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AD-A286 942 Welcome to111111 ~lIIN 111111111 11111!l f H SK OND, NI r ,L., AEuropean Software Engineering 0Process Group Conference 1997

EUROPEAN .SSEPG

GRAND HOTEL KRASNAPOLSKY

AMSTERDAM

"* Full Event Programme

"* Conference Services

"* Abstracts & Profiles of Presenters

"* Exhibitor Advertisements 98-00023" Call for Participation European SEPG'98 / IIII FII", IIII//0 2" 3 0

1, SATW

BestAvai~lable

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REGISTRATION

We wýish to thank the tol lowing tor their (ontrihution1 tothe ,,u( (-,,, )o this (onl (-en(e: I'9.00 - 240.) 0

OB.) ) - 17. 144

United States Air Force European Office of4)hA.O( - '4 1}))

Aerospace Research and Development

0(4.00) - 14.0)0)

TUTORIALS AND CONFERENCE

09.00 - 10). 10 'res, tit'll (n1,,0(. -) - t 1 .4o4 [3reak

I I (0 42. 144 It'i ,,t'ntati(ori'

12.(10- 14.0041( IL1 hL• W~~lj 14.00( - I 3.•l) t'rest~ntHion'`

james martin+co0.00) - 17.30 tPreentlition, S

Ai' o, ,lt)() ho%\t,\r thle (orllt'l-emn( V will (Io•t lt 17.00

0 4 CONFERENCE BARIc~riGc3 inS i eA(neeebr ý%ill bieoe

,i(h +., ning tfrom1 17.44) - 18 .1)an1d on Fhur,,da\, I ()th June i rom17.00 - t,8.)00

P GALA EVENING

Netherlands SPIN: ISMId SPIder 18. M - I ArF

EXHIBITS & EVENING SESSIONS

4( 4)).O) - t 44. 14) [-shihitsW eV also acknow% ledge the sponsors t4.4)0) - t'.O)4 M r(M,,,nt,tl(

FIRST; FLOOR

Conference

Tutnriakc

Hotel PGrand Hotel KrasnapolskDarn 9, 1012 IS AmnsterdThe NetherlandsTel: +31 20 554 9111

----- ----- ---- ----- ---- Fax: + 31 20 5 54 7010

Exit to Royal Wing'

HOTELGrand Ballroom

Lo ngeLOBBYSt Johns I (corninec

St Johns 11 (Monday

Four Seasons Room

Exhibition and cater

SLifts

Wednesday 18th June

Hotel PlanGrand Hotel KrasnapolskyDarn 9, 101 2 IS Amnsterdam 0The NetherlandsTel: ±31 20 554 9111Fax: +31 20 554 7010

Exit o Royl Win

St Johns I (c ombined with ",t Johns I/I (or contvrence

St Johns 11 (Monday and Tvesday onlvw

Four Seasons Rooms (Tuesday morning only)

Exhibition and catering in Winter Gardens

SLifts

Thursday 19th June

Ir lot. to use this Planner...... ........ ...........

, \ NII \( I sNIl IA S.I

P rintin g L en tre . . .. .. . . .. .. . .. .. . .. . ... . .. . ..

C )- R( M ). Hlrm r s m g Stat io n . ... . .. . . .. .. .. . . I . . .. .. . . .. .. . .. . . .. . ... I .. .. . .. .. . .. .. . .. .. .6

" vNes I )csk . . . . . . . I I . . . . . . . . . . . . . . . . . . . . . . . . . .I .. . . 61(,f~ I tiriror. .. .. .. .. .. .. .... .. .. .... .. .. .... .. ................ . .. .. .... .. .. ...... . .I

.\ .. .. . . . .. .. . . . . . . .1

Crt.u Form ..... . ... ... . . ,T a out -0 1

Monday Morning

11011) App ia i rIk [,!Sing thle (-MM a-, a Referent t Moidel........................................... .23

(Ii

1 20 1i C \ii'Iliou I DV1iii ,t .111dnn Inlilipmi ing 5,(Iits,irr' 'roi, t"Nsr'

Tuesday Afternoon1211 2h Blind faith i, Noit the Ansssr - I stablihis ng i t mieti 10 usied Riqie(J inR-11

1-1u)2t I'riir (-,. Iiiirpiisrnint V\ tiii) P'lanning .. . .. . . 5

I 02 I liler( Planning. Ira( king nrld ( (,ntigUIatioii .\1Iiilligr'ihur'it l~r PrOJUe t I Cidvrs

Wednesdav Morning100i) o-( hair': Bll Priermi n, 511: ( rim' Iamner. I l\Iri , I SB C rRun)) diid Killn SaSsebriug. Nrtherlan(ls SPIN

I los ( 01iin)ir')itls 11 thet F trlipeari Soltsare Inrl11.1ýrre. .. ...... . .. ... . .. .. ... . .. .. ....... . 71.

W)2 Fri i ssiinaml Si ts ar'I )r't~ l r'uiuilln Enuropei - A\ Brie) Assessment.. .... .. ....... .. .. .. .. .. .. .. .. .7J

\Iu c (i'l t 1,11: C thing Bew n 1iir C sV Slinlie . ...... ..............

104 I-l onipe1)ttem c ill Siiltkir and i riii giinecin)g. - Sitruiens' Sifllt) dr' InlitiatlikrS................

Si ts are Mlean1i remneit -\r ri" js Globh ial EFnterpri se . . . ..................... . . . . .. ... .. . . . . . I.. .8

Wednesday Afternoon

( (a,, Settfing upl SPI Inl a1 MultiCutural and IDe-Centralised Engineering (omfpan . .. .. .. .. .. .. .. .. .. . . . ... 8

()0(11 ( iJ~bilIt \Iattirit Mi ilti tfir SiitI'a.)Ft \'ersio)) 2.011 ........... . . . . .. ... . ... .. .. ...... 87

L ))hn I msn Slit Print plves 11111mpros theV~LV \'le tLga v SVStems, . 8') ............

f \prii'nr ing Si itware Pnro( esý lmprn venent at the Sharp End . ......... J ....... o

Ri'riniirrc nwnt, tor W inning Soim m ae Teams, .ý.............................................o 'I

haIllen-ges and Solu.tions tfir SF'1 in a Small Company . 1'S

ý08ij, P \N El: -\pun aihes toi I'ro es I mprmei se ent SUppi urt . .............. 7

M N( S I Lan Sb1[ -SPICE.. .. .anil.. .. I...SN... ...C ... ... ...)4... ... ... 0

ý0()ll-\ssiss niet amil ( )ptitmi latio oflu Svysten Art h itei tni res: I \perii'ni es with

C 'nderstaniding andi In;rlius ing your Supp11liers. ...................... 10)5

Implein it ing amd I Fnhla nIing a Q1.ua I it ManagementC11 SVsteml using IC M

P'rint ipie'. and tihe (M asN & a Framiessork . 1(07

Thursday Morning(4H2 SF1I Pro( ess 20008: Building on Strength ............................................... 10')

T he In pn is ment Engine of the EFri( s'on Systems Souttware Initiative .I III

-4(),-1 Si utssare Pro( u's Impro venment 100mevc froni Level I to lvl5 .I . I 1

4)14b 1 i ghlI ghts avml Reporit Bai k firon] The Measurement SvmnOi~n p .is .i .I .5 1 0'5Qua ti r C entnurv if Solurtva re Pro( e r's I nipri\ senent .1 .7i1ntinluiisIN Q1.alitV Improvement in Siittvare D)evelopment on) the Basis of

Thursday Afternoon 41

40(ws ( )ser orniing Resistan~ctoeI Change to Bit ome a True 'learning COrganisation. .. .. .. .. .... . .. .. ..... 121

400b A (Co-orrlunateil Approan h to Identifying Software D~evelopment Risýk in) MoD l'roter 1 Is.. .. .. .. .. .. .. . .Il

400(r Five Years' Experivi:n e' with SPI: lessons levarnt .. .. .. .. .. .. .. .. .. .... .... .. .. .... .. .. .... ....... 125,

Fromt Chais to C ontrol. .. .. .. .. . ... .. .. .. .. .. .... .. .. .... .. .. ...... .. .... .... .... .. .. ....... 127

The' C omplemrenla r As1 reo ts, of Proo ii es Capabli tv anil RI'-Ue s('a ipabilIitv .. .. .. .. .. .. ...... .. ... ... 12'11Sioftware' B's) F'ra Ii( e,: Bruefi itso the' Bini~si nrs.. .. .. .. .. .. .. .. .. .. .. .... .. .. .... .. ...... . ..... 1 11

(408a1 (V( )SING PANHl - Pant'~lkits.......... ................... . ... . . . . . . . .. ... . . .. .. . . . . I.. It

09.Ui0 - Nl~nddý 6tht June' 1997

I \ttIM H W

( 01t MUtIS SoMa~sare ( ep. QA S-'stn .sl ... .... ....... ....... . . . ..I Nt

Iurnipean Sotls n tiut ... .. . .. ... r...e I.. ...stit.ute.. ... .... 14.. 14

ftonpt-ain So atk an Pro( v,, tmipriJetne1nt foundation .. ............ 14 1

GUild 01 Intlt5)Vendle l Full tion Point Analvsts . . .. ......................... ............... 1 45

IB M ~ ( l, rm l tr it es . ............... ............ ........ ............. ............. .14 7h I M I( )M AI SIRING. BA..........................v . ,1 49 )

Iristi!'ite 1l [ tso(M are I'mA et tSS i1itro A. eliert iM .............t . . . I .......... I

( oginl Q 1)u,1i 1% '. \t rI'genient ( (in petenA, e ( enter ......................................... . 1. 55..

