The Key Why & How of CMMI
CMMI in a Business Context
IT in Government
So what's this CMMI thing then?
Doing it for real
CMMI Appraisals an Introduction
Getting started with CMMI
10 things I hate about CMMI
Thinking styles that facilitiate PI
A view from the trenches
Agility, Productivity and Maturity
Senior management's role
Quality assurance in an agile method
CMMI and Compliance

Is it a lottery?
Process Management and the CMMI
10 ways to avoid filling in PIID's

The Key Why & How of CMMI

Mark Smith

Across the world there is an increasing interest in the Carnegie Mellon Software Engineering Institute’s CMMI model. Mark Smith (Global Director of Quality – Accenture, Financial Services Operating Group) will share his perspective of what the market drivers for this growing interest are and why Client organisations are starting to use CMMI as a strategic differentiator. Mark will also share the material business value that Accenture sees flowing from its own (and its Clients) use of CMMI and discuss some of the key implementation issues that need to be overcome if the model is to be successfully deployed.


CMMI in a Business Context

John Wood

Most businesses are stratigicaly dependant upon technology to operate and gain access to increased margins or new markets. It is strange that at such a time out-sourcing and off-shoring is in it's apparent assendancy. John will explore some of the reasons for this and place CMMI out of the technical world into a business context.


IT in Government

Lord Mackenzie

UK Government is inceasing reliant upon technology to enable policy changes and improvements in effiecency. Some might say UK Gov is already on an IT enabled change agenda. The sheer size and scale of the technical challenges means that many systems need to be developed in partnership with the private sector, but these relationships are notoriusly difficult to get right. In this presentation Lord Mackenzie will explore these issues and the requirements on suppliers and UK Gov to improve capabilities to avoid the high profile failure in the future.


So what's this CMMI thing then?

Graham Dick

Graham will provide a high level non-technical overview of the CMMI focussing on its pedigree, what it is, how it is used and its role within process improvement. The presentation will briefly describe the CMMI structure and tease out some of the key model elements. Graham will also provide an overview of CMMI Appraisals and discuss their role within a process improvement initiative.


Doing it for real - Experiances of reaching CMMI ML 4

Richard Woodgate

AeI is a BAE Systems company, and has been following the CMMI path since early 2003. The experiences we have gained in pursuing an organisation wide CMMI Process improvement programme. The presentation will provide an overview of AeI's programme, and will provide insight into how we have estabished and moved forward with an aggressive programme targeted at achieving CMMI Level 5.

From an early stage in the programme, we realised that the benefits of the CMMI philosophy were not restricted to project management and engineering, and because of the organisational nature of CMMI, the interfaces with groups such as Finance and Communications need to be considered. Our entire Business Management System is now built around CMMI principles, and covers everybody in the business.

The presentation will describe nine key factors we believe are essential to a successful programme.


CMMI Appraisals an Introduction and Pannel Session

Neil Grover, Lisa Harker, Ian Wall, Trish Withey

For an organization with little or no experience of the SCAMPI method, conducting their first appraisal can seem a confusing or even daunting task. Neil Grover (an SEI authorized Lead Appraiser) will share his experiences of what makes a successful appraisal, as well as some of the pitfalls that organisations fall into when planning a SCAMPI appraisal for the first time. Neil will also highlight some of the key differences between the three SCAMPI appraisal classes that organisations should be aware of when planning appraisals.


The LogicaCMG Experience of CMMI

Bill Martin

To follow


10 things I hate about CMMI

Kieran Doyle

Resistance may be futile, but that does not mean to say it does not occur! Assimilation into the CMMI community does not come easy to some organisations and people. This paper examines the typical complaints that people have with the CMMI itself. Forewarned is fore-armed and being aware of these the process improvement manager is able to develop strategies to address them. This does not mean to say that all the complaints are to be dismissed. There are some issues around implementing the CMMI that require careful communication and addressing in a sensitive manner.


Thinking styles that facilitiate process improvement

Jurek Malecki

While the Process Improvement literature thrives on exploring the Process and Technology, it appears that the People aspect of the triangle (People-Technology-Process) receives relatively less attention.

