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Gerald
Howarth, MP
Opening
address by Gerald Howarth (Tuesday)
 Gerald
Howarth began as an international banker for the Bank of
America International Ltd (1971-1977), the European Arab Bank
(1977-81), then a manager for Loan Syndications (1980), and
finishing by being the Joint Managing Director for the Taskforce
Communications (1993-1995).
Gerald's interests are in aerospace, aviation, defence, media,
education, and privatisation. He has jointly written No Turning
Back (1985). He enjoys recreations such as flying, squash, tennis,
DIY, family.
Current posts include being a current member of the Select Committee
on Home Affairs (since 1997), the All-Party Kashmir Country
Group (since 1997), and of the All-Party Royal Marines Group
(since 1999). He is currently serving as Joint Vice-Chairman
for the Conservative Party Committee for Environment, Transport
and Regions (since 1997), as Chairman for the All-Party Aerospace
Group (since 1998), and finally as Joint Secretary for the Conservative
Party Committee for Defence (since 1999). |
Rt
Hon Lord Trefgarne
Opening
address by Lord Trefgarne (Wednesday)
 Lord
Trefgarne is chairman of SEMTA
(Science, Engineering, Manufacturing Technologies Alliance).
SEMTA is the Sector Skills Council for Science, Engineering
and Manufacturing Technologies. It covers 100,000 companies
employing 2,500,000 people in the UK. Lord Trefgarne is a
former Minister of State for Defence and has been a Parliamentary
Under-Secretary of State for Transport, the Foreign Office,
Social Security, Trade and Industry and Defence.
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Alison
Adams
CMMI and ITIL
 Alison
Adams brings 25-years of experience in the support and
delivery of IT services to her specialisation in IT Service
Management and Best Practice. As a Lead Assessor in the Hewlett
Packard Operational Healthcheck Assessment Team she was responsible
for the delivery of ITIL and ITSM based assessment services
to HPs premium customers throughout the UK. After joining
the Lamri team she has been working on the practical application
of ITIL in CMMI based process improvement programmes and the
integration of these two models through an extension to the
CMMI.
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Marilyn
Bush
CMMI
in brief
(Keynote
session: Tuesday)
How companies
sometimes misapply the CMMI and make improvement harder: CMMI traps
to avoid
 Marilyn
Bush, an internationally-known figure in software and
systems process improvement, is one of the authors of The
Capability Maturity Model: Guidelines for Improving the Software
Process (1995) and more recently co-author of CMMI
Assessments: Motivating Positive Change (Addison-Wesley,
2005). Bush became an independent engineering management consultant
after twenty years of engineering and management experience
culminating in a position as senior manager and headquarters-level
consultant on software improvement issues at NASA. Her specialty
involves working with senior management to implement process
improvement, and she is currently one of the world's most
experienced CMM and CMMI Lead Assessors. In 1991 she was enlisted
to provide practical and managerial perspective on the team
that produced the CMM. She is also an author of the SEI's
Introductory Course to the CMM and as a visiting scientist
at the SEI she helped revamp the SEI CBA IPI Assessment Method
and Lead Assessor Course. She is a licensed assessor and instructor
for the CMM and a SEI Partner licensed to teach and assess
the CMMI / SCAMPI.
Marilyn Bush has helped defence, electronic, telecommunications,
financial, and commercial companies develop long-term software
and systems improvement plans. She was part of one of the
first teams to conduct a successful Level-5 assessment, and
she has over the last several years guided a major defence
organization from CMM level 2 to level 5 and then to CMMI
Level 5.
Marilyn Bush works with senior executives to plan successful
software and systems process improvement assessments and/or
mini-assessments ("health checks"). She also offers
process improvement training at various managerial and technical
levels, and can tailor executive-, management-, and technical-level
courses on the CMM* and the CMMI* to address specific
issues in individual organizations.
For
more information please see www.marilynbush.com
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Valerie
Cole (P5
panel member)
How companies
sometimes misapply the CMMI and make improvement harder: CMMI traps
to avoid
 Valerie
Cole has more than 25 years experience in the IT industry.