"AiitM 'Ire [ liginturlirig InistituteL..............L..... .1 1

iiiso art. pr ii ss Iniiri isernien Network AU K) . . L ................ . 1.6. 5

Siiit\\. rt P oIiil Ki tis At R esearr h ....................................................... .... 167

SUurs i h Hs nut(

' a1 111i l Aii lctt Material, IM title d t J 01,111 alI)iýlt' t loiati ýIii'lCk - if (II %\\Oultl like a printtedS trsI(ii 01t a ,I( slt li onitrewme paper, w\e will hep It aI( (Itil ) roIs ide I these at the Pr int Ii ng C ent re fret01 ( liarge. Pleast. note that all t onterentc paperscue nta uintii( in sour (-[)-k( MA.

YOU are invitedi to attend thle Gala Dinner onlWednesday evening. Cot ktails, wýill be servedi in thleWinter Ga;,rtdens frnt 0. 10pm and dinner ss ll heservetd in the BallIroonm at 7. 30pmn. The evening ss illinll(u.de Ilivt entertainment andI the Prime rras\.

A 11itcrbhr ot CD-Roik reatders wiull be availahle,0inc luding one on the [SPI Fou~ndationl eshihition

There will he a conference bar situatedl in thle(onterent e entrante ot the hotel eat h evening,

~u from 17. 10 to 183. 10.

Ed( 11 nMurning VOu] will re:ceive a c opy of the'( cinterente Ev'schange' newsletter, whicl(h provitdesIiighl ights, and reports cit events, at the (onferentcitselt.

It youI sxoulr like to make an annO~incement in theness setttr ss hil OIt'yi are at the (onferentt.peas,,,peak to Sean Ellis, at the News, Desk.

We will p~rovidle a shipment servi(c tfir your( onterencev materials tin Wednesrla' antI Thujrsdav.Please( ask at the reception des-,k for details.

E6S

S

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Monday - Tutorials & Year 2000 Panel

Tuesday- Tutorials & Measurement Symposium

Wednesday - Conference

Thursday - Conference

0

Evening Sessions

e

0

0

0

0

D7

0

I he V ear 20U&) nd P'rocess Improvement t-onnnrueu

%picI1N [\1 Y Tutorials & Year 2000 PanelSUNDAY 19.00 - 20(.)

M()NDAY 08.0() - 17. 3)

Re v I,. I ra t1i0

BALLROOM ST JOHNS I FOYER ST JOHNS It

Process and Year 2000: Appraisals Using the CMM IDEAL Approach to Peer Reviews: The Key toComplacency or Hype? as a Reference Model Implementing Software Cost-Effective Quality\\ III, ILIIIhIIIIW S " S[tv 'v ,iaxtr ,N Process Improvement I rIn () l tarI. ( ( I ai j\, ii (qw,I '-.l I MI 'NV;, Peth', I Dljn~ ) na•,,' , S1 I hutit k %A% r•., S1ll; I'Aul & A,,(,, tawt,

Ahigren Q. lab,

LUNCH

, , i ,I I t . •I t

The People Capability Dealing With the Software Process Effective Implementation ofMaturity Model Underworld - Accelerating Improvement: Business CMM Levels 2 & 3IP-CMM) - A Brief SPI Impacts and Value LagnuhIg, hlr.n and.ntrodu(tiorn 10,, 'r j1k., l•.n I)a A /L.l)bf(n. S• I ( hrihtlujl Icetou,Iý'll I lrt hrl() 'l.\-s,hh)nk •\ h'c t'wn Q. lah11

nl" Ii Brinkrman, ( )ril B13 .

Bar and Exhibits •

EVENING SESSIONS (See p,,' I 3 tor detailk,

BALLROOM

Welcome - I huir Irritph•, [)nlnnu (1 .ih, \B

The Year 2000 and Process Improvement \,'aft 1 Itirnphn",. Y I0

Performance or Panic? - \irt. nj;).n Iirtt ( en~rilgtriig (riup

Driving and Focusing Year 2000 Projects Intner BIindnll, I rnti,h Air%%,,u

PANEL SESSION

• 0

TUE SDAY Tutorials & Measurement Symposium

B41JIX]M ST JOHNS I FOYER ST JOHNS 11 FOUR SEASONS

Dependence to) Influence: Risk Management in Personal Software Process A Method for DefiningD~eveloping and Nurturing Practice: Effective and \%,III I Furr~r~'IF I and Improving Software

S Effective Sponsorship Ineffective Processeshrr k \1ý,- 1,1 I'I~rrr C,' I ),rrIf-III Frui 1it 1 "11i 'F

4. LUNCH

z*Nrii

Blind Faith is Not The Process Improvement Project Planning, TrackingAnswer - Establishing a Action Planning and Configuration

S Customer Focused F.'F11) \ I,, I Fit B~,wt!r Management for ProjectS Requirements Process wf rrr 1 11s Leaders

That Consistentl,, Delivers uir K.r-,-&\,i I'crFru~hrr F ripFr'l

Bar and Exhibits

EVENING SESSIONS FS~it /)aLrg /If dc(htm/iI$

IIIS\titBALLROOM

WAelcomre I Fi PiiFurl F (,,dria,,i I B1

KEY NOTE: Controlling Outsourced Software Contracts ( Farlii 1, iriii. F rusrI rtFrFriit rdpudn F numt ,ii F"'ntrir \11i,11 1

Metrics in Small impanies - Coupling a Metrics Programme to Your Business Model - Ft(rm kli~ii~rrikt'r'. 1( 1

Quantitative Management of Software Process Improvement -( hi iFriiFir I -\[ri rFFiw IIFi~

Process tmprovement by Software Measurement - Current and Future Directions for GQM Methodk'iitiitriii',, dwmh,riFi r R l,i

W ED NESDAY Conference Regis:ration: 08.0(0 - 17. W0GALA DINNER: 18. 3f) - late

Registration 0

PLENARY SESSION - BALLROOM

Welcome: I ill, � •'•c,iiuIri, Net il riiI IPIN. Co-Chair: hill I'ver ...in. S( I Im ( i r namer, I Ihmd, 1SB irIulI)

How Competitive is the European Software Industry?I m , I heilvi. ".m\ lr,, (Ii I t inII(nliI( \rirrl'. I he NothrlaIlrru

Professional Software Development in Europe - A Brief Assessment

1),I\ d Ih wm'm •',lri ( (,mmil irrm-um

,Models of SPI: Gelting Beyond Case Studies1•,111 ý 'lrn, h'tal Lu(.t ,Ac'lru , 11r,

0

Break

Keynotes Track A Keynotes Track B

BALLROOM ST JOHNS ROOMS

Competence in Software and Engineering - Siemens' Software Managing Culture ChangeInitiatives k 'nI m IAm hmur, PrIdt (W)i(v I I SE RVI(t S\\t I lkt-r ,\ ( rdIi \Va( kcrharth. Smvnicn. A(,

Software Measurement Across a Global Enterprise Ethics and the Software Process

ixt Imrr ir i w k. ( iliii ,mrI \ I LI 1 LuIhrov.,. SF I MNi(m hli ( a.,anagh almnorar ( ni .ulfing

LUNCH

Track A Track B Track C

BALLROOM ST JOHNS ROOMS FOYER

Setting up SPI in a Multi-Cultural and Capability Maturity Model for Software, Using SPI Principles to Improve the

De-Centraliied Engineering Company Version 2.0 Value of Legacy Systems

55 nm / N \.rrnr.i - rn h rd Rill •P l ,r,,n, St I A -hlv Trvi, , Bank ot Aim ri( aI (hcrriiarm. 51111 ( prlor,rth IK ,iar( h

Experiencing Software Process

Improvement at the Sharp End Requirements for Winning Software Challenges and Solutions for SPI in a 0I'ml IIlkhalri I ,ld Is,1 (,rull Teams Small Company

Bill ( Lirti., lcrr(iuQ ,t ,mori(, In(. Riirrluai \ijd I Ior.al & 1 yIn Ro• ,I• I,(IIliVicr, \ 1i \t ) rih(rm

Break

PANEL: Approaches to Process SPICE and ISO/IEC 15504 Assessment and Optimization of System

Improvement Support Yctii,, Miari,. YI I I NiBb 'Sriih, Architectures: Experiences with

Moderator: iunilii ,m" arci hi'iitituiti Industrial Applications at Siemens

I rwimmi 6. m. Phtilip .i( hiai l (Ihomgir, ti n I ii Cii-i1 h ,)

Panellists: Nod( rl

I MIT A klla N,, Ah awil

Ktth iiC kCim I ?il Understanding and Improving Your Implementing and Enhancing a Quality

Tll) Kmh. SIT' Suppliers Management System using TQM

Nfim 1 hmnnelt A I hri ,emi,. Britilh Principles and the CMM as a Framework

h lih ( i I\nmm11,1r e I', r r( I%% Il rl, ,hmrm

Bar and Exhibits 0

GALA EVENING

TH URSDAY ConferenceShpig( )PEN 09.00t - 10.0t)

PLENARY SESSION - BALLROOM

Co-Chair: (htIim I % kI d ta i &\ K Pj Iteii ',I I

SEI Process 2000N: Building on Strength,,t .ý ( it , ,

The Improvement Engine of the Ericsson Systems Software Initiative

1, 1 imlo~h iný, Nidc, %%a~w id, ri ,oBreak

Keynotes Track A Keynotes Track 8BALLROOM ST JOHNS ROOMS

Software Process Improvement lourney From Level 1 to Highlights and Report Back from the Measurement SymixsiumLevel 3 'dLi ( ,(Irlt,1rl IMII

Continuous Quality Improvement in Software Development onA Quarter Century of Software Process Improvement the Basis of Measurement and Assessment

it~ K ,r~dv, ugl, mr~tt oipa Ii(,g(r (inter Al~i/ Ii0LUNCH

Track A Track B Track CBALLROOM ST JOHNS ROOMS FOYER

Overcoming Resistance to Change to A Co-ordinated Approach to Identifying Five Years' Experience with SPI:become a True 'Learning Organisation' Software Development Risk in MoD Lessons LearntV\~.i, \.ta ir \Ni\%rit~ k ( ofý]11t Id Projects ( ;iIc,~ de, Ro N ieic I,' I liour)pn,-( yI

I Iceleviilne'iu,. XII) ,\ John 1 I1i,1111ton,I I!RA

From Chaos to Control The Complementary Aspects of Process Software Best Practice: Benefits to theDc)I uit. I folIni rn ý.\ ArIt~r Piuin, I igiia Capability and Re-Use Capability Business

Nionahirgi, I imt -on'i' So Tlkvni , iIitit

Break

PANEL - ( im~riiI b\ ( iilii 101%.

