibility in continuous improvement
  • An overview of communication tools, with deployment for improvement programs
  • Advantages and risks of communication
  • Show the different needs from stakeholders regarding communication
  • Show how targets can be set and measured on continuous improvement
  • Biography:

    Ben Linders is Specialist Operational Development & Quality at Ericsson Telecommunicatie B.V., the Netherlands. He has a Bachelor in Computer Science, and did a Master study on Organizational Change. He works in process- and organizational improvement for more then 15 years, implementing high maturity practices, to improve organizational performance and bring business benefits.

    Since 2000 he leads the Defect Prevention program. He coaches implementation of Root Cause Analysis), Reviews and Inspections, and has defined and applied a Project Defect Model, used for quantitative management of the quality of products and effectiveness of verification.

    Also he introduced and supports the measurement system, manages continuous improvement, and is an expert and coach in several Organizational Performance & Quality areas.

    He is a member of several (national and international) SPI and quality related networks, has written several papers, and regularly gives presentations. Recent presentations were at the ICSTest 2004 conference, European SEPG 2004 conference, and the Better Software 2004 conference.

    Pains and Gains to Maturity 
    Ambrish Srivastava & Jesse DeGuzman
    SQA Engineer's
    Tata Consultancy Services & Motorola Inc.

    Introduction:

    The Motorola Networks business Customer Solutions & Information (CSI) organization provides Information Technology (IT) support to several business areas in several countries within Motorola. Up until June of 2004, the Networks business CSI was an un-assessed organization according to the Methodology of the Software Engineering Institute (SEI). CSI organization adopted the process improvement framework of the CMM model.  This paper is an exposition of the organization's hardships and elations toward achieving the CMM level 3 credential and continuing the unfinished journey to further process improvements. This papers also details the explorations of possible solutions to several encounters, ensuring that the solutions are effective and unified across the global expanse of the organization. Its intended members of the audience are those who are engaged in Software Process Improvements.

    Outline:

    • Information Technology (IT) support to several business areas in several countries within Motorola.
    • An un-assessed organization according to the Methodology of the Software Engineering Institute (SEI).
    • Hardships and elations toward achieving the CMM level 3 credential
    • Continuing the unfinished journey to further process improvements.
    • Explorations of possible solutions to several encounters
    • Solutions are effective and unified across the global expanse of the

    Learning Objectives:

    • Understanding Issues and solutions
    • Identifying risks and mitigations
    • Unified framework for process improvements
    • Changed Management
    • Quality Management structure

    Biography:

    Ambrish K Srivastava during his experience of 6 years in TCS has led and executed assignments in the realm of Software Quality area, Application Development and Maintenance and has driven a number of Quality initiatives in and outside TCS. He has extensive experience in Project Management, Estimation, SPC, Client and Team Management. On the Process Improvement Front, He has executed consulting project in Taiwan . He was Assessment Team member for internal CMM L5 Assessments. He is actively involved in TCS integrated-Quality Management System project audits, internal process assessments in line with CMMI L5 and PCMM L5, and SEPG activities. He is trained on CMMI methodology by Ron Radice. He has taken part actively in internal process assessments in line with CMMI L5 and PCMM L5 at TCS.

    Jesse DeGuzman is a 22 year Motorolan. Jesse's career with Motorola started in manufacturing as an Industrial Engineer implementing improvements in line balancing, manufacturing facilities, processes and materials management. Jesse's expertise includes creating simulation models for manufacturing load balancing and Quick Changeovers. Jesse led the Manufacturing teams achieving the first Motorola ISO9000 certification in 1995. Jesse's recent experience embraces participation in various Oracle implementation to Global regions and becoming knowledge expert in the BOM/Engineering module. Jesse is currently an SQA Engineer for the Networks business Customer Solutions and Information (CSI) organization and recently received training in CMMI.

    Optimized Implementation Methodology (OIM) 
    Kulpreet Singh Nanda
    Software Process Consultant
    Patni Computer Systems Inc.