Jurek's experience seems to confirm that no matter which Process Improvement model is used, it is the People component that points to “where the rubber meets the road.” Consequently, failing to fully and completely orchestrate Process and Technology with the People aspect reduces significantly the odds of the particular Process Improvement initiative to be successful.

Jurek picks-up the subject where the most of the published material ends… …and rather than getting involved in the academic-style analysis of the motivation strategies, he goes straight to the most interesting part - his experience in applying various aspects of the Neuro-Linguistic Programming (NLP) to leverage the institutionalisation of the CMMI compliant processes and the culture change of the organisation.

The NLP is recognized these days as a valuable skill in the repertoire of the efficient change agent. In the context of the organisational Process Improvement, the NLP provides the useful toolkit for efficient and effective deployment of the People focused models.

Jurek illustrates practical aspects of integrating People, Process and Technology drawing on GTECH Corporation’s Process Improvement journey towards achievement of the CMMI Level 4.


A view from the trenches

Andrew Griffiths

Much of the published materials and presentations approch CMMI from a specific, often technical view point. In contrast, Andrew will review some of his experiances from the year and insights gained from working with many ogranisations over the past 12 months: the off-shoring trends, characteristics of sucessfull CMMI programmes and key indicators of impending doom.


Agility, Productivity and Maturity

Dave West

The landscape for building systems is changing. The need for speed, coupled with an increased focus on process transparency is making process a number one priority for a large number of companies. This increased focus is leading to many challenges, including the integration of agility, productivity and maturity. In this talk we will discuss the fundamental tenet that to become more agile and therefore more productive, discipline and maturity have to be exerted. Thus the most flexible organisation is also the most organised! We will discuss process trends in the industry and look at some best practices for effectively harnessing those trends into an organisations process improvement initiative. We will also discuss how that process improvement initiative should be less of an initiative and more of a standard process. The talk draws on many real life customer experiences gathered by the author during his time helping customers adopt process and in his work of running the Rational Unified Process Team.


Part of the Solution, Not Part of the Problem: Senior Management's role in implementing process improvement

Marilyn Bush

What role do senior managers play in process improvement? What are their special responsibilities? What questions should they ask? What measurements should they review? In the SEI CMMI, a manager's role evolves as the organization matures. Organizations, however, run into common pitfalls when process improvement responsibilities are confused. The presentation will end with a case study demonstrating how Organization X successfully moved from Level 2 to Level 5, but only after their managers sorted out their appropriate process improvement roles.


Quality assurance in an Agile delivery method

Guy Nelson
Barbara Roberts

This presentation demonstrates how Fidelity ensures that quality assurance is maintained when an Agile development method is employed. Although Fidelity Investments in the UK does not formally follow CMMI, current non-agile quality practices equate to CMMI Level 2 to provide a formally predictable manageable process that can be audited. Fidelity Investments in India is in the process of attaining for CMMI level 5 and therefore could not risk compromising their quality standards with the introduction of an agile method. Therefore the move towards agile posed a potential problem, in that agile is seen in some quarters as unpredictable, unmanageable and lacking in “quality” focus.

Fidelity addressed this problem by selecting Dynamic Systems Development Method (DSDM) as their agile approach, since DSDM offers a clearly defined framework that can be used to audit compliance to the method. This has been achieved by tailoring the existing “Quality Gate” technique so that expected levels of quality are maintained while still retaining all the benefits of customer focused evolutionary development. The technique is not new to the industry but the way it is implemented is the key to its success.


Experiencing Outsourcing and Offshore

Adam Shepperson

The function of outsourced/offshore manager is to deliver into the organisation services or deliverables to schedule, cost and quality. In an organisation without a good level of process maturity and institutionalization of those processes this can be a challenge. Exposing suppliers to shortcomings in your processes can be costly, slow down delivery and ultimately fail.

Adam will present and discuss outsourcing, off-shoring and in-sourcing covering the areas:
- Why outsource?
- How to outsource
- Procurement using CMM, CMMI, SPICE
- Supplier Agreement Management
- Integrated Supplier Management
- Internal/External relationships
- Supplier Management vs Subcontract Management
- Supply chain control
- Corporate Intelligence


Institutionalising Process Improvement: is it a lottery?