Her experiences as a software engineer and as a quality professional
have helped her to appreciate the practical problems associated
with implementing a process improvement programme in organisations
both large (100,000 plus employees) and small (30-40 employees).
Valerie first became involved in CMM in 1997 and has been
hooked ever since. Valerie was a CMM Lead Assessor and is
now a CMMI SCAMPI-A Lead Appraiser. Valerie is also an SEI
authorised CMMI Intro instructor.
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Annie
Combelles
How to establish
improvement targets
 Annie
Combelles is president of Q-Labs, which she founded in
1989, Combelles has more than 30 years of project management
and organization governance experience. She was the software
project manager for the first generation of embedded systems
for Airbus flight control. Prior to founding Q-Labs, she led
a corporate software engineering program at Thales. Q-Labs,
a leading European consulting group for software engineering
services, process modeling, and improvement, has more than
110 consultants. The firm primarily serves world-class leaders
in the banking, aeronautics, automotive, and telecom sectors.
Combelles has worked with global companies, mixing various
languages, cultures, and experiences. As a Capability Maturity
Model and Capability Maturity Model Integration lead appraiser,
she has participated in numerous process improvement initiatives
worldwide.
Combelles has also been serving in several EU Information
Technology R&D programs and delivered tutorials and seminars
on value-added process management.
Combelles
is a 1973 graduate of the Ecole Nationale Supérieure
de l’Aéronautique et de l’Espace and a
2001 graduate of Hautes Etudes Commerciales Management (2001).
She received the 1980 Aerospace and Aeronautics medal for
Innovation in France.
An
IEEE Computer Society member since 1988, Combelles has served
on the IEEE Software editorial board and the Industry Advisory
Board. From 1993 to 1996, she chaired the Advisory Board and
is still active. In 2003 she has been elected at the Board
of Governors of the Society and in 2004 in the TCSE Advisory
Committee.
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Jeremy
Dick
Using
requirements management as a springboard for success
 Jeremy
Dick obtained a DPhil from Imperial College in formal methods
of software development, and pursued academic and industrial
research in this field for a number of years. Since 1996, he
has worked in the Telelogic UK professional services organization,
as a principal consultant in tool-supported requirements management.
This role has afforded him a broad exposure to requirements
management practices and issues across many industry sectors.
He is co-author of the recent Springer book entitled "Requirements
Engineering". |
Kieran
Doyle
CMMI
and ITIL
 What
governance is required to make improvement programme work?
 The
CMMI's relevance to compliance and governance
| Kieran
Doyle is a leading process improvement consultant with Lamri
Ltd, he specialises in the practical application of the CMMI
in a business context. Kieran has helped a global defence contractor
in their CMMI journey to maturity level 3 and supported CMMI
programmes in many industry sectors including Telecoms, Finance
and Retail. Before becoming a consultant Kieran lead the process
improvement programme for System X software development within
Marconi. He has also held posts in Programme & Project Management,
Quality Management and Software Engineering. Kieran is currently
making the transition to full SEI approved lead appraiser status
for CMMI. |
Andrew
Dunham
 Experience
of using CMMI in IT procurement and outsourcing / off-shoring
 Andrew
Dunham worked for Barclays PLC for over 30 years in many
areas including IT Operations, Strategy and most recently in
the Service and Supplier Management area. Andrew’s achievements
include: the definition and negotiation of the Governance, Transformation
and Termination/Exit schedules of the Barclays Project Services
Outsource to Accenture (a contract that uses CMM as part of
the transformation agenda); Service Level definition and drafting
the contract schedule for an Operations and Infrastructure Support
Outsource; Operational Risk assessment of internet services
and project management of many change projects in Barclays. |
Andrew Griffiths
 Andrew
Griffiths joined Lamri in 2003 as Managing Director: brining
his experience of large-scale process improvement, RUP deployment
and out-sourcing to the Lamri team. Andrew has worked in process
improvement since 1994 using many tools and techniques including
CMM, CMMI, Booch, UML, DSDM, RUP, Objectory and various development
tools across the lifecycle. He is a regular speaker at conferences
and seminars on topics including the application of CMMI, Off-Shoring,
Programme and Architectural Governance. |
Cornelis Human
Why
we are investing in CMMI
(Opening
speech: Tuesday)
The
pragmatic use of technology to achieve CMMI goals
 Cornelis
Human is employed by Borland Software Corporation in the
role of European Productline Manager for their Software Requirements-,
Change- and Configuration Mangement tools. He has carried this
responsibility for the past 2 years, and was employed in a similar
role at Starbase Corporation for 5 years prior to being acquired
by Borland. Corné has over 10 years of experience in
the fields of Requirements-, Configuration- and Change Mangement
for Software Development and related Software Process Improvement
models. |
Roger
Lewis
 Roger
Lewis began his industrial career within the Components
Division of the Plessey Company initially in procurement and
then transferred into finance. He qualified a Chartered Management
Accountant in 1971 and attained the Diploma in Marketing in
1976. For 20 years he held board positions in a variety of manufacturing
companies covering engineering, decorative building materials,
electronic instrument manufacturing, and high security locks
and undertook various assignments as a consultant.