Panellists: Bill I'itcr,iin. Y 1: ( brin 1 1it I """ I Yi ( roil: I liri-tiurgirt Kuglcr, SI: Keith iii kin, TKi Al\Iimirrrnr Mii\ý 1,

CLOSE - Complimentary Bar

1I2

P-re-scheduled evening sessions are described below, however please keep an eye on thenotice boards for news of Birds of a Feather sessions and other activities.

MondayEuropean Commission ESSI Projects

Track C- Foyer

Multi-Company Approach to Assessment and Improvement '~cy /9 es,4 s ,luge \nhentker FBank IndOLIsiZ I UXVIII)O)Lrg & Anne eiý --,/on coln 99ISra/1/pFenilri k, ( kl' I ienri Tudor d,"rý ens s'?tt - 0,7

"dtd 6 /:74,~. o6ra,,,00 P0An Experiment for Use Cases in Capturing User o','L~~ar~ 45 h &nzOd 3~0,Expectations in Software Development Projects -2'1o t'~lýrle'".77iisIsafF-tan 4)44 rreri Ii, 544 laia S p.A. ,-tvi.~ ( de hb .s/V e ,'s~ d o'700

PO14~p - ~ 'r r of pe/ fZ ssl 'r j .Ot oifTrack D - St Johns 11 co'os erýcIen'wdike o?~

"Qse/ A' vn M6 re SS/O

SME11/ Debate Euopa SPN M" eetingf

ASIs theearal Eprca e fo Small n PatoM du -ic e d ade V i', h F968364 F';hstdth istm ein

Improvimngthe Whrfiatisn and Valdaio Prcs:LsosA0o

is)thre a rea case 'Fflor Smalls111 thoMeimseirzes In aI)) essil ITteNtherLanris pIN SilErI wil b hostethfingsth meeting o )1

))fl1)anils th hallnge wll 14 44 nswerthe eal isuehis vear, h entll a nfraeg wil l wo ekin tr build i) more pill 4' lurigte

44414 crning the ad~opFtion (4 SF1 for )4rgant~atrii)s like 'HIT( oi. tour rdoss of the F-hiri)1 4ar SF-'(;.

IFil

I,

European Software Engineering Process Group Conference 1997Grand Hotel Krasnapolsky, Amsterdam

Critique FormThank you for attending this conference. We would be grateful for your comments, which will help us to improve the service we providePlease complete this evaluation form and hand it into the conference reception or post it into the 'critique form' box.

Name:

lob Title: 0

Company:

Tel: Fax:

Emnail:__

Venue Subject Area

Please let us know how you rate the services and facilities Are there any subject areas that were not covered suffi-provided by the hotel: ciently?

Do you think that Amsterdam is a suitable venue for such anevent?

Format

Do you have any suggestions as to other suitable cities? We are keen that you get the most from the SEPG.

Please give us your comments on the conference formatand how you feel it could be improved:

Did you find the administration service satisfactory?

European SEPG '98

Do you have any comments regarding the co-ordination and If you are interested in submitting a paper for the Europeanmanagement of the event? SEPG '98, please provide subject area which you might cover

and forward an abstract of 250-300 words as soon as possible.

LU Presentation C3 Tutorial

W orking Title: . . . . . .

Do you have any further comments? 0

Would you be interested in exhibiting at the conference?

SYes U No 0

Thank you very murh for your co-operation

Tutorials

Please score presentations 1-5:(1 - Poor, 2 - Average, 3 - Good, 4 - Very Good, 5 - Excellent)

Monday 16th June

TiOla TlOlb TlOlc TlOldProcess and Year 2000: Appraisals Using the CMM as IDEAL Approach to Imple- Peer Reviews: The Key toComplacency or Hype? a Reference Model menting Software Process Cost-Effective Quality

Steve Masters & Donna Improvement Fran O'Hara 0Watts Humphrey Dunaway Chuck Myers, Paul GoodmanScore: (1-5) & Magnus Ahlgren

Presenter

Materials Score: (1-5) Score: (1-5) Score: (1-5)R v Presenter Presenter Presenter _Relevance

Materials Materials Materials _

Virginia Soper Relevance Relevance Relevance _Presenter____

Materials

Relevance

Peter Blundell T1O2b T102c T102dPresenter __ Dealing with the Under- Software Process Improve- Effective Implementation of

Materials world - Accelerating SPI ment: Business Impacts and CMM Levels 2 & 3: Differ-Mike Morrell, Wilko van Value ences and SimilarifRelevance Asseldonk & Jeroen Brinkman David Zubrow Magnus Ahlgren e

Christophe Debo,

Overview of P-CMM Score: (1-5) Score: (1-5) Score: (1-5)Bill Curtis Presenter Presenter Presenter _

Materials Materials Materials

Score: (1-5) Relevance Relevance RelevancePresenter

Materials

Relevance

Tuesday 17th June

T201a T20lb T201c T201d T201e 0Measurement Dependence to Influ- Risk Management in Personal Software A Method for DefiningSymposium ence: Developing and Practice: Effective and Process and Improving SoftwarePLEASE SEE Nurturing Effective Ineffective Watts Humphrey ProcessesSEPARATE Sponsorship Audrey 1. Dorofee & Ray James D. HartFORM Chuck Myers Williams

General Score: (1-5) Score: (1-5) Score: (1-5) Score: (1-5) Scomments: Presenter Presenter Presenter Presenter

Materials Materials Materials Materials

Relevance Relevance Relevance Relevance

T202b T202c T202d •Blind Faith is Not The Process Improvement Project Planning,Answer - Establishing a Action Planning Tracking & Configura-Customer Focused John Vu tion ManagementRequirements Process Tim Kasse & Peter LeesonThat ConsistentlyDeliversMac Craigmyle

Score: (1-5) Score: 11-5) Score: It-5)IPresenter Presenter Presenter


Relevance Relevance Relevance

Wednesday 18th June

Please score presentations 1-5:(1 - Poor, 2 -Average, 3 -Good, 4 -Very Good, 5 - Excellent)

How Competitive is the European Software Industry? Score: Presenter Materials Relevance (-S)laap van Scheijen

Professional Software Development in Europe Score: Presenter Materials Relevance (t-5)David Talbot

Models of SPI: Getting Beyond Case Studies Score: Presenter Materials Relevance (1-5)Bill Curtis. TeraQuest Metrics In(.

Competence in Software and Engineering - Siemens' Managing Culture ChangeSoftware Initiatives Ken TaylorAxel Volker & Gerd Wackerbarth

Score: Presenter Materials __Relevance_____ Score: Presenter ..... Materials Relevance

Software Measurement Across a Global Enterprise Ethics and the Software ProcessGerry Pasternack & David Zubrow Michael Cavanagh

Score: Presenter Materials Relevance Score: Presenter Materials Relevance

Setting up SPI in a Multi-Cultural and Capability Maturity Model for Software,De-Centralised Engineering Company Version 2.0 Using SPI Principles to Improve theWinnifred Menezes Bill Peterson Value of Legacy Systems

Ashley TravisScore: Presenter Score: Presenter

Materials Materials Score. Presenter

Relevance Relevance Materials

Relevance

Experiencing SPI at the Sharp End or Requirements for Winning Software Challenges and Solutions for SPI in a'Ouch!' Teams Small CompanyPaul Hookham Bill Curtis Romana Vaide Horvat & Ivan Rozman

Score: Presenter Score: Presenter Score: Presenter

Materials Materials Materials _


PANEL: Approaches to Process SPICE and ISO/IEC 15504 Assessment and Optimisation of SystemImprovement Support Steve Masters & Bob Smith Architectures: Experiences with

Industrial Applications at SiemensLieuwe de long Michael GlogerScore: Presenter _____ Score: Presenter

Materials Materials Materialsenter

Relevance Relevance Rele

Fillip Halsey

Score: Presenter

Materials

Relevance Understanding and Improving Your Implementing and Enhancing a Quality 0Suppliers Management System using TQMKeith Jackson Mick Bennett & Chris Amos Principles and the CMM as a FrameworkScore: Presenter Stefan Lytwyn

MaterialsScore: Presenter Score: Presenter

RelevanceMaterials MaterialsTim Kasse -- -0

Score: Presenter Relevance Relevance

Materials

Relevance

Thursday 19th June

Please score presentations 1-5:1 - Poor, 2 - Average, 3 - Good, 4 - Very Good, 5 - Excellent)

SEI Process 2000: Building on Strength Score: Presenter Materials Relevan(e __ t-iSteve Cross

The Improvement Engine of the Ericsson SSystems Software Initiative Score: Presenter Materials Relevance (1-5)Jorma Mobrn & Anders Wasterlid

SPI journey from Level 1 to Level S Highlights and Report Back from the Measurement SymposiumJohn Vu Paul Goodman •

Score: Presenter Materials Relevance Score: Presenter Materials Relevance

A Quarter Century of Software Process Improvement Continuous Quality Improvement in Software Development onTerry R Snyder the Basis of Measurement and Assessment

Holger Gunther

Score: Presenter - -- Materials ----- Relevance Score: Presenter Materials ----- Relevance ... .

