 METRO TORONTO CONVENTION CENTRE DECEMBER 6, 2004 TORONTO, ONTARIO |
KEYNOTE SESSION -1
IMPROVING PROCESSES FOR BETTER PRODUCTS
D. Mike Phillips, Director of Special Projects, Software Engineering Institute (SEI)
This presentation describes the evolution of CMMI from the software CMM V1.1. It discusses the expansion of the concept providing a framework for enterprise process improvements resulting in better products. The presentation will discuss both the, “staged” and “continuous" model representations. The ability of the CMMI framework to be expanded to meet other organizational needs is also addressed, while ensuring that transition to later versions can be done without detracting from existing transition efforts from legacy models. The presentation concludes with a brief discussion of CMMI appraisals and training to ensure that these elements of transition are familiar to the audience.
Mr. Phillips is the Director of Special Projects at the Software Engineering Institute (SEI), a position created to lead the Capability Maturity Model Integration (CMMI) project for the SEI and the Steering Group. In addition to his bachelor's degree in astronautical engineering from the Air Force Academy, he has master's degrees in nuclear engineering from Georgia Tech, in systems management from the University of Southern California, and in international affairs from Salve Regina College and the Naval War College.
KEYNOTE SESSION -2
TOOLING THE SOFTWARE DEVELOPMENT PROCESS
Sam Guckenheimer, Group Product Planner, Microsoft
The plan-driven approach to software development process has been described largely as though it were a “pure” pursuit, independent of tools and technology. The Agile Community views this traditional approach as unwanted overhead, creating as much harm as good. Despite all this focus on process and methodology, majority of software projects are failing to meet their stated goals.
Regardless of the approach used, major impedance to process adoption is lack of integration of processes and development tools - requiring process enforcement to be set of purely manual tasks. This session will showcase the process tooling approach which promises to reduce or eliminate the resistance to compliance. This approach will also automate process guidance and collection of metrics – in addition to extending the traditional Integrated Development Environment (IDE) to an Integrated Services Environment.
Sam Guckenheimer is the Group Product Planner for Microsoft Visual Studio Team System and Microsoft Solutions Framework. He is responsible for the end-to-end external design of the next releases of these products. Prior to joining Microsoft in 2003, Sam was Director of Product Line Strategy at Rational Software Corporation, now the Rational Division of IBM. Sam has been developing of Automated Software Quality and Enterprise Lifecycle tools for eight years and has been a practitioner for twenty years, in capacities spanning tester, developer, product manager, and business manager. Sam is a phi beta kappa graduate of Harvard University and a frequent speaker at conferences such as EuroSTAR, STAR, PNSQC, Quality Week, and the International Conference on Software Quality. His book, Software Engineering with Microsoft Visual Studio Team System, is scheduled to appear next year from Addison Wesley.
[M1]
KEY BUSINESS DRIVERS FOR PROCESS IMPROVEMENT AND THE EVOLUTION OF THE APPLICATION LIFE-CYCLE MANAGEMENT TOOLS MARKET
Melissa Webster, Research Director, IDC
A few years ago, software development organizations looked to stand-alone testing and software configuration management tools to help them improve their software quality, productivity, and time to market. Test tools were focused primarily on automating functional and load testing for QA professionals, and software configuration management tools were mostly about source code version management. Although these continue to be critical functions, growth in the ALM market is being fueled today by the need for integrated solutions that automate more of the life-cycle and provide better ongoing control over – and visibility into – project status and quality for all project stakeholders. Development organizations need integrated solutions that allow them to flexibly adopt and enforce best practices and their chosen methodology to tangibly improve the software development process itself.
This session takes a look at the business needs that are the driving the adoption of integrated ALM solutions and shaping the evolution of the ALM market overall. The need for integrated ALM solutions is fueling growth in new software quality tools, change management tools, process management tools, requirements management tools and project portfolio management tools.
