Combined Plenary Keynote with Agile in the Finance Sector:

When Agile and CMMI collide
Damian Atkinson, CIO, UK ING

Within the fast moving world of commercial banking, both agility and control in delivering software are key to success. Back in 2011, ING corporately placed a target to achieve CMMI ML2 across a number of its international units.

The UK office subsequently aligned clear business focused objectives recognising that CMMI was a means to an end and that a one size fits all approach to CMMI could hinder the current strengths of its development teams.

Notably, for a RAD team, this involved reworking the operating model to blend agile and CMMI principles, which resulted in a significant improvement to project delivery to time, cost and quality. This is proving to be very successful and has been adopted by other IT teams in the UK organisation.

This presentation explores the CIO's goal of "sustainable change" and how ING worked to shape and deliver the change programme and fundamentally achieve significant and sustainable benefits for the business via IT processes.

Introduction to sponsors and exhibitors.

Case study - Proven results of a Process Improvement Program
Anca Borodi and Ovidiu Suta, Independent Consultants

CMMI: What the future holds (Topic to be confirmed)
Kirk Botula, CMMI Institute

TUTORIAL: The Mimacom Case Study
Pieter Van Zyl, Demix , Gosia Pinkowska, Mimacom

The main goal of this tutorial is to show how it is possible to use CMMI and Scrum together. If project management, processes management, quality and improvements are part of your daily life, then this tutorial is for you. If you are looking for new ideas, knowledge and experience in helping you to understand how to be Agile as well as achieve mature process practices, you should join our tutorial.

Based on an innovative approach and using your Scrum know-how, we will help you to understand requirements of CMMI (Capability Maturity Model Integration). An in-depth analysis of project management and engineering best practices is explored and then mapped to daily Scrum activities. We will elaborate on the practices which are standard in an agile environment and at the same time needed for meeting CMMI requirements. The achieved results will be assessed by our board of experts. If you want to pass your process maturity exam, you should not miss this part of the event.

Why SCRUM should not be single: A Story to tell
Susan Fonte and Isabel Ferreira ,Sinfic SA

• Quality Scrum; CMMI: the way we understand the marriage;
• Sinfic Case Study:CMMI & SCRUM;
  • Process Tailoring alignment with CMMI and Scrum;
  • When do we apply CMMI, CMMI & Scrum and Scrum;
  • Roles, estimations and metrics.

CASE STUDY: Process Maturity Models and Agility: The Winning Combination
Christophe Debou, Kugler Maag Cie GmbH, Pavel Verner (GMC Software Technology)

• Combined CMMI For Development and CMMI For Services implementation in a medium Size Software House from Central Europe
• Complementarity between Process Maturity models and Agile framework
• Evolutionary Software engineering strategy has supported sustainable business growth over year

Microsoft IT Data Management Maturity
Luisa Recalcati and Melanie Mecca, Microsoft

DMM Overview – this is the first portion of the Microsoft DMM Case Study session

• Data Management Maturity (DMM) Model – a new model framework “CMMI for Data Management”
• DMM Assessments – benefits and outcomes
• DMM Timeline – model release, training, certification

The session is focused on the Integrated Data Management (IDM) initiative within Microsoft IT. The purpose of IDM is to enable a fast and consistent view of Microsoft core data across businesses. In fact, Microsoft business groups and related processes are evolving towards real-time processes, therefore Microsoft IT should ensure that high-quality data trusted with confidence can be delivered on time to meet critical business objectives. As key first step towards the real-time enterprise, Microsoft IT selected the Data Management Maturity Model to assess the maturity level of Microsoft IT. The maturity assessment was conducted working closely with the CMMI Institute appraisers. The assessment results uncovered multiple areas of strength in the organization. The strategy to achieve higher levels of maturity and fill in the gaps began with building on Microsoft existing strengths, and areas of excellence.

Sessions End and Drinks Reception

Track 1: User Experience
Track Moderator - Eileen Forrester, CMMI Institute

This track features user stories about performance improvement. Each session will feature a presenter who has used CMMI with excellent results in combination with other models and methods to reach their goals. These sessions will help you to learn how you can elevate your performance with CMMI.