Overcoming Resistance to Change to A Co-ordinated Approach to Identifying Five Years' Experience with SPI: LessonsBecome a True 'Learning Organisation' Software Development Risk in MoD LearntAlistair Waiters Projects Gilles des Rochettes

Llewelyn Jones & John Hamilton




From Chaos to Control The Complementary Aspects of Process Software Best Practice: Benefits to theDebbie Hellmann & Alf Pilgrim Capability and Re-Use Capability Business

Sergio Bandinelli & Alvaro Sanz Alejandro Moya



Pelevance Relevance Relevance

PANEL: Chaired by Colin TullyBill Peterson, Chris Lamer, Hans Jurgen Kugler, Keith Jackson, Alejandro Moya, Hans Sassenburg

Comments:

ESPI Foundation, 2 North House, Milton Keynes UK, MK1 1SWTel: +44 (0)1908 630500 Fax: +44 011908 630700 Email: [email protected] Web Site: http://www.espi.co.uk

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The following pages contain abstracts

for each presentation together with

profiles of the presenters

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PROCESS AND YEAR 2000: COMPLACENCY OR HYPE?

Chairman

With the millennium just around the corner, are we successfullydealing with the biggest combined task in the history of the softwareindustry, or are the predictions of mass failure and disruption to betaken seriously?

This endemic problem is examined and placed in perspective by threeleading authorities on Process and Year 2000. 0

Christophe Debou Profile

Q-Labs Christophe Debou has recently been appointed business area manager at

Q-Labs GmbH (Kaiserslautern, Germany).

Prior to this, he was manager of software process and technology at theheadquarters of Alcatel Network Systems (Zaventem, Belgium) from1994 to 1997. He was coordinating software process improvementinitiatives within the network systems section of Alcatel. Hisactivities focused on organising software process assessment, supportingaction plan definition, following up action plan implementation, and co-ordinating common actions across the several development centres.

Previously, Debou was a research group leader at Alcatel AustriaResearch Center (Vienna, Austria). He was the Alcatel project leaderof the ESPRIT project ami (Application of Metrics Industry). He alsoparticipated in the industrial trial phase of the ESPRIT project COSMOS(Cost Management with Metrics of Specification).

He has published several articles in major conferences and journals inthe area of metrics and quantitative approach to software process im-provement. His main areas or investigations are software engineering,quantitative approaches to software project management, measurement,complexity metrics, data analysis, software process assessment andimprovement, quality assurance. He is vice president of the ami usergroup and a member of the IEEE.

Debou holds an engineering degree in computer science from the tcoleNationale Sup~rieure de Sciences Appliqu~es et de Technology,Lannion (France).

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PROCESS AND YEAR 2000: COMPLACENCY OR HYPE.

The Year 2000 and Process Improvement

Abstract 0

The Year 2000 (Y2K) software defect is potentially the most serious

software problem many organisations will ever face. While someorganisations are well aware of this problem and have adequatepreparations under way, many others do not. In this talk, Mr. WattsHumphrey discusses the Y2K problem, its causes, and its consequences.He also outlines the steps organisations should take to address thisproblem in a timely and effective way. His principal message is that

software process improvement, the Capability Maturity Model (CMM"'),Watts Humphrey and the Personal Software Process (PSPI") can significantly help

SEI organisations address this issue quickly and effectively.

While this talk will be of general interest, its principal focus is showing 0the relationship between process improvement and the actions requiredto address the Y2K problem. Mr. Humphrey walks through the steps ofassessing Y2K exposure and implementing needed changes and showshow the CMM and PSP can help in doing this work. He concludes withrecommendations to help organisations synchronize their processimprovement work with their Y2K projects. He also gives references to 0some leading Y2K information sources.

Profile

Mr. Humphrey is currently an SEI Fellow at the Software EngineeringInstitute (SEI) of Carnegie Mellon University. He joined the SEI afterhis retirement from IBM in 1986. While at the SEI, he established theProcess Program, led the initial development of the Software CapabilityMaturity Model, and introduced the concepts of Software ProcessAssessment, Software Capability Evaluation, and most recently, thePersonal Software Process (PSP)sPl.

Prior to joining the SEI, he spent 27 years with IBM in various technicalexecutive positions including the management of all IBM commercialsoftware development. This included the first 19 releases of OS/360.Most recently, he was IBM's Director of Programming Quality and

Process.

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Ihe Iwear 200U and Procet Improvement uitminuvu

Mr. Humphrey holds graduate degrees in Physics from the Illinois 0Institute of Technology and Business Administration from the Uriversityof Chicago. He is an SEI Fellow, a member of the ACM, an IEEE Fellow,and a past member of the Malcolm Baldridge National Quality AwardBoard of Examiners. He was awarded the American Institute of Aero-nautics and Astronautics Software Engineering Award for 1993, and theSEI Leadership Award in 1997. His publications include many techni-cal papers and six books. His most recent books are: Managing theSoftware Process (1989), A Discipline for Software Engineering (1995),Managing Technical People (1996), and Introduction to the PersonalSoftware Process (1997). He holds five US patents.

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SM.t The Capabifiry Matunrty Model, the C rwu• . and the Personal Software m'L lm mPro....... 5erm-e Marks of Carnep~ekMellon U ..... y, E•URO == mmPEAmNSEPG

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PROCESS AND YEAR 2000: COMPLACENCY OR HYPE?0

Performance or Panic?

0

Abstract 0

Successful implementation of Year 2000 will be dependent on acomplex range of factors. Knowing your organ isation's readiness tochange, the strengths and weaknesses of specific processes, and aligningIT and business strategies can position your effort for a positive result.Understanding the coordination, integration, and balance which must be Iachieved among methods, technology, skills, organisational structure,measurements, and company culture will be the difference betweenperformanceand panic.Virginia Soper

IBM Profile

A business consultant with expertise in process improvement andassessments of application development (AD) and management processes,Virginia Soper has played key roles in the management as well as thetechnical aspects of critical software engineering projects. She specialisesin working with clients to prepare them for impending technological,procedural, and cultural changes, forging partnerships that will help 0organisationsflourish and remain competitive as technology advances.Her background of actuarial work in the insurance industry, combinedwith independent work and experience in a wide range of industries has

given her a broad base in her 33 years of professional experience.

Currently, Ms. Soper is providing advice and counsel in a worldwide •leadership role to improve clients' time to market, productivity, and toposition their IT capabilities to meet the dynamics of a changing marketplace resulting from mergers, acquisitions, and regulatory issues. Hergeographic responsibility and client involvement for the previous 5 yearshas been in Europe, including the operation of Europe's top softwaredevelopment study of Practices and Performances- a benchmark of AD 0organisations.

Ms. Soper jointly authored IBM's Application Development Effectivenessmethodology and approach to process improvement, assessments, andtransition planning. She developed Dynamic Stability Concepts for ADand has presented seminars on Quality and AD Effectiveness, The ProcessImprovement Process, Paradigm Shifts, Organisational and CulturalAspects, and Change Dynamics. !

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PROCESS AND YEAR 2000: COMPLACENCY OR HYPE?

Driving and Focusing Year 2000 Projects

Abstract0

BA began its year 2000 project in 1995. We started by laying out thesteps we needed to take to make sure our systems would still work in2000 and beyond. Our first activities were to understand the issues,mount an awareness campaign and to identify any need for externalassistance e.g tools or consultancy. We then moved into planning thework and portfolio construction which is now complete. Now we havechanged and are changing those systems with the most urgent needs andare building our test systems infrastructure. BA is also working with the

Peter Blundell airines trade association, IATA, to drive forward cross-industry issues

British Airways such as non-IT supplier readiness.

Profile

Peter Blundell has been working in Applications Development andI Strategy for British Airways for 25 years. He has been the Year 2000

Programme Co-ordinator for BA since mid-1995. He is also DataArchitecture Manager, responsible for all of BA's Data Strategy andInfrastructure. In the past he has been a Senior Project Manager forapplications development for a range of different business areas. Hissenior management roles have been Infrastructure DevelopmentManager, Data Management Development Manager and Data Design

Group Manager. He holds a Masters degree in Mathematics from OrielCollege, Oxford University. 0

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Appraisals Using the CMM as a ReferenceModel

Abstract

What you will learn:This high level overview of the CMM-Based Appraisals provides a briefhistory of SEI appraisal methods and establishes them in the context ofthe IDEAL approach to SPI. Detail on the most current assessmentmethod, the CMM-Based Appraisal for Internal Process Improvement(CBA IPI), is given to help identify software improvements that are mostbeneficial given an organisation's business goals and current capabilitylevel.

Steve Masters

SE1 Who should attend:Anyone interested in learning more about CMM-based assessments, ororganisationsalready involved in CMM-based process improvement. 0

Profile - Steve Masters

Steve Masters has been a Member of the Technical Staff in the SoftwareProcess Program since joining the SEI in 1987. He is currently a projectmember on the CMM-Based Software Process Improvement team. Heauthored "CMM Appraisal Framework (CAF), Version 1.0" (CMU/SEI-95-TR-001) and is currently working on updating the CAF for CMMVersion 2. Masters co-authored the "CMM-Based Appraisal for InternalProcess Improvement (CBA IPI): Method Description" (CMU/SEI-96-TR-007) and is one of the two primary instructors for Lead Assessor Train-

Donna K. Dunaway ing. Masters also co-authored the SEI technical report "An Analysis ofSEI SEI Software Process Assessment Results : 1987-1991' (CMU/SIE-92-TR-

24). Masters has participated on numerous SEI assessments and is anauthorised lead assessor. Masters' special interests are in softwareprocess improvement, software process assessments and the PersonalSoftware Process (PSP).