Ms. Webster serves as a Research Director within IDC's Application Development and Deployment research group. This research group covers information management and data integration software, application design and construction tools, application lifecycle management, web services software, and application integration and deployment software. Ms. Webster focuses on application life-cycle management and is the primary analyst for automated software quality (testing) and software configuration management.
Ms. Webster has more than 20 years of experience in the software industry at enterprise software vendors and internet companies ranging from the Fortune 500 to venture-backed startups. She has held senior management positions in marketing, business development, and product development at Oracle, Information Builders, Object Design, RetailExchange, FairMarket and UniSQL. Her experience with the software development lifecycle is as a practitioner, directly overseeing corporate initiatives that address software quality, developer and development productivity, and project management.
Ms. Webster holds a B.A. degree from Wellesley College.
[M2]
MDA PROCESSES
Dr. Jon Siegel, Vice President of Technology Transfer, OMG
Software development in OMG's Model Driven Architecture (MDA) starts with the construction of a Platform-Independent Model (PIM) of an application's business functionality and behavior. Tailored to business requirements, this model remains stable as technology evolves, extending and thereby maximizing software ROI. MDA development tools, already available from vendors, convert the PIM through an intermediate-stage Platform-Specific Model (PSM) on one or more target middleware platforms, and then to a working implementation on the selected target middleware platform which might be J2EE/EJB, Web Services, XML/SOAP, C#/.Net, OMG's own CORBA, or others. OMG's industry-standard modeling specifications, centered on the Unified Modeling Language (UML), support the MDA. OMG Task Forces organized around industries including Telecommunications, Finance, Healthcare, Manufacturing, and others use the MDA to standardize facilities in their domains.
Dr. Siegel, OMG's Vice President of Technology Transfer, heads OMG's technology transfer program with the goal of teaching the technical aspects and benefits of the Model Driven Architecture (MDA) based on OMG's industry-standard Unified Modeling Language (UML). He presents tutorials, seminars, and company briefings around the world, and writes magazine articles and books including the popular "CORBA 3 Fundamentals and Programming" and "Quick CORBA 3".
[M3]
PEOPLE + PROCESS = ROI! - THE BENEFITS OF IMPROVED SOFTWARE OPERATIONS
Geoffrey Hewson, Software Productivity Center
In today's economic climate, business decisions about whether or not to invest in software development initiatives are being put under increasing scrutiny. These decisions are often based on projections of a positive Return On Investment (ROI). Further, ROI is becoming widely used for measuring the delivered value of new and improved technology and process solutions. This presentation will provide insights and guidance on how to identify improvements that will deliver the best ROI for your organization. It will provide tips on how to make sure that the projected ROI is fully realized through balanced solutions combining staff skills (people), process, and tools. It will also show you what kinds of returns are possible through some real-world examples of how to project and measure the ROI from high-leverage improvement areas in the software development process. As you will see, the resulting impact on corporate performance makes the ROI argument for process improvement a highly compelling one.
Dr. Hewson is the Chief Knowledge Officer and Principal Consultant at Software Productivity Center Inc. where he is responsible for articulating and delivering SPC’s vision for integrated software process and application lifecycle management solutions. In his 16-year career, Dr. Hewson has assisted more than 40 organizations improve their ability to deliver quality software through practical solutions based on industry best practices, standards, and process improvement frameworks. He has also contributed to leading methodologies, including the Rational Unified Process and the Microsoft Solutions Framework. He was the chief architect of SPC's award winning methodware tools, including EssentialSET Enterprise, which is now owned by Serena Software and known as TeamTrack PL.
Dr. Hewson holds a Ph.D. in Physical Chemistry from the University of Sheffield, UK.
[M4]
PROCESS AUTOMATION: KEY TO DELIVERING QUALITY SOFTWARE ON TIME AND ON BUDGET
Omid Hodaie, CEO Osellus Inc.