Paul Morgan

The high failure rate of IT projects is often quoted as a reason for organizations to undertake Process Improvement. Paradoxically the even higher mortality rate of Process Improvement initiatives is less well publicized. Process Improvement projects seldom meet their original objectives or even when they do, the initial benefits are not sustained. Organisations fail to fully institutionalize change, old paradigms resurface, and the not inconsiderable financial investment in Process Improvement fails to produce the expected dividends.

The root cause of failure is never understood and the resulting frustration and disillusionment often damns by association future improvement initiatives. This presentation will describe the steps taken by GTECH Corporation to avoid such failures by utilizing a systemic approach to institutionalizing best practices. Paul will describe the strategies adopted and lessons learned leading to the deployment of CMM/I® Level 4 processes across a global development organization spanning six continents. Paul will also provide examples of significant and measurable business benefits that have accrued during this journey. Paul will share his experience of adopting and applying systemic thinking and organizational learning concepts to facilitate change.

In a Process Improvement context ‘silver bullet’ solutions are a myth. However the identification and use of leverage points that produce significant organizational change, and double-loop learning to institutionalize that change, should be techniques within the toolkit of every change agent. These concepts will be presented in a practical manner with real world examples.


CMMI for the badge or to really improve

Roger Roberts

Many organisations, including Government Departments, now stipulate that companies bidding for IT-related work must have a level of process maturity as defined by a model, such as CMMI. Senior managers are beginning to ask what the different levels mean but often they see them as targets, as they would do for revenue or profitability. "We will get to Level 3 by the end of this year!" becomes the war-cry, without realising the implications of such a statement. There is also executive one-upmanship - "if they are at Level 3, we'll get to Level 4!" The numbers game takes over.

For any organisation that has not given the need for this level of process discipline much thought, "getting" CMMI can be viewed simply as a hurdle. This could be to get to the starting line for biding for new work or to be considered for contract renewal. Other organisations may think they encourage, and monitor process maturity through improvement initiatives and by checking the quality of their processes, so moving to CMMI will not be difficult. Finally, there are those organisations that understand, and have fully embraced, CMMI and the principles that lie behind it.

I would like to show you, by walking through some hypothetical examples of the first two approaches (based on real life!), how these can lead to an initial "result" for achieving a CMMI maturity level, but cannot then be sustained. I am trusting that other sessions at this event will give you good examples of the right approach!


Process Management and the CMMI

Barry Maybank

The leap from CMMI maturity level 2 to maturity level 3 requires significant commitment and investment from an organization that is often underestimated. This can lead to ungoverned expenditure on process improvement and eventually to overspend and possible failure. One area that causes significant problem is the shift to organisational standard processes from an environment at ML2 where individual projects could operate with completely separate and distinct process. At maturity level 3, there are three process areas that help guide an organisation through this shift: Organisational Process Focus, Organisational Process Definition and Organisational Training. These process areas not only require the capture and definition of organizational processes but also capabilities to govern the organisations processes, capture data on the performance of the processes, appropriately "store" the process and example artifacts and to manage the ‘rollout’ and subsequent improvement of those processes. It's Select's experience that these three areas represent a key "pinch point" in the success or failure of a CMMI based process improvement programme.

This presentation focuses on the process management needs identified by the CMMI and the challenges presented by process management. It looks at opportunities for automation in helping address such challenges. It considers how tool support can help with the capture and rollout of organizational processes, the governance required for process improvement and the means to institutionalize process. The presentation will also provide a short case study of how Select has successfully addressed the needs of CMMI in this area; examining critical success factors and the strategy and solutions required for success.


10 ways to avoid filling in PIIDs

Jonathan Dean

Gathering adequate and appropriate evidence from an organisation is a critical factor in the success or otherwise of a CMMI appraisal. Practice Implementation Indicator Descriptions (PIIDs) are a simple but effective way of gathering this data, but can be daunting to organisations that are new to CMMI. Faced with a blank PIID and an appraisal looming close on the horizon, the innate human instinct to resist change inevitably kicks in. Whilst the desire to resist filling in PIIDs is natural, many of the techniques employed by prospective appraisees to dodge PIIDs can be surprising. This presentation is a light-hearted look at some real-world examples of resistance strategies. Ranging from the inevitable to the bizarre, the presentation proposes a personal ‘top-ten’ and explores the lessons that can be learnt from each one.