Before joining the SEI, Masters was an independent consultant special is-ing in real-time systems for clients such as Defence CommunicationsAgency, RCA Corporation, Bendix Corporation and HRB Singer.Masters' accomplishments include porting an Automatic Test Equipment(ATE) Test Executive Control System from one operating system to an-other, increasingthe real-time responsiveness of a vendor supplied

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Appraisdib UbaI11 tile UNIMI .b a Kelereli'.e AloUci k~fthlliute

operating system, integration of a communications package for thetransfer of real-time radar target data between two min i-computers, andthe customising of an operating system to accept files generated by adifferent operating system.

Masters holds a B.S. Degree in Mathematics from Pennsylvania StateUniversity.

The SEI located in Pittsburgh, Pennsylvania, is a federally funded researchand development centre operated by the Carnegie Mellon Universityunder contract to the U.S. Department of Defense. The objective of theSEI is to provide leadership in software engineering and in the transitionof new software engineeringtechnology into practice. 0

Profile - Donna K. Dunaway

Donna K. Dunaway is a senior member of the technical staff in theProcess Program, Software Engineering Institute, Carnegie Mellon 0University. She has the responsibility for the CMM-Based Appraisal forInternal Process Improvement (CBA IPI) and the development of CBALead Assessor Training. In addition to being an authorised Lead Asses-sor, she is a qualified instructor for CBA Lead Assessor Training andauthor of the Lead Assessor's Guide. She was the co-ordinator of theSEI Appraiser Program. She is a qualified instructor for the Introduction 0to the CMM course and Software Capability Evaluation Team Training.She has worked with a number of SEI clients in leading assessmentsand implementing their process improvement programs.

She was a member of the (US) SEPG 95, SEPG 96 and SEPG 97Planning Committees and the SEI representative on the program andtutorial subcommittees. She holds the same positions for SEPG 98.

Before joining the SEI, Dr. Dunaway worked in several industrialsoftware development organisations and applied research groups tosupport software engineering technologies. She has led softwareprocess improvement initiatives, software engineering researchprojects, software development projects, and professional developmentactivities. She has worked in the development of knowledge-basedsystems. She has technical and managerial experience in softwareresearch and development with several U.S. Companies includingTexas Instruments, The Analytic Sciences Corporation, Atlantic

Richfield and her own consulting firm.

Dr. Dunaway holds a Bachelor Degree in mathematics from TexasChristian University; a Masters Degree in mathematics from SouthernMethodist University and a PhD in systems engineering (computerscience) from Southern Methodist University. She has taught graduatecomputer science courses at The University of Texas at Dallas and EastTexas State University.

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IDEALsM Approach to Implementing SoftwareProcess Improvement

Abstract

What you will learn:The CMM for software provides an excellent framework for identifyingan organisation's most critical and immediate software process chal-lenges. The IDEAL model provides a structure for planning and execut-ing the associated process improvement effort. This tutorial will helpyou understand IDEAL and apply it as an effective improvement ap-proach.

Chuck Myers Who should attend:

SEI Those with a formal SPI implementation role, an informal interest instarting up such an effort and external consultants.

Profile - Chuck Myers

Dr. Chuck Myers is a Senior Member of the Technical Staff at theSoftware Engineering Institute (SEI), where he works within the Transi-tion Enabling Program. Chuck received his BS degree from the UnitedStates Military Academy at West Point, NY, and his MS and PhDdegrees from Indiana University. He served for eight years as a com-missioned officer in the U.S. Army Signal Corps and worked withGrumman Aerospace Corporation for nine years. He has been at the SEIsince 1987, where his primary work has been with organizations en-

Paul Goodman gaged in software process improvement (SPI) efforts. The focus of hisTBL work has been on organizational and human issues that enable achieve-

ment of technical SPI objectives. Chuck teaches both the ManagingTechnological Change course and the Consulting Skills Workshopoffered by the SEI, and he is the lead for the Technology AdoptionArchitectures project.

Profile - Paul Goodman

Paul Goodman is Technical Director of TOK B Limited (TBL), a manage-ment consultancy specialising in Software Process Improvement andSoftware Metrics. TBL is a founder member of the ESPI Foundation.Paul is the past Chairman of the UK Function Point Analysis User Group 0

Magnus Ahlgren and a member of the ISO/IEC Functional Size Metrics Workgroup.

Q-LabsCo"Iinued oveleaf

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ILJ.AL Approach to Implementing -uliware I'rlxe• inmpruvenennt utulhlucu

Paul frequently presents at international conferences, has publishednumerous articles and technical papers dealing with SPI issues and isthe author of 'Practical Implementation of Software Metrics' publishedby McGraw Hill.

Paul's experience of Software Metrics came from the development andimplementation of programmes at a large UK government site and aleading multi-national telecommunications supplier. Following this Paulmoved into consultancy and has supported many organisations in thedevelopment and implementation of Software Metrics programmes inall areas of the IT industry.

Paul has participated in a number of European metrics initiatives 0including MUSE and METKIT.

Paul is also a member of the IDEAL project team. IDEAL is theSPI implementation model devised by the Software EngineeringInstitute, Pittsburgh.

Profile - Magnus Ahigren

Magnus Ahlgren is responsible for the CMM-related services atQ-Labs. This includes developing and enhancing services,co-ordinating marketing efforts and taking an expert role inQ-Labs pro;> z,.

Magnus is 31 years of age, holds a Master of Science in ElectricalEngineering from Lund's Institute of Technology and has been atQ-Labs since 1989. During the first years at Q-Labs he specialised insoftware metrics and establishing measurement programmes. Since1992 he has been responsible for Q-Labs CMM related activities

and his main project assignments are to assist organisations inorgan isation-wide improvement programmes.

Magnus has participated in Ericsson's corporate programme to gainleadership in Telecom Software (ESSI) since it started in 1993. Hehas had a key role in planning and initiating the CMM-part of the ESSIprogramme, including defining an Ericsson style assessment process,leading assessments and supporting design centres in theirimprovement efforts.

D EA L . .a Se rye . N.U rk o f t h e C a nnwg ie l la n U E U R O P E A N

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Peer Reviews: The Key to Cost-EffectiveQuality

Abstract 0

What you will learn:Recently published industry data collected from real projects shows thatformal reviews/inspections have a return on investment of 10 - thehighest of any structured method. This simple yet powerful process willbe presented and two real world case studies will be used to describethe issues which impact the effectiveness of peer reviews in business.

Who should attend:Fran O'Hara Managers making SPI directional decisions, middle management who

F.G. O'Hara want to improve/introduce peer reviews as part of the overall process

& Associates improvement plan and practitioners who want an insight into effective-ness issues relating to peer reviews.

Profile

Fran O'Hara B.E. M.Sc. is a Software Quality and Process ImprovementConsultant operating independently as F. G. O'Hara and Associates.His experience spans over ten years, working with Philips ResearchLaboratories (Netherlands) for five years, Telectronics Pacing Systems(Australia) for over four years and Q-Set (Ireland) for one year. Whilst atTelectronics, he managed the Implant Software Department responsiblefor the design, development and test of real-time embedded safety-critical software for cardiac defibrillators in an ISO 9001/CMM level 3environment.

Fran is currently providing training and consultancy on all aspects ofsoftware process improvement to companies in Ireland and abroad. Hewas recently awarded the contract to provide SPI consultancy to BordGais in Ireland and is also a (sub)contractor on a number of EU fundedprojects.

His areas of expertise in which he provides training and consultancyinclude Capability Maturity Model (SEI CMM), ISO 9001/TickIT,Software Project Management, Software Testing, Peer Reviews/Inspec-tions and Requirements Management.

Fran is a trained TickIT auditor and a certified STEP (Systematic Test andEvaluation Process) testing methodology trainer.

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The People Capability Maturity Model (P-CMM)A Brief Introduction

10

Abstract

What you will learn:The People CMM was developed at the SEI to supplement the SoftwareCMM by aiding software organisations in making substantial improve-ments in the capability of their workforce. This tutorial will describe thePeople CMM and how to apply it in improvement programmes. ThePeople CMM focuses on areas such as the work environment, communi-cation, staff planning, performance management, training, participatoryculture and team building. Experiences from preliminary assessments will

Bill Curtis also be described.

TeraQuest Metrics Who should attend:Inc. Those who manage or who plan to manage technical teams. i

Profile

Dr. Bill Curtis is Co-founder and Chief Scientist of TeraQuest Metricsin Austin, Texas where he works with organizations to increase theirsoftware development capability. He is a former Director of the SoftwareProcess Program in the Software Engineering Institute at Carnegie MellonUniversity. He led the project to produce the Capability MaturityModel from the process maturity framework developed by WattsHumphrey. He continues as a Visiting Scientist at the SEI where he isthe principal architect and author of the People CMM.

Prior to joining the SEI, Dr. Curtis directed research on advancedcomputing technologies in the Software Technology Program and theHuman Interface Laboratory at MCC, developed a worldwide softwareproductivity and quality measurement system in ITT's ProgrammingTechnology Centre, experimentally evaluated software engineeringmethods in GE's Space Division, and taught statistics at the University ofWashington. He is a co-author with Mark Paulk, Charles Weber, andMary Beth Chrissis of the Addison-Wesley book, The Capability MaturityModel: Guidelines for improving the Software Process, and has publishedover 100 technical articles in the areas of software engineering andmanagement. He is on the editorial boards of 6 technical journals insoftware engineeringand user interface technology, and is a frequentkeynote speaker at software conferences.

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Dealing with the Underworld - Accelerating SPI

Abstract 0

What you will learn:Process models tell us what is happening (or not) in organisations. Tofind out why, so that improvements last, we have to go beyond themodels and confront 'The Underworld' - the invisible level of anorganisation governed by culture, management style, etc. The 0influence of 'The Underworld' in SPI is examined together with ChangeManagement methods and tools that can be used to deal with it.

Mike Morrell Who should attend:

Origin B.V. Those with limited practical experience in managing organisationalchange, but a conceptual understandingof change management issuesis assumed.