    Introduction:

    PROBLEM STATEMENT

    Process is a buzz word to achieve high quality of products in IT world. Most of the organizations having ‘mature' process experience would agree that process design (definition) and its implementation are the key factors to obtain good returns from a process. Process implementation causes defined processes to be performed routinely, resulting in institutionalization throughout the organization. Institutionalization is achieved by blending process training & mentoring, support & communication, tool training, support mechanisms, metrics, and infrastructure forcontinuous improvement. Most of the time, achieving good process definition is easy compared to good implementation of the process. The foremost challenge is to align behaviors of employees to accomplish process compliance.

    The existing industry practices such as audit or assessment help gauge health of the process at higher levels rather than gauging the depth of implementation of the individual process at a granular level. Most of the time, we don't know the state of implementation granularly. Hence the actions which are required to be taken to address root cause are taken at high level, leaving the process implementation to an ineffective stage.

    SOLUTION

    OIM (Optimized Implementation Methodology) is a focused methodology which can measure implementation at granular level & draw a roadmap for process improvement to overcome the challenges of ineffective implementation.

    This methodology leverages the existing techniques & concepts like PDCA (plan, do, check and act), RCA (root cause analysis), SQC (Statistical quality control) and tools like QFD (quality function deployment), Relative Prioritization Metrics, weighted scoring etc. It starts with measuring and understanding the current state of implementation effectiveness. Further it helps creating a roadmap to ensure process institutionalization. This way of measurement is granular enough to provide deeper understanding of root causes of ineffective implementation.

    Outline:

    • FUNDAMENTALS OF  PROCESS DOMAIN
    • IMPLEMENTATION CHALLENGES
    • SOLUTION : OIM (Optimized Implementation Methodology)
      • Logically break the process into sub-processes /procedures/ tasks.
      • Use Relative Prioritization Metrics to calculate & understand the relative importance of the sub processes with respect to the process goal.
      • Create questions (with objective guidelines) which can gauge the state of implementation of each sub process at depth.
      • Use QFD to calculate and understand the weights of the questions depending upon their relationship with the important sub processes.
      • Gather data about process compliance.
      • Calculate the Implementation Effectiveness Score and analyze the data for identifying the areas of improvement.
      • Define action plan for areas of improvement and categorise them into people, process and tools.
      • Gather the compliance data at defined intervals and monitor the impact of action plan.
    • THE MODEL
    • CASE STUDY
    • KEY SUCCESS FACTORS
    • CONCLUSION

    Learning Objectives:

    • Challenges of Process Implementation
    • What is OIM (Optimized Implementation Methodology)?
    • How to gauge Process Implementation at depth using OIM?
    • Advantages of OIM
    • Integration of OIM with existing practices of Assessment and Audit
    • How to use OIM for a process environment

    Biography:

    Kulpreet Singh Nanda works as a Software Process Consultant at Quality and Delivery Innovation Department, Patni Computer Systems Inc. He has worked on various quality and process improvement initiatives like ISO 9000, CMM, CMMI, TQM and Six Sigma.Kulpreet is a Certified Software Quality Analyst by QAI, FL and certified Six Sigma Green Belt by PATNI.

    He has more than 6 years of experience in the field of Quality Management and 1 year of experience in Marketing & Advertising. He has been a member of SEPG and worked as in-charge of Internal Quality Audits for Patni.  Kulpreet has successfully conducted process improvements for Patni and its clients and he is currently deployed at client's site on a  process consultancy assignment for Patni.

    Kulpreet has following experience with the subject of paper & presentation:

    • Methodology Development
    • Methodology Pilot
    • Methodology Implementation

    Metrics and SPC Analysis Techniques that Really Help in Quantitative Project Management 
    Dr. Kanhaiya Jethani
    Senior Consultant
    Tata Consultancy Services

    Introduction:

    Statistical process control has its origins in manufacturing industry where these techniques are used to monitor and control the performance of single machines or processes. Software industry has also started using SPC techniques for quantitative management of processes. However, there are dissimilarities between the manufacturing and software industry which have a bearing on the applicability of SPC techniques.