Mr. Hodaie is the Chief executive Officer at Osellus Inc. Prior to joining Osellus; he was most recently Canadian Executive Vice President at Sun Microsystems. He was the former president and CEO of ISOPIA, the eLearning software company that catapulted to an industry leading position and was acquired by Sun in 2001. Mr. Hodaie has also held senior management positions with Bell Nexxia and Bell Canada.
Mr. Hodaie holds a Master's degree and a Bachelor of Engineering from McMaster University.
[P1]
CMM BASED PROCESS IMPROVEMENT AND AUTOMATION - A CASE STUDY
Kaniska Rakhit, Vice President of QA and Process Improvement, Citibank Canada
The Capability Maturity Model (CMM) for software is a set of industry best practices that has helped software development organizations around the globe improve their productivity, quality and controls. CMM helps prioritize process improvement efforts based on staged maturity levels 1 to 5. This session will focus on the pragmatic implementation of management and software development quality practices from Level 2 to 5:
This presentation also includes :
• How to systematically evaluate and improve the capability of technical and management staff.
• Guidelines on improving the effectiveness of various roles within Information Technology
• Examples of performance improvements in productivity, quality, and controls
• Practical implementation approaches and automation.
Understanding the significant benefits of Process Improvement and Automation on customer satisfaction, employee satisfaction and shareholder value should motivate Toronto based IT organizations to implement industry best practices and become internationally competitive.
Mr. Rakhit has been involved with Citibank Canada's quality improvement journey for over 10 years. Prior to 1992, he worked on assignments with IBM, Digital Equipment, AT&T and overseas. Kaniska is a certified CMM instructor and has taught in USA & Canada and has both participated and led CMM based assessments. He was awarded the Certified Quality Analysts (CQA) designation by the Quality Assurance Institute.
[P2]
Streamlining the Transition from CMM to CMMI
Louis A. Poulin, President, GRafP Technologies Inc.
Organizations transitioning from the CMM to the CMMI are vulnerable to underestimating the difficulties that such a transition entails. For one thing, the CMMI, being more generic than the CMM, requires significantly more interpretation and tailoring. In addition, the challenge of implementing new Process Areas such as Measurement and Analysis, which were not part of the CMM, should not be taken lightly. Defining and successfully rolling out these PAs usually takes more effort than what management had anticipated. The SCAMPI appraisal approach is also more rigorous; an organization having undergone CBA IPIs in the past may wrongly assume that a CMMI appraisal will be a formality, and may find itself in for a nasty surprise. Like any IT initiative, planning ahead is the key. This presentation describes the steps that organizations should take to ease the transition pains. The best practices highlighted in this presentation are based on real-world experiences of GRafP Technologies in implementing such transitions.
Louis A. Poulin is President of GRafP Technologies Inc., where he has been involved in assessing the capability of software development organizations, and in developing risk assessment methodologies and risk management applications. He holds a Bachelor degree in Engineering Physics, a certificate in Naval Engineering and a Master’s degree in Electrical Engineering. He has over 25 years experience in the military, industrial and public sectors where he held various management positions. Mr. Poulin has extensive project management experience in fields encompassing software engineering, air navigation, explosives and weapons detection, and embedded control systems. As a technical manager, he was involved in the software development of military helicopter mission systems and shipborne anti-submarine warfare systems as part of major defense procurement programs. Prior to his active involvement in software engineering, Mr. Poulin served in the Canadian Navy as a Combat Systems Engineering Officer. He is the author of “Reducing Risk with Software Process Improvement” to be released by Auerbach Publications this coming Spring. He is a member of IEEE and a Fellow of the Engineering Institute of Canada.
[P3]
PANEL DISCUSSION: IMPLEMENTING CMM/CMMI IN THE REAL WORLD
Panel Moderator:
• Khaled El Emam - Chief Scientist, TrialStat Corporation.