Profile - Mike Morrell

Mike Morrell is a Senior Consultant with Origin, one of the Philipsgroup of companies that provides a wide range of IT servicesworldwide. He currently works for Origin's'Quality ManagementCompetence Center' which is based in Utrecht in The Netherlands.In this function, he provides consultancy services to Origin's clients on

Wilko van quality management issues and, in paiticular, on managing (Software)Process Improvement projects. Mike is an experienced assessor usingthe ISO 9000, CMM and EFQM models. 0Origin B.V. In his consultancy work, he is concerned with those aspects of

organisational change management that determine the success or failure ofmajor software improvement projects. Based on this experience, Mike andhis colleagues have adopted and continue to develop methods for putting,change management' into practice.

Mike has personally led two process improvement projects and consultedto a third project, all of which resulted in ISO 9001 certification withinthe planned time-frame.

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Ueaihng with the Underworld - Accelerating !)II t-ontinued

Profile -Wilko van Asseldonk

Wilko van Asseldonk has worked as a Software Process Improvementconsultant for Origin since November 1996 in the consultancy group ofthe Service Practice "Technical Applications and Software Services".

Recently, van Asseldonk developed a new approach in acceleratingimprovement programmes which is currently being used in severalimprovement programmes running from the consultancy group of whichhe is a member.

He has extensive experience in executing assessments in software develop-ment organisations and in setting up and executing improvement pro-grammes.

He is currently project leader and main consultant of two internationalimprovement programmes. One of these programmes tries to improve thedevelopment process of seven sites spread over Europe, the United States,and the Far East. The emphasis is on commonality and multi-site software 0development. The other project involves two companies in Austria andGermany trying to improve their process capabilities in parallel using thenewly developed accelerated SPI approach.

Profile -Jeroen Brinkman

Jeroen Brinkman is one of the key consultants of ORIGIN/Quality

Management CC. He is the main architect of the IT Focus method andwas one of the first to combine principles for change management withthe improvement of software development processes.

He has over ten years experience as an IT consultant and has a track 0record in EDP auditing, Change Management and the improvement of ITorganisations.

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Software Process Improvement: BusinessImpacts and Value

Abstract

What you will learn:You will learn about the growing body of evidence on the impacts ofCMM-based software process improvement. Data on the global adoptionof the CMM, perceptions of the efficacy of software process assessmentsand business-related impacts will be presented. Participants will have anopportunity to build and critique their own business cases for adoptingthe CMM.

David Zubrow Who should attend:SF1 Anyone interested in learning about the impacts of the CMM and

especially champions of process improvement who must justify theadoption or retention of CMM-based software process improvement. 0

Profile

David Zubrow is Team Leader for the Software EngineeringMeasurementand Analysis group within the SEI's Software Process Program. His areasof expertise include empirical research methods, data analysis, and data 0management. Since his arrival at the SEI in 1992, Dave has been a leaddeveloper of the latest Software Process Maturity Questionnaire, part ofthe development team for the Interim Profile appraisal method, andmanager of the SEI Process Appraisal Information System. He recently

co-authored technical reports entitled "Software Process Automation:

Experiences from the Trenches," "Moving on Up: Data and Experiencesdoing CMM-based Software Process Improvement" and "Benefits ofCMM-Based Software Process Improvement: Initial Results."

Dave is an SEl-authorized Lead Assessor and recently became one of thefirst Software Quality Engineers certified by the American Society forQuality Control. Prior to joining the SEI, Dave was Assistant Director of 0Analytic Studies for Carnegie Mellon University where he earned his PhDand MS degrees.

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!0I Effective Implementation of CMM Levels 2 & 3

Abstract 0

What you will learn:While there are several characteristics common to both Levels 2 and 3in the CMM, it is clear that the approach when implementing theimprovement differs greatly. It is essential that the prerequisites anddrivers for making the implementation effective are understood. These 0differences are examined in detail and concrete recommendations aregiven for success at both levels.

Magnus Ahlgren Who should attend:

Q-Labs AB Anybody interested or involved in CMM-based process improvement,e.g. senior managers, software managers, project leaders, SEPG leaders,software engineers and improvement champions.

Profile - Magnus AhIgren

Magnus Ahlgren is responsible for the CMM-related services atQ-Labs. This includes developing and enhancingservices,co-ordinating marketing efforts and taking an expert role inQ-Labs projects.

Magnus is 31 years of age, holds a Master of Science in ElectricalEngineering from Lund's Institute of Technology and has been atQ-Labs since 1989. During the first years at Q-Labs he specialised in 0software metrics and establishingmeasurement programmes. Since1992 he has been responsible for Q-Labs CMM related activities

ChristophefDebou and his main project assignments are to assist organisations inQ-Labs GmbH organisation-wideimprovement programmes.

Magnus has participated in Ericsson's corporate programme to gainleadership in Telecom Software (ESSI) since it started in 1993. Hehas had a key role in planning and initiating the CMM-part of the ESSIprogramme, including defining an Ericsson style assessment process,leading assessments and supporting design centres in theirimprovement efforts.

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Profile - Christophe Debou

Christophe Debou has recently been appointed business area managerat Q-Labs GmbH (Kaiserslautern, Germany).

Prior to this, he was manager of software process and technology at theheadquarters of Alcatel Network Systems (Zaventem, Belgium) from 01994 to 1997. He was coordinating software process improvementinitiatives within the network systems section of Alcatel. Hisactivities focused on organising software process assessment, supportingaction plan definition, following up action plan implementation, andco-ordinating common actions across the several development centres.

Previously, Debou was a research group leader at Alcatel AustriaResearch Center (Vienna, Austria). He was the Alcatel project leader

of the ESPRIT project ami (Application of Metrics Industry). He alsoparticipated in the industrial trial phase of the ESPRIT project COSMOS(Cost Management with Metrics of Specification).

He has published several articles in major conferences and journals in Ithe area of metrics and quantitative approach to software processimprovement. His main areas or investigations are software engineer-ing, quantitative approaches to software project management, measure-ment, complexity metrics, data analysis, software process assessmentand improvement, quality assurance. He is vice president of the ami fuser group and a member of the IEEE.

Debou holds an engineering degree in computer science from the EcoleNationale Sup~rieure de Sciences Appliqu~es et de Technology,Lannion (France).

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MEASUREMENT SYMPOSIUM

Chairman

This intensive, full-day Symposium will bring you up to date on cur-

rent best practice in the field of metrics. It features leading Europeanexperts and organisations that have succeeded in implementingpowerful metrics programmes. Focus Review Sessions provide anopportunity to relate the presentations to your own experiences.

You will not find esoteric measurement models being discussed, butyou will hear pragmatic solutions to practical problems coupled withthe realisation that, sometimes, management needs are for swiftanswers rather than theoretically precise solutions.

Paul Goodman

TBL Profile

Paul Goodman is Technical Director of TOK B Limited (TBL), amanagementconsultancyspecialising in Software Process Improvementand Software Metrics. TBL is a founder member of the ESPI Foundation.Paul is the past Chairman of the UK Function Point Analysis User Groupand a member of the ISO/IEC Functional Size Metrics Workgroup.Paul frequently presents at international conferences, has publishednumerous articles and technical papers dealing with SPI issues and isthe author of 'Practical Implementation of Software Metrics' publishedby McGraw Hill.

Paul's experience of Software Metrics came from the development andimplementation of programmes at a large UK government site and aleading multi-national telecommunications supplier. Following thisPaul moved into consultancy and has supported many organisations inthe development and implementation of Software Metrics programmesin all areas of the IT industry. Paul has participated in a number ofEuropean metrics initiatives including MUSE and METKIT.

Paul is also a member of the IDEAL project team. IDEAL is the SPIimplementation model devised by the Software Engineering Institute,Pittsburgh.

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KEYNOTE: Controlling Outsourced SoftwareContracts

Abstract 0

The dramatic increase in outsourcingof business application developmentand maintenance services leads to the question of how can clients effec-tively manage such contracts to meet their objectives, such as improvingvalue for money. Measurementswhich may sometimes have been usedinternally to help with process improvement now need to be taken veryseriously to help manage a successful partnership between the client andhis outsourcing supplier.

Charles Symons

Guild of Profile

Independent Previously a Partner with KPMG Management Consultancy (incorporat-Function Points ing Nolan Norton & Co) and with over 35 years world wide experienceAnalysts in the Information Systems industry, Charles is now a Director of the

Guild of Independent Function Points Analysts (GIFPA) Ltd. GIFPA isa consultancy specialising in assisting organisations with performancemeasurement and estimating in the field of software development.

In this area, Charles is perhaps best known as the originator of Mark IIFunction Point Analysis (the UK Government standard for softwaresizing). Charles is also the UK (British Standards Organisation)representative to the ISO/IEC Workgroup looking at standards forfunctional sizing metrics, he is regularly invited to speak at internationalconferences and is the author of INSERT BOOK TITLE and PUBLISHER. S

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Metrics in Small Companies - Coupling a MetricsProgramme to Your Business Model

Abstract 0

The Value System of Porter expresses the value of a service or product,in terms of Customer perception of Quality and features being valued.This value system is associated with the Company mission, vision andgoals. Priorities are set, based on market position or other competitiveissues. The final selection of areas of attention will enter a Metricsprogramme which transforms them into a measurable set of data. Aconnection of a Metrics programme (fi GQM) to the Customer's

Tom Raaqimakers perception of value has been established.

ICT Automatisering Profile

Tom Raaijmakers is a senior consultant at ICT Automatisering in theNetherlands. He has more than 18 years of experience as a softwareengineer and project manager; he is currently leadingthe SPI competencecentre of ICT. Tom is an authorised assessor and, as a change manager, hecoaches people in the application of improvement programmes. Hereceived his BS in electrical engineering at the Hogeschool of WestBrabant, Breda, The Netherlands. He is a member of the IEEE and theDutch SPI Network SPIder. Tom is a graduate part-time teacher and dramadirector in theatre-acting.