    Quite often the metrics and SPC analysis technique selection is not accorded due importance. Metrics and SPC analysis techniques are routinely selected to satisfy the requirements of software process improvement frameworks. Considerable time and effort is spent in collecting metrics and doing SPC analysis without realizing the benefits. This may be due to inadequate understanding of the linkages between the selected metrics and the underlying processes.

    The SPC analysis techniques may also not be selected correctly due to lack of understanding about the desired process monitoring and control. This paper discusses the pitfalls of incorrect usage and benefits of choosing appropriate metrics and SPC analysis techniques based on observations in several organizations.

    Outline:

    • Introduction
      • The Premise of SPC techniques
      • Differences between manufacturing and software environment
    • Metrics definitions
    • Common Metrics Usage
      • Pitfalls in common usage of metrics
      • Examples of incorrect and correct usage of metrics
    • Precautions while defining metrics for software processes
    • Common usage of SPC Analysis
      • Examples of correct and incorrect usage of SPC techniques for analysis
    • Precautions while selecting SPC techniques for analysis
    • Conclusion

    Learning Objectives:

    • How to avoid incorrect metrics definition
    • How to ensure correct metrics definition
    • How to avoid incorrect selection of SPC analysis techniques
    • How to ensure correct selection of SPC analysis techniques

    Biography:

    Dr. Kanhaiya Jethani is currently working in the Quality Consulting Service Practice of TCS. He has been involved in Software Process Improvement projects for clients in Taiwan , Singapore , Spain , USA and Japan . He has previously worked as SEPG head in TCS for 2 years. He has been associated with TCS for 15 years and worked on many software projects in the area of Process Control for steel, cement and chemical industries in India . He is a Certified Software Quality Analyst (CSQA) and Project Management Professional (PMP). He is an Assessor for Software CMM®, and a Candidate SCAMPI Appraiser. As an Assessor he has experience in conducting a number of CMM and CMMI assessments and gap analysis internally within TCS and for external customers.

    A Doctorate in Chemical Engineering from Oklahoma State University, USA, he was also a Post-Doctoral Research Fellow at Oklahoma State University, USA and University Department of Chemical Technology (UDCT), Mumbai, India. He is a member of PMI.

    Software Quality Metric for Complex Systems 
    Evelyn F. Moritz
    Consulting Member of Technical Staff
    Avaya

    Introduction:

    In the System Test and Beta phase of product development, two questions often arise:

    • Are we on track to launch the product on the target date?
    • How does the quality of this release compare with previous releases?

    For complex software products, the answers to these questions are not straightforward. A number of metrics are needed to adequately capture the software quality and often these metrics indicate contradictory information. For example, the defect find rate may be low (good) but a number of critical open (unresolved) defects may still exist; or there may exist a large number of open medium severity defects but system stability is solid. A method was needed to provide a simple representation of product quality to monitor progress during system test and product trials to facilitate business decisions regarding when a product was at an acceptable quality level for general availability.

    Once the metric was established, we needed to verify its accuracy with customer data. Is Release X really better (or worse) than Release Y?

    A Software Quality composite metric was developed 3 years ago and has been in use for the past 6 releases of AVAYA's largest software product. It has helped us answer the fundamental questions mentioned above. Additionally, data gathered from customer sites has substantiated that the metric is reasonably accurate. This approach is now being used by other projects at AVAYA.

    The primary purpose of the metric is to provide a means of distilling a large amount of technical data into a format that can be better understood by business leaders. It is not meant to replace the underlying need for a variety of quality measures.