Scrum & CMMI
Gosia Pinkowska, Mimacom , Pieter Van Zyl, Demix

The main goal of this tutorial is to show how it is possible to use CMMI and Scrum together. If project management, processes management, quality and improvements are part of your daily life, then this tutorial is for you. If you are looking for new ideas, knowledge and experience in helping you to understand how to be agile as well as achieve mature process practices, you should join our tutorial.

Based on an innovative approach and using your Scrum know-how, we will help you to understand requirements of CMMI (Capability Maturity Model Integration). An in-depth analysis of project management and engineering best practices is explored and then mapped to daily Scrum activities. We will elaborate on the practices which are standard in an agile environment and at the same time needed for meeting CMMI requirements. The achieved results will be assessed by our board of experts.

Achieving a step change through the PMO
Stephen Woods, UK PMO Managed Services, Manager Royal & Sun Alliance

This presentation explains the close relationship between the services provided by a typical PMO and the process areas, specific practices and general practices of CMMI. It explains how the creation of an effective PMO Function can expedite achievement of CMMI maturity and capability levels in a selection of process areas. It will explain the key benefits obtained and provide examples of what was implemented and what was achieved at a range of organizations where Stephen has worked.

CASE STUDY: ‘Changing the Wheels whilst Driving at 70 mph!’
Jeremy Nuttall, UK SI Quality and Security Manager, ATOS, Graham Dick, Director, Lamri

Back in 2011 Atos UK was operating a challenging portfolio of projects including providing critical IT to the London 2012 Olympics. During this period, a key organisational change was to be implemented: the deployment of new processes from the Atos Global Delivery Platform (GDP) to better enable integration between front and off-shore back offices and to help increase predictability and quality. In addition a strategic client placed a specific capability objective on Atos 'Government and Health' to attain CMMI Maturity Level 3.

This presentation will discuss some of the key challenges faced by Atos and how blending these two
objectives together delivered a stronger, more effective improvement programme. The challenges of moving a large development community to an enhanced way of working will be discussed; in particular how Atos recognised that although extensive training provided a solid foundation it was not in itself
sufficient to deliver sustained changed ways of working. This improvement project delivered significantly more consistent project performance, better margins and CMMI ML3 in Government and Health.

The challenge of moving from a certification-led to benefits-led delivery
Michelle Krupa, Project Portfolio Director SITA

Almost every airline and airport in the world uses services supplied by SITA. We provide solutions for communication, infrastructure, passenger management, airport management, baggage operations, cargo operations and border management. Delivering these solutions requires world class technology
developed by SITA’s Software Development Group (SWD).

Back in 2009 it was clear that we needed to keep driving the performance of SWD to meet the demands of the airline industry. As part of a drive to improve performance quickly we adopted a CMMI ML2, followed by a CMMI ML3 target. These targets codified our view of higher performance but when we reached CMMI ML2 the performance gains were not as clear as we expected. This presentation charts our journey in moving from this concrete focus on a CMMI Maturity Level to our benefits led approach. Our CMMI target still stands, but our success is measured on the basis of delivering real performance improvements.

Renovating in CMMI for Services2 – Challenges and benefits
Pedro Castro Henriques, StrongStep

Harmonization of CMMI-SVC and CMMI-DEV
Eileen Forrester,CMMI Institute & Mary Lynn Penn, Lockheed Martin Information Systems & Global Solutions.

This presentation describes how the CMMI for Services model and the CMMI for Development model can, should, and do live in harmony in the real world.  This presentation elaborates on at least five scenarios which demonstrate how to select and harmonize content from the two models for work settings that include both development and operations or other services.  This need is as relevant for large, software-intensive systems as it is for IT development and operations.

What Agile can learn from CMMI
Andrew Griffiths, Director, Lamri

Agile is now a proven approach to delivering software projects but it is only part of the overall solution that an organisation delivering software needs to be effective.  There are challenges driven by the scope and perspective of Agile approaches:

1. “Unreasonably” restrictive governance demands, from an Agile perspective
2. Large distributed development teams that seek to mix offshore capabilities witlocal teams
3. Complex web of customer representatives, making agreement hard but also demanding to know when scope will be delivered
4. Restrictive financial governance that demands strong focus on value delivery
5. An absence of any guidance on effective deployment beyond a project

This presentation will explore the elements of CMMI that can help directly address or guide you to effective and practical solutions.