EROPE ANSEPG ICT

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Quantitative Management of Software ProcessImprovement

Abstract

Collecting and analysing metrics is critical to objectively identifying andquantifying process improvements. Progress metrics are particularlyrelevant for having insight into projects and at the same time into processimprovements. Software project managers periodically report a specificsuite of well-defined metrics related to the respective phase of thelife-cycle phase. Such metrics are used in projects for planning and

tracking. They are one instrument of a homogeneous and continuous

Christof Ebert project and process management.

Alcatel Telecom This presentation demonstrates typical metrics used for project andprocess tracking and how they can be used to build a history database toimprove estimation. It will also look at the experiences of Alcatel in 0setting up a division-wide metrics programme.

Profile

Christof Ebert received a Master's degree in Electrical Engineering from theUniversity of Stuttgart, Germany in 1990. In 1994 he received a Ph.D.with honours from the University of Stuttgart in Electrical Engineering ona software engineering related topic. Since 1994, Dr Ebert has been withAlcatel Telecom. He is currently Software Engineering Process GroupLeader of Alcatel Telecom's Switching Systems Division in Antwerp,Belgium. He co-ordinates the software metrics programme of Alcatel iTelecom's Switching Systems Division. He has published over fortyrefereed papers in the area of software metrics, software quality assurance,real-time software development and CASE support for such activities.His current research topics include software metrics, software processanalysis and improvement, and requirementsengineering. Dr Ebert serveson the editorial board of IEEE Software and on programme committees ofsoftware conferences. He co-authored "Software Metrics in Industry'published by Springer, Germany in 1996. He is a member of the IEEE,GI, VDI and the Alpha Lambda Delta honor society.

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Process Improvement by SoftwareMeasurement - Current and Future Directions forGQM Method

Abstract

Software measurement is an important aid to Software Process improve-ment. Most popular is the Goal Question Metric approach (GQM). Thispresentation introduces important techniques of GQM. By applyingthese techniques it is possible to start measurement (in practice) rightaway.Ii "Profile - Rini van Solingen

Rini van Solingen Rini van Solingen received his M.Sc. in Technical Informatics from

Schlumberger RPS Delft University of Technology in 1995. During his graduation he

participated in the ESSI/CEMP project for Schlumberger RPS. Thisproject focused on enhancing the GQM paradigm into a practicalmethod. His participation included establishing a goal-oriented

measurement programme at Schlumberger RPS. He continued his workat Schlumberger RPS, as a quality engineer. In parallel he is employed bythe Information and TechnoJogygroup of the Business Management

section, at Eindhoven University of Technology. Within his current job heis responsible for the software measurement projects in Schlumberger RPS.He is also advising several software measurement projects in other indus-trial organisations.

Rini presented the Schlumberger RPS measurementexperiences at last

Egon Berghout years E-SE PG in Amsterdam. The audience at the measurementsymposium elected his presentation as being most relevant.Delft University ofTechnology

Profile - Egon Berghout

Egon Berghout is assistant professor of Information Management atDelft University of Technology. He has been involved with software 0measurement for several years, especially through involvement in theSchlumberger RPS measurement programmes. His research focuses onefficiency and effectiveness problems regarding information systemdevelopment.

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Software Metrics - Real World Experiences

Abstract 0

The mechanics of Function Points counting have received someattention over past cunferences. Also, to some extent, has the mechanicsof starting a metrics area. However, the area that most presenters tend toskirt around is the political one. This presentation will spotlight some ofthe typical political battles that have to be fought to establish a metricsarea and the solutions that were found. These will be drawn exclusivelyfrom the experiences of the metrics team at Sun Life Assurance.

John HoltProfile

Sun Life Assurance

John is employed as a software metrics analyst at Sun Life Assurance, •part of the AXA-UAP group of companies.

John has been active in software metrics for the last 10 years. He beganhis involvement in one of the major Australian banks, where he startedthe software metrics function.

He was an inaugural member of ASMA, the Australian Software Metrics

Association, and served on the executive committee. John was alsoinstrumental in helping define the standards for the InternationalSoftware Benchmarking initiative, now in place worldwide.

Currently, in addition to his metrics function within Sun Life, John is anactive member of the UK Software Metrics Association, with a position Son their executive committee.

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The MIAMI Experience

Abstract 0

MIAMI is the Lloyds Bank (now Lloyds TSB Group) Software Metricsprogramme. The ethos of the programme is, measurement must involveall stakeholders and lead to meaningful improvement if it is to succeed.

The MIAMI experience provides evidence to support this ethos. Thispresentation aims to share the experience of successfully developingand implementing the Lloyds TSB metrics programme by:

Chris Herbert demonstrating the benefits of a strategic, top-down approachwhich addresses the management of commitment and organisa-

Lloyds TSB Group tional change; coupled with a tactical, bottom-up approach to

resolve the operational issues that arise on a daily basis, such asthe acquisition of expertise and the development of people,

relating how MIAMI actively sought to learn from the

experiences of other organisations, and those of itself intoopportunities for improvement,

" illustrating an integrated technical architecture to realise thebenefits of a metrics programme throughout the Lloyds TSBGroup,

"* identifyingthe challenges ahead in expanding a metrics pro-gramme across two merging organisations of differing cultures.

The MIAMI programme is seen to be successful, particularly in the way it

contributes to continuous process improvement. How this was achieved isthe true story of the MIAMI experience.

Profile 0

Chris Herbert is the MIAMI Project Manager, heading a team of six.Chris is also responsible for the Estimating function. He has held thispost since the start of the MIAMI project in July 1995.

Chris has over 18 years IT experience. After 9 years with BarclaysBank, Chris joined Lloyds Bank in 1988. After working as a Project 0

Manager, Chris became Quality Manager for Systems & Support, a

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combination of IT and Head Office functions containing some 2500persons. His responsibilities included training in quality management/TQM techniques, target setting and measurement. Chris developed andintroduced a strategy based around the Business Excellence/EFQMmodel to track progress against the business plan. Chris is a member ofthe UK Software Metrics Association Management Committee.

EUROPEANSEPG

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Trends in Software Process Maturity

Abstract

Since the late 1980s when the Software Engineering Institute (SEl)developed a framework for assessing the software process maturity ofsoftware organisations, it has been collecting data to track trends insoftware process maturity in the software community.

This presentation will discuss the most recent Community Maturity SProfile, which is published by the SEI twice each year. The profilecontains an interesting variety of charts and graphs depicting

David Zubrow summarised information extracted from software process assessmentresults.

SEI

Profile

David Zubrow is Team Leader for the Software EngineeringMeasurementand Analysis group within the SEI's Software Process Program. His areasof expertise include empirical research methods, data analysis, and datamanagement. Since his arrival at the SEI in 1992, Dave has been a leaddeveloper of the latest Software Process Maturity Questionnaire, part ofthe development team for the Interim Profile appraisal method, andmanager of the SEI Process Appraisal Information System. He recentlyco-authored technical reports entitled 'Software Process Automation:Experiences from the Trenches,' "Moving on Up: Data and Experiencesdoing CMM-based Software Process Improvement" and "Benefits of

CMM-Based Software Process Improvement: Initial Results.'

Dave is an SEI-authorised Lead Assessor and recently became one of thefirst Software Quality Engineers certified by the American Society for

Quality Control. Prior to joining the SEI, Dave was Assistant Director ofAnalytic Studies for Carnegie Mellon University where he earned his PhDand MS degrees.

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GRAND HOTEL KRASNAPOLSKYAMSTERDAM 16-19TH JUNE 1997 L-E

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Dependence to Influence: Developing andNurturing Effective Sponsorship

Abstract

What you will learn:The focus of this tutorial is on what is perhaps the most important anddifficult activity: getting and leveraging your management's support.This tutorial will help you understand the nature of your relationshipwith sponsors, and develop strategies for building and maintainingeffective sponsorship in your back-home work situation.

Who should attend:Chuck Myers Those with a formal implementation role or an informal interest in

SEI starting up a SPI effort and external consultants.

Profile 0

Dr. Chuck Myers is a Senior Member of the Technical Staff at theSoftware Engineering Institute (SEl), where he works within the TransitionEnabling Program. Chuck received his BS degree from the United StatesMilitary Academy at West Point, NY, and his MS and PhD degrees fromIndiana University. He served for eight years as a commissioned officer in 0the U.S. Army Signal Corps and worked with Grumman AerospaceCorporation for nine years. He has been at the SEI since 1987, wherehis primary work has been with organizations engaged in softwareprocess improvement (SPI) efforts. The focus of his work has been onorganizational and human issues that enable achievement of technical SPIobjectives. Chuck teaches both the Managing Technological Changecourse and the Consulting Skills Workshop offered by the SEI, and he isthe lead for the Technology Adoption Architectures project.

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Risk Management in Practice: Effectiveand Ineffective

Abstract 0

What you will learn:A comprehensive approach for managing risks in programmes, includingthe concepts, activities and issues associated with initiating andsustaining risk management within a project and extending it to includeboth customer and supplier. Risk management functions - identifying,analysing, planning, tracking, controlling and communicating risks - areillustrated through examples of risks and key methods and tools.

Audrey I. Dorofee Who should attend:

SEI People with little or no knowledge of risk management, or anyonewanting to understand the SEI's approach to risk management.

Profile - Audrey I. Dorofee

Audrey J. Dorofee is a senior member of the technical staff at theSoftware Engineering Institute and has been with the Risk Programsince 1992. She currently leads the Continuous Risk Management

development and transition team and is one of the primary authors ofthe Continuous Risk Management Guidebook. Before joining the SEI,she was a member of the technical staff at the MITRE Corp., providingacquisition support and systems engineering for the National Aeronauticsand Space Administration (NASA) Space Station Program. Prior toMITRE, she was with NASA for ten years at the Kennedy Space Centre, 0performingsoftware systems engineeringfor the Shuttle LaunchProcessing System and early Space Station user interface requirements.