    Outline:

    • What is a Software Quality (SQ) composite metric
      • Why have a composite metric
        • Examples of how quality information was presented to business leaders in the past
        • Advantages of a composite metric
    • What type of software products would benefit from an SQ composite metric and when would a composite metric not be applicable.
    • What measures should be considered as candidate components for an SQ composite
      • Specific metrics chosen for the SQ composite metric (there are 10)
      • Other candidate metrics
    • How are target values (goals) established
      • Establishing composite SQ goal for software release based on discussions with Product Managers – Framing the expectations for product quality
        • Should a release be targeted to improve quality?
        • Maintain existing quality?
        • Will degradation in quality be tolerated due to introduction of new technology into the marketplace?
      • Establishing component targets based on historic data
    • Examples of the metric in use
      • Graphs showing actual vs. target progress of a new release
        • What an “on target” release looks like
        • What happens when quality is not “on track” – adjustments to graph when launch date is slipped
        • What happens to graph when content is removed
      • Bar chart showing release-to-release quality comparison
    • Caveats
      • General concerns and challenges regarding any software metric
      • Specific concerns regarding a composite metric
    • Using customer defect data (software product defects found at customer sites) to determine software release quality
      • What data needs to be collected
      • Challenges associated with collecting/processing data
      • Some simple (though potentially inaccurate) approaches
      • A more accurate (and sophisticated) approach
      • Graph showing actual release data

    Learning Objectives:

    • Challenges with interpreting software quality data in the business context
    • Metrics/measures to track product quality during the system test interval
    • How a software quality composite metric can be used to track product quality and facilitate product launch decisions
      • How to create a software quality composite metric
      • Examples of how a composite metric is being used on a large commercial software system.
    • Challenges and concerns regarding software metrics in general and a composite metric in particular
    • Challenges associated with determining if product quality has improved once a new release has launched (general availability)
      • Examples of some straightforward methods and their pitfalls
      • Example of a more sophisticated approach that is currently in use

    Biography:

    Evelyn Moritz received an MS in Computer Science from the University of Colorado , Boulder in 1978 and joined AT&T Bell Labs that year, developing software tools for PBX switching systems. She moved to System Test in the 80's with a focus on network and performance testing of large switches. From there, she became a coordinator of System Test activities responsible for quality assurance of Lucent's Enterprise switching products. During this period she participated in a variety of process improvement activities and developed a common system test process that became standard for the Lucent Enterprise product line.

    She has had direct experience with the "end-game" of every major release of Lucent/AVAYA Enterprise Communications software products for the past 10 years. These software products are in use at over 50,000 sites world-wide. She has navigated the seas of change in the telecommunications and software development industries, adapting processes to respond to today's demands for rapid time-to-market, while still maintaining a high standard of product quality.

    As a Consulting Member of Technical Staff at AVAYA, she has developed a suite of software metrics to measure both product and process quality. She continues to consult with AVAYA projects to develop better test strategies, improve test processes and improve overall product quality.

    Thriving in a Diverse Environment Through Technology Change Management 
    Barbara Dreon
    Technology Change Management Lead
    Northrop Grumman Corporation

    Introduction:

    It can be a challenge to envision how to apply Technology Change Management (TCM) in an organization that serves many unrelated customers with a myriad of systems and technologies. Northrop Grumman has adapted its approach to TCM to accommodate this diversity. The presentation highlights the market for and benefits of TCM, touches on a paradigm for success, and couples an industry model used for technology change with mechanisms used by Northrop Grumman to strengthen its technology monitoring capabilities and its ability to more efficiently deploy a technology across multiple projects. Supporting data for the ideas are drawn from industry and from within the company. These ideas can be adapted for use in other organizations. The presentation is accompanied by a detailed white paper.