Recommendations to Avoid Problems and Difficulties in Implementing CMMI High Maturity Levels
Isabel Margarido, Faculty of Engineering, University of Porto

Applying CMMI allows organisations to improve the quality of their products and customer satisfaction; reduce cost, schedule and rework; and make their processes more predictable [1]. However, this is not always the case. There are differences in performance between CMMI organisations that depend not only on the context of the business, projects and team but also on the methodologies used in the implementation of the CMMI practices.

In this presentation we alert the CMMI community to the problems that can occur when they implement CMMI.  Moreover, we provide a set of proven solutions to avoid them – organizations will then save time, money and improve their results.  We will focus not only on the challenges of the high maturity levels of CMMI but also show that the solutions we present are valuable for organizations implementing other maturity levels or doing process improvements in general. 

Combined closing panel session with all three tracks

Track 2: Trends and Tutorials

Track Moderator - Pedro Castro Enriques, StrongStep

Presenters will share current trends in best practices and lead hands-on workshops for using CMMI, SCRUM, and Agile to help you to get practical skills that you can apply to your practice right away. You will hear what is happening in our field and get the chance to try some of the methods yourself.

Developing Secure Software with Secure by Design for CMMI-DEV
Winfried Russwurm, Siemens and Peter Panholzer, Limes Security

In this workshop, we tell you an interactive story of how Robert established an effective security programme in his organisation with the help of Security by Design with CMMI-DEV and some external support.

When Robert, an engineer of a home automation vendor, has been told to be responsible for the product security, he thought that would be an easy task. After all, he thinks security is just a matter of firewalls and authentication. So he spent the little time that was available for this task helping development projects to engineer security features. Eventually, Robert knew that he underestimated the task the day when his boss called him to his office and showed him a newspaper article about security vulnerabilities in their products that have already been exploited. The nice security features were easily circumvented by what the article called Cross-Site-Scripting. Now Robert begins to understand that security cannot be achieved solely by features. In order to build resilient products, mature security activities need to be an inherent part of the development process. Security must be considered right from the beginning and the products have to be secure by design.

CMMI + SCRUM = DAD ?  Analyzing DAD as a Solution for Adoption of SCRUM practices in a CMMI-focused environment
Otmar Seckinge  & Arina Bondar, Method Park

Today there are many companies trying to adopt agile methods in the CMMI boundaries. However, as it was shown by a variety of comparisons and evaluations in the last years, there is a gap between SCRUM practices and CMMI requirements. 

The talk will briefly outline the gaps between SCRUM and CMMI and give an introduction to DAD. The central part analyses the main mechanisms to resolve the above-mentioned problems by implementing DAD. For instance, we are going to present solutions for engineering areas such as Technical Solution, Product Integration, as well as for organizational and managerial process areas such as Organizational Process Definition. For example in agile projects we often find the missing role of an architect as a gap to the TS architectural requirements. In DAD this topic is addressed by the role of the architecture owner.

We will also address things you might lose while implementing DAD like self-organization of teams in the sense of the common role-sharing.

WORKSHOP: Well structured processes for operational excellence - a hands-on experience
Peter Fassbinder. Siemens

During the past years we have migrated several processes from document based descriptions into state of the art representations based on systematic process architectures. The motivation to move into this direction is to overcome the plentiful disadvantages of document based, grown process descriptions: unsatisfying usability, inefficient retrieval of information, inconsistencies and redundancies, and high process maintenance efforts. During that journey we developed an approach to define the new process most effectively. In this workshop we will provide you with a hands-on experience of the core element of this approach: structured workshops to model the activity flow and provide a comprehensive basis for the detailed elaboration of the process.