Ray Williams She holds B.S. and M.S. Degrees in Computer Science from Florida

SEI Institute of Technology and the University of Houston at Clear Lake,respectively. She is a member of the IEEE Computer Society and ACM.

Profile - Ray Williams

Ray C. Williams is a senior member of the technical staff at theSoftware Engineering Institute where he has been in the Risk Programsince he arrived in 1991, and in the Team Risk Management project sinceit was formed in 1992. Ray's early career was spent in instrumentation,logic hardware, and integrated computer system design, first in Naval

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Risk Management in Practice: Effective and Ineffective Continued

nuclear applications (rod control, primary plant instrumentation and 0nuclear instruments), and later in the steel industry (computer-controlledsteel refining and degaussing facilities). The steel industry applicationexperience led to seven years as a soitware/hardware project manager atDaxus Corporation (a 1989 management buy-out of Dravo Corporation'scomputer automation department) before coming to the SE I. He holdsa B.S.E.E. Degree from Carnegie Mellon University and an MBA special- 0ising in operations research and organisational development from the

University of Pittsburgh.

EUROPEANSEPG50

Personal Software Process

Abstract

What you will learn:The Personal Software Process (PSP) is a process-based method thatsoftware engineers can use to apply software engineering principlesto their work. It uses quality management principles and the CMMframework to demonstrate the benefits of using sound engineering Iprinciples in software development and maintenance work. Results todate indicate average quality improvement of 5-10 times and productivityincrease of 2 5 % or more. This tutorial describes the PSP, a course

Watts Humphrey outline, preliminary results and introduction considerations.SEI Who should attend:

All software personnel wanting to improve their personal performance. 0

Profile

Mr. Humphrey joined the Software Engineering Institute (SE)) of CarnegieMellon University after his retirement from IBM in 1986. While at theSFI, he established the Process Programme, led the initial development ofthe Software Capability Maturity Model, and introduced the concepts ofSoftware Process Assessment and Software Capability Evaluation.

Pior to joining the SEI, he spent 27 years with IBM in various technicalexecutive positions including the management of all IBM commercialsoftware development. This included the first 19 releases of OS/360. 1Most recently, he was IBM's Director of Programming Quality andProcess.

Mr. Humphrey holds graduate degrees in Physics from the IllinoisInstitute of Technology and Business Administration from the Universityof Chicago. He is an SEI Fellow, a member of the ACM, an IEEE SFellow, and a past member of the Malcolm Baldridge National QualityAward Board of Examiners. His books include A Discipline for SoftwareEngineering, Managing the Software Process (English and Japanese), andManaging for Innovation - Leading Technical People (English andSpanish). He was awarded the 1993 Aerospace Software EngineeringAward presented by the American Institute of Aeronautics and 0Astronautics. He holds five US patents.

EUROPEAN nS E G1S1o~tw11a~re. E-n-gli-nele -ign Instit uteSEPGt


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A Method for Defining and Improving SoftwareProcesses

"Abstract e

What you will learn:Attendees of this tutorial will acquire a basic understanding of the"key steps necessary to successfully define and improve a process.Specifically, they will learn: how process differs from activity, task andprocedure; when a process is defined; the attributes of a documentedprocess; and a strategy for defining and improving a process.

Who should attend:James D. Hart Members of an SEPG, Process Action Team (PAT), or a Technical WorkingSE I Group (TWG) given the responsibility of defining and improving a

software process. Some experience in performing software modellingwould be a plus, but is not required.

Profile

A senior member of the technical staff at the Software EngineeringInstitute. Lead instructor and owner of SEI's Defining Software Processesworkshop. Consults with military and industry organisations in allaspects of software process improvement and business planning.Qualified instructor for SEI's "Intro to the CMM", "ManagingTechnological Change Workshop", and "Consulting Skills Workshop".

Practical experience: 5 years. 2 years as Manager of an SEPG; 3 yearsconsulting and instructing Conferences, symposia, etc: SEPG Conference1996 -Assessing software process improvement programs; and STC 1994 -CBA IPI Qualification Program

Books, articles, etc: "Acting Phase of IDEAL model for improvement.'Software Process-Improvementand Practice (upcomingissue)

Related Educational background: Master of Science in Mathematics -University of Nebraska at Omaha, 1984; Master of Science in ComputerScience - Air Force Institute of Technology, 1981; Bachelor of Sciencein Engineering - Univ of Central Florida, 1979; Qualified CBA IPI leadassessor - SEI Qualified MBTI trainer.

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Blind Faith is Not the Answer- Establishing aCustomer Focused Requirements Process thatConsistently Delivers

Abstract 0

What you will learn:You will learn how to establish a customer focused requirements pro(essin detail, how to measure the process and how to improve eifectiveness.You will be introduced to the various techniques that can be deploved.learn how to select the appropriate ones and how to ensure your ( ustom-

ers are involved in the complete jrocess - from start to finish. You will

t learn what other critical processes interface with the requirements pr(x essand how to define and manage these interfaces.Mac Craigmyle

Compita Who should attend:Process managers/owners witn a responsibility for the requirementsprocess, IT managers and system analysts.

Profile

Mac Craigmyle is the architect of the Process Professional Model andAssessment method, part of the Process Professional Portfolio of productsand services. He is principal UK expert for SPICE (Software ProcessImprovement and Capability dEtermination) the international projectdeveloping an ISO standard for software process assessment.

This year alone Mac has participated in assessments conducted by someof the largest companies in the UK, extending the Process ProfessionalModel to match their business requirements. This has involved incorpo-rating systems and hardware processes into what was originally designedto encompass software development.

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Competence in Software and Engineering - Siemens' Software Initiatives C o>ntirlue-'l

14 to I d.,sý tn ~

Process Improvement Action Planning

[-Abstract 0

What you will learn:This tutorial will present, in detail, a step-by-step approach to actionplanning and process improvement deployment developed and beingused at the Boeing Company to accelerate the software improvementefforts. Using examples and a case study, the presenter will guide theaudience on how to put an action plan together and how to monitordeployment activities to ensure success.

John D. Vu Who should attend:People in organisations that have conducted an assessment but are

The Boeing having difficulty coming up with an action plan, or are not able toCompany 0deploy process improvement successful'y.

Profile

John D. Vu is an Associate Technical Fellow with Sottware EngineeringResearch & Technology at The Boeing Company. John is currentlyleading Boeing company-wide software process improvement. John hasover 20 years of experience in software development and projectmanagement.

Prior to joining Boeing, John worked at Terdyne, Litton Industries, andGTE. He has worked on the Navigation Systems for the Tomahawk

Cruise Missile, F-15, AH-64, and designed Signal Processing Systemsfor many RADARs sites. He also worked on the development of the 777at Boeing.

John is a visiting scientist at The Software Engineering Institute (SEI) atCarnegie Mellon University. He is a SEI authorised Lead Assessor, andwas voted the "Most Active Lead Assessor" by the SEI in 1996. John is Salso a former member of the CMM Advisory Board. He is the co-authorof Boeing's Advanced Quality Systems (AQS): a system to establishcustomer-supplier relationship. John has published over 20 technicalpapers on software engineering disciplines and has presented manypapers at various software engineering conferences worldwide.

John received his BS in Electrical Engineering at Ohio Universityanda MS in Computer Science at University of Nevada. John is also amember of the IEEE and ACM.

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Project Planning, Tracking and ConfigurationManagement for Project Leaders

Abstract 0

What you will learn:Project Management is a job that requires specific aptitudes and training.This tutorial captures the essence of project management, reviewing themain tasks (with the exception of people management and motivation)required of a project manaf.. in nrder to ensure the success of the project,The tutorial will cover i, Planning, Managing and Closingstages of a project.

Tim Kasse Who should attend:Project managers who would like a practical introduction to the softwaresupport concepts including configuration management and softwarequality assurance as they support the project leader. •

Profile - Tim Kasse

Tim Kasse is the co-founder, Chief Technical Officer, and PrincipalConsultant of ISPI founded in 1991. His accomplishments include thedevelopment and delivery of Software Process Improvement seminarsand workshops, Software Process Assessment development,customisation, training and coaching, and consulting on the CapabilityMaturity Model and Process Improvement. He is the architect behindthe ISPI Action Focused Assessment which has been applied in majororganisations throughout Europe. He is the developer and LeadConsultant for ISPI's Software Quality Assurance Workshop.

Peter Leeson Mr Kasse is a trained ISO 9000 auditor.

ISPI Prior to starting ISPI, Mr Kasse spent four years at the Software EngineeringInstitute. He has participated in over 43 Software Process Assessments,23 of which have been conducted in Europe. During his tenure at the SEI,Mr Kasse served the Software Process Assessment (SPA) Project as acontributing member, as the task leader for the Self-Assessment effort, andas the Manager of the SPA Project. Mr Kasse was a major contributor tothe development of the Capability Maturity Model, which provides theframework for the SEI's assessments and evaluations. Mr Kasse has beencertified by the SEI to conduct SEI CBA IPI's. He has 25 years of softwarerelated experience.

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Project Planning, Iracking and Contiguration Management tor Project Leaders luýruvU

Profile - Peter Leeson

Peter Leeson has over twenty years experience in the SoftwareDevelopment industry, working in most European countries (in particularBelgium and France) as well as in the United States. He has experiencein development as well as in project management in the commercialsoftware area. He has been working for the Institute for Software ProcessImprovement Inc since 1995 and has conducted a number of assessmentsand consultingto organisations in France, Germany, the Netherlands,Belgium, and the

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