    Outline:

    • Brief background: concepts and context for understanding technology change management (TCM) approach
    • Examples from industry and within Northrop Grumman showing the usefulness and benefit of technology change management
    • Common challenges to deploying TCM in a diverse environment
    • Overview of the TCM process in use at Northrop Grumman
      • Technology Identification and Monitoring
      • Technology Evaluation and Selection
      • Technology Planning
      • Technology Development and Insertion (including technology replication)
    • The importance of people in the success of technology transfer
    • Enablers to transfer technology to disparate recipients (organized in terms of a model for learning or technology adoption known as the Patterson-Connor model)

    Learning Objectives:

    • Be able to define technology change management (TCM) and related terms
    • Understand why TCM is important and beneficial
    • Be aware of an instantiation of a TCM process that is used successfully in a diverse environment
    • See the Patterson-Conner Model applied to change adoption and combine it with ideas to increase success in transitioning technology changes to multiple parts of an organization
    • Recognize some opportunities and issues for technology insertion and technology transition
    • Based on industry data and company experience presented, be ready to select some ideas to apply in another organization

    Biography:

    Ms. Dreon is a Technology Change Management Lead in Northrop Grumman Corporation. She has over 10 years of experience in process improvement for software and systems engineering and works for a company that has achieved over 18 CMMI Level 5 ratings. She has an M.S. in Operations Research and enjoys helping projects and groups apply process discipline to creatively suit their goals. She is also an instructor and has provided past presentations at industry forums on such topics as technology change management, process improvement, process asset libraries, and measurement.

    Me Facilitate the Session: Fundamentals of Meeting Facilitation 
    Clyneice Chaney
    Quality Manager
    Project Performance Corporation

    Introduction:

    Facilitated sessions are being used in a variety of ways, from gathering requirements, identifying risks, designing processes and performing inspections and reviews. The facilitator's role is to help a group to its best thinking. A good facilitator is helpful when a group is trying to deal with new or difficult issues. In the main, a facilitator helps people persevere as they confront the inevitable confusion and frustration associated with trying to integrate different views and approaches with their own. The more people who learn to facilitate the better. This presentation walks you through the basic steps to become a better facilitator.

    Outline:

    • Meeting and Facilitation
    • Key Facilitator role
    • Five Principles of Facilitation
    • Meeting Planning and Preparation
    • Managing the Session

    Learning Objectives:

    • Understand the facilitator role in meetings and improvement sessions
    • Understand the principles of good facilitation
    • Know how to prepare for a meeting as a facilitator
    • Know how to manage the facilitation session
    • Know how to manage the data and information from a variety of “types” of facilitated sessions

    Biography:

    Clyneice Chaney, Corporate Quality Manager with Project Performance Corporation brings over 20 years of testing, quality assurance and process improvement experience. Clyneice holds certifications from American Society for Quality as a Certified Quality Manager, Quality Assurance Institute's Certified Quality Analyst, and Project Management Institute's Professional Project Manager. She has served on the Board of Examiners for Virginia and Georgia 's State Quality Awards.

    Focusing on process improvement and procedure development in the software testing and quality assurance areas, Clyneice has successfully lead process improvement, methodology development, and reengineering projects for organizations wishing to improve their software development, testing processes, and tool implementation.

    Clyneice is currently an instructor for the International Institute for Software Testing and has presented technical papers at the Software Engineering Institute: SEPG Conference, American Society for Quality: Quality Manager's conference, Quality Assurance Institute International Testing conference and STAR East Testing and the Quality Assurance conference.

    Wasted Days and Wasted Nights: Leveraging Your Appraisal Teams as a Resource 
    Tim Davis
    Senior Engineer Manager
    Raytheon Missile Systems

    Introduction:

    The scene opens on the program's personnel frantically trying to finish up the task of putting best representative evidence into the PII database before Appraisal Team arrives on Monday for the next readiness review, ok at this point any evidence will do. Frustration is written on these frantic faces, as the appraisal team has been her twice now and the keep saying the same thing, “These rocks are no good, go get different sent of rocks!!” And in the minds of the program folks are the repeated thoughts: “ If there so darn smart how come they don't just come and get the data themselves. Then I would not have to be here ‘til mid-night again.”

    Scene two opens and the appraisal mini-teams are grinding on their third late night, trying to dig through the contents of