In 1984 he took up the controllership of a 14 company pharmaceutical
group covering clinical trials, manufacturing of human and vetinary
products, diagnostics and complementary health products.
In 1987 he became Finance Director of the UK subsidiary of the
French group Crouzet that manufactured and sold the widest range
of automation controls in the world covering markets as diverse
as aerospace, security, and general industrial products. He
was appointed Managing Director in 1991. During his time the
UK activity doubled in turnover and increased profitability
and cash flow.
Since 1998 he has worked as a consultant covering acquisition,
disposal, strategic planning and change management in a variety
of companies.
In 2003 with 2 colleagues he bought Application Development
Advisor magazine and set about its recovery. More recently
he had joined the board of UBT Management (Europe) Limited |
Dera
Mcloughlin
The
CMMI's relevance to compliance and governance
 Dera
Mcloughlin is a chartered accountant and has worked for
the Mazars Group for over 8 years in Dublin, London and Paris.
She is currently Partner with responsibility for technology
within Mazars. As a leading audit firm, Mazars focuses on IT
audit, compliance, risk management and governance.Mazars is
Europe’s largest indigenous accountancy and consulting
firm. The Mazars network has 65 offices world wide, located
in 56 countries with a total staff complement of over 6,000.
The Mazars client base includes over 150 publicly quoted companies
and numerous high profile industry leaders and public sector
organisations. |
Paul
Morgan
Was
it worth it? The real benefits of attaining a maturity level
 Paul
Morgan has over 20 years experience of business administration
and technical program management within the commercial and government
industry sectors. He joined GTECH in 1997 as the Director with
responsibility for managing multi-million dollar system deliveries
utilizing software development centres located in UK, Ireland,
and Northern Europe. In 2001 he was invited to set up a new
Software Engineering Process Group with responsibility for leading
the corporate-wide software process improvement initiative.
This led in 2004 to a successful Level 3 CBA IPI in an organization
spanning across six continents. He has experience of working
within a number of different process improvement frameworks
including, ISO9001 TICKIT, BS7799 Information Security, Capability
Maturity Model (CMM®), Capability Maturity Model Integration
(CMMI®). Paul has a BSc, MBA, and PMP and in 2004 was awarded
the company’s Outstanding Leadership award in recognition
of the contribution his team has made in enhancing GTECH’s
delivery capability. |
Dave
Piper
 Dave
Piper has been working in the IT industry for over 20 years
and with Select Business Solutions for more than 8 years. He
specializes in helping Select's clients to successfully adopt
Select's product range, with a special emphasis on Process Improvement.
Mr. Piper is co-author of Service- and Component- Based Development
which describes Select's industry leading Select Perspective
development method. |
Mike
Tsykin
 The
role of measurement in process improvement
 Mike
Tsykin received the Diploma in Hydrology from Moscow State
University in 1973. He joined Fujitsu Australia Limited in 1980,
where he founded the Systems Engineering Research Centre (SERC)
in 1988. He is currently Senior Business Development Manager
with SERC. He is a member of the Computer Measurement Group
and a Steering Committee member of the AQRM Forum of The Open
Group. He is a regular contributor to International Conferences,
with over 30 papers to his credit and a recipient of the Best
Paper Award at the SCI’2003 Conference. |
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