Sustainable Improvement through Retrospectives           
Ben Linders, Ben Linders Advies

1. How to get buy in for improvements from “the workforce”
2. What makes Agile Retrospectives effective for continuous improvement
3. How does agile and retrospectives change your role as improvement manager

Many large improvement programs fail. Not because of the people who manage them. They are often capable and know how to manage change. They have assured management commitment and funding. But what's often lacking is buy in from “the workforce”, from the people in the projects and teams. This is where agile retrospectives take a significantly different approach, as they are owned and done by the agile/scrum teams. They decide where and how they will change their way of working, in stead of having it dictated by managers or quality/process people. And yes, you can get business value out of agile retrospectives. Just show the teams what the company is aiming at, and let them decide how to contribute to it, and be surprised. Your role of a improvement program manager will be ... different ... but still very exciting. Join this session to learn how retrospective can help you to get sustainable improvements done.

TUTORIAL: Hands on Scrum: A Practical Approach in Scrum
Susana Fonte,& Isabel Ferreira, Sinfic, SA

This workshop aims to give an overview of the Scrum framework, promoting a joint analysis of the implementation of Scrum in different organizational contexts.

There will be a group dynamics exercises, involving a life cycle of the project over three sprints, reflecting the interaction of the different roles of SCRUM, artifacts and responsibilities.

The exercise will be done with a product backlog composed with origami requirements, reflecting “user stories” with different complexity and priorities. The Product Owner manages the Product Backlog content, priorities and the Release Planning.

The Scrum Master will support the team, ensuring the implementation of the Scrum framework and the removal of impediments and external influence to the team (we are going to have J).

The Team will estimate the story points to the backlog items (they will play planning poker) and will identify the Team Velocity and produce the working products (in our case the origami’s), over the sprints (with review meetings and retrospective reviews).

Combined closing panel session with all three tracks

Track 3: New Thinking

Track Moderator - Roger Gamage, CPIS Ltd

This track will feature some of the leading-edge thinking and practice of performance improvement in CMMI from all over the world. Hear how the state of our work is evolving to meet today’s challenges.

Verifying Process Compliance using Process Mining
Arthur do Valle ISD, Brasil

• What is Process Mining
• Main Process Mining techniques and perspectives
• How to apply process mining techniques in order to verify process compliance

Topic to be confirmed
Paul Nielson, SEI

Industrialisation, Innovation and Integration – A Case Study
Vinay Gulati, Accenture, Paul Van Den Heuvel, Accenture

In this session we will provide an insight into the Delivery, Innovation and Industrialisation Programme at Accenture which has provided the firm with cost and effort savings, increased productivity and has aided the company in delivering to a high standard consistently across the global delivery network. Industrialisation at Accenture focuses on significant productivity and quality improvement in the development and maintenance of technology systems. This focus operates in conjunction with constant reviews of key technology and software development trends to ensure an approach and response that brings the latest innovations to our clients. 

We will also discuss a particular case study concerning the integration of multi-model (CMMI, ISO27001, PCMM, BS25999, ISO20000) based management systems. This approach has resulted in numerous benefits for stakeholders, management and the firm as a whole. These benefits include an overall view on how the organisation is progressing on implementing productivity and performance improvements, reduced overheads, the creation of economies of scale and enhanced credibility for Accenture in terms of innovation. This new approach has streamlined the manner in which Accenture approaches model based management systems and performance improvements.

Intelligent Evolution
Peter Leeson, Q:PIT Ltd and Visiting Scientist, CMMI

1. What does it take to make real change?
2. Why do so many organizations fail their improvement programmes?
3. Can CMMI actually help in changing the culture of my organization?

Change is not easy. Surviving is not easy. In business, the concept of "Survival of the Fittest" is obvious. If you want to survive, you need to change. But change is not always good.

Intelligent Evolution discusses the manner in which the world of business, change and improvement can - and indeed should - mirror our natural tendencies as cognizant human beings to understand, apply and react. Intelligent evolution considers the key aspects in changing an individual's behaviour and translates that into the needs of an organizational change, such as process improvement. The presentation also discusses how to translate the theory into practice through a thoughtful, collaborative approach to making things better.

Combined closing panel session with all three tracks