Panel Speakers:
• Serge Oligny, Bell Canada - Associate Director - Bell Systems & Technology Practices
• Robin Dhillon, BMO - Sr Manager, IT Best Practices
• Kaniska Rakhit, Citibank Canada - VP, QA and Process Improvement
[Abstract forthcoming]
[P4]
HOW NOT TO WASTE MILLIONS ON THE CMM: PERFORMANCE-DRIVEN VERSUS COMPLIANCE-DRIVEN IMPROVEMENT
David Constant, Partner, Process Inc
While the CMM and CMMI have provided great benefits to the software industry, the industry has unwittingly moved to using these models with a "compliance mindset". This was not how these models originated, and this mindset can drastically reduce the performance benefits possible. It can, in fact, cause improvement programs to fail outright, wasting millions of dollars. In the worst case, it can cause projects to run more slowly. This presentation will discuss the differences between the performance-driven and compliance-driven approaches to using the CMM and CMMI, with a focus on gaining the greatest performance benefits for software projects and for the organization as a whole.
Mr. Constant a Partner at Process Inc, is a passionate speaker and highly sought-after consultant on the use of the CMM and CMMI. He has provided assessment, training and consulting services to a wide variety of clients in North America, ranging from very small to Fortune 500 organizations, across private industry and governments, and across many industrial sectors. He specializes in working with companies that are new to the CMM or CMMI. David has been an SEI-authorized appraiser since the early days of the CMM, as well as an SEI-authorized instructor and appraiser for the CMMI. He has published award-winning research in organization science, as well as articles on the use/misuse of the CMMI for the Cutter Consortium, he also serves on the editorial board of Software Quality Magazine.
[S1]
RATIONAL UNIFIED PROCESS AND ITERATIVE DEVELOPMENT METHODOLOGIES
Philippe Kruchten, Professor of Software Engineering at the University of British Columbia
This presentation will introduce the Rational Unified Process, a software engineering framework developed by Rational Software (now part of IBM), which captures many software development “best practices”. The Rational Unified Process is the result of a long learning process that started in the late 1980’s at Rational Software, which was then a small “Ada shop”. The technical consultants and technical leaders of Rational, in a conscious effort to learn and improve, patiently harvested year after year and pooled their know-how on software development practices in what we initially called the Rational Approach. Some of this know how ended up in articles and books, some ended up in software tools, or in standards, like UML. As Rational embarked on a string of acquisitions in the mid-90’s: Verdix, SQA, Requisite, Objectory, Pure-Atria, etc., a critical mass of know how emerged that constituted a complete process that could be commercialized. The Rational Unified Process was born. In this presentation, I will examine the mechanisms we used for eliciting, capturing, sorting out, and re-deploying this know-how, and some of the lessons learned on the way that can be of use for other learning organizations.
Philippe Kruchten is a professor of software engineering at the University of British Columbia, in Vancouver, Canada. His current interests are software process modeling and software architecture. Prior to UBC, he spent 16 years at Rational Software (now IBM), where he was associated as a consultant with several large-scale defense and aerospace projects around the world, and where he developed the Rational Unified Process®: a software engineering handbook used by half a million developers around the world. He also spent 8 years at Alcatel, developing telephone switches. He has an engineering diploma and a doctorate degree from French institutions. Kruchten is the authors of 5 books, in particular The Rational Unified Process—An introduction, 3rd ed (2003) which has sold 180,000 copies in 3 editions and 9 languages, and RUP Made Easy: the practioner’s guide to RUP (2003), with Per Kroll, both published by Addison-Wesley.
[S2]
AGILE SOFTWARE DEVELOPMENT: THE STATE OF THE ART
Scott Ambler, Senior Consultant, Ronin International Inc.
The software process landscape is changing. A shift from large-scale, prescriptive processes that define rigorous procedures and policies to lighter, more agile methodologies is clearly underway within the IT industry. This is more than an idle fad that promises to disappear next year. Agile processes are here to stay. Are these processes appropriate for your organization? If so, which ones should you consider adopting?
In this presentation Scott W. Ambler overviews the values and principles of the Agile Alliance and shows how they are reflected in these new methodologies. More importantly, he presents the growing research evidence, which not only supports agile techniques, but also shows that the traditional techniques, often based on CMM/CMMI, are in fact a very risky proposition. He also describes, and then compares and contrasts, the leading agile processes and methods including, Agile Model Driven Development (AMDD), Agile Database Techniques, Crystal Light, Dynamic System Development Method (DSDM), Extreme Programming (XP), Feature Driven Development (FDD), Scrum, Test Driven Development (TDD), and an agile instantiation of Rational Unified Process (RUP).
Mr. Ambler is a senior consultant specializing in software process improvement (SPI) with Ronin International Inc. Mr. Ambler is the thought leader behind Agile Modeling (AM), the Agile Data (AD) method, and Enterprise Unified Process (EUP). In the mid-1990s, he was also the lead methodologist in the development of the Object Oriented Software Process (OOSP), a process, that when fully adopted, would led to CMM-level 5 compliancy. He writes process-oriented columns for both Software Development and Computing Canada.
[S3]
EXTENDING METHODOLOGIES BEYOND SOFTWARE DEVELOPMENT
Serge Deschamps, VP, Knowledge Management Program, Fujitsu Cosulting
According to a recent survey published in The McKinsey Quarterly, CEOs say that IT isn’t meeting their performance expectations. CEOs are not talking here about network performance or CPU speed. They are talking about getting business value from IT; about aligning IT to the business; about selecting the projects that contribute the most to delivering business value - and about killing those that don't.
This presentation is about, how Fujitsu Consulting has integrated their SDLC into a much larger set of processes covering the wider range of business transformation issues, whether they are related to business strategy and capabilities or to the design and governance of value-based change programs. This session will also cover Fujitsu's Macroscope methodology architecture, how its processes, work products, guidelines and templates are delivered to the users and how enterprises can integrate their own best practices to the Macroscope framework
Mr. Deschamps has over 26 years of experience in the field of IT consulting. He has successfully applied SD processes and methodologies throughout numerous projects and roles including solution architecture and project management. Over the years, he has taught and implemented the Macroscope methodology in large client organizations in Europe and in North America, has led the worldwide SD practice of Fujitsu Consulting, and has been a key player in the evolution of the methodology. He is currently leading the company-wide knowledge Management Program, which includes managing Communities of Practice, best practices and methodologies, Education Services, and global Intellectual Assets of Fujitsu Consulting.
[S4]
MAKING PROCESSES REAL: PRACTICES AND PITFALLS TO IMPLEMENTING A SD METHODOLOGY
Ken Clyne, Process Improvement Consultant, Number Six Software
Effectively implementing a process framework involves tailoring the framework and then deploying the tailored process for specific projects. In this presentation, we explore some of the technical challenges involved in making a process real. We will present some of the gaps in a popular methodology and the techniques for tailoring it to better fit your project and organization. We will also discuss deployment strategies and complementary tools, which help in deployment of processes.
Mr. Clyne is a process improvement consultant with Number Six Software, based in Arlington, Virginia, USA. Ken has been a software development practitioner for over 20 years and has worked with a variety of companies helping them build better software. Most recently, Ken spent 6 years with Rational (now IBM). Ken has a Computer Science degree from the University of Edinburgh, Scotland.
[PRESENTATION]
SPONSOR PRESENTATION
Edmond Chan , System Engineer, Borland Canada
Mr. Chan is currently focused on the areas of change, configuration, and requirements management. Previously, he has worked as a systems engineer involved in large scale enterprise portal deployments and security access control implementations. Mr. Chan has also worked as a consultant for Deloitte Consulting specializing in software quality assurance and testing. Over the past year, he has spoken at events such as the QAI Conference.