|
10:30 AM
|
|
|
| User Errors Are Not Software
Bugs |
| Avi Harel, ErgoLight
Ltd. |
| Traditional
practices of user feedback are inefficient
because
they do not incorporate vital information about user
errors. Typically, users report on unexpected system behavior
associated with their intentions, instead of their
actions, resulting in software developers wasting their
time chasing phantom bugs. Learn how to distinguish
real bugs from user errors by using an operation
logger integrated within your software product.
� How to effectively
use operation and mode tracking to understand unexpected
software behavior
� Why user problems that are identified as user errors should be
treated as severe design flaws
� How to use an operation logger to distinguish real bugs from user
errors
|
|
|
10:30 AM
|
| T4 |
Defect
Metrics |
| Our Experience Using Orthogonal Defect
Classification
|
| Barbara Hirsh, Motorola |
|
Orthogonal Defect Classification
(ODC) is a method of classifying and analyzing software defects. Using real-life
experience, Barbara Hirsh discusses how Motorola successfully implemented ODC within their organization
resulting in a framework for building a pervasive and cohesive defect prevention program. Learn the benefits
of using ODC from the perspective of the developer, the tester, and the post-release analyst.
� How ODC will help you build a defect prevention program
� How to use ODC to improve the test program
� Actual examples and analysis of ODC data
|
|
| Usability Testing and Risk
Management in a
Multi-Developer Context |
| Marilyn Valentino,
EPRI |
| Driving usability
improvement in an organization with
over
100 different software suppliers presents specific Quality
Assurance challenges. This presentation describes
the steps taken by one organization to meet this
challenge. Learn how this approach resulted in a 100%
increase in customer satisfaction, a reduction in customer-reported
usability problems, and order-of-magnitude reductions
in testing time and cost.
� Using customer satisfaction data to drive usability testing
� Types of Usability Grading Criteria to use in evaluating software
from different suppliers
� Risk Assessment scale
|
|
| Measurement Maturity at CMM Level 3
|
| Beth Layman and Kevin
Schaan, TeraQuest Metrics Inc. |
|
The SEI's Capability Maturity Model for Software
(SW-CMM) considers measurement a key element in the effective management
of software development. Two lead assessors provide insight into the
measurement requirements embedded throughout the model's key practices at Levels 2 and 3. Examples of mature Level
3 measurement systems and recommendations based on lessons learned will be provided.
� Measurement requirements for CMM Levels 2, 3, and 4
� Characteristics of mature measurement
� Issues of measurement maturity that are crucial in preparing
for Level 4
|
|
| Mindless Process Improvement -
Just say NO! |
| Neil Potter and Mary
Sakry, The Process Group |
| The
most common approach for process improvement is
to
document all processes. This process-centric approach
can work, but it has a high risk of failure. Neil Potter
and Mary Sakry discuss an approach to scoping an
improvement program based on problems and goals of
the organization. Learn how to use this approach to make
significant progress on real issues and on the process
improvement model or standard you are trying to
achieve.
� How to scope an improvement program from business or project
goals
� How to develop an action plan that ties to problems and goals
� How to comprehend and effectively use improvement models
|
|
| Implementing Metrics in a Level 1
Organization
|
| Michael Hovan, Bayer Corporation |
|
This presentation focuses on the work necessary to
implement metrics in an organization recently assessed at level 1. Gain an understanding of why a metrics
program must coordinate with ongoing software process improvement activities to be successful. Learn the "soft"
skills needed to effectively implement a metrics program in your organization.
� Three ways to "sell" nonbelievers
� How to obtain management support
� Tools, tools, tools
|
|
| 11:30
AM |
11:30
AM |
| Golden Rules and Tools for
Establishing a Quality
Culture |
| Laura Jenkins, Lucent
Technologies |
| Developing and
implementing a quality program across an
entire organization can be a daunting task. Managers want
immediate results and value for the money they invest;
software developers don�t want to be bothered. Learn
how to tackle this challenge head-on and discover the
"golden rules" to use to help promote and manage quality
in your organization.
� Creative ways to impact the quality effort in your organization
� How to establish quality goals and obtain buy-in from
management and development
� How to manage quality across a multi-project, multi-location
organization
|
|
| A Comparison of IBM's Orthogonal Defect
Classification to Hewlett Packard's Defect
Origins, Types, and Modes
|
| Jon Huber, Hewlett Packard |
|
In this presentation, Jon Huber examines metrics
obtained from categorizing the same set of defects
using both IBM's Orthogonal Defect Classification and
Hewlett Packard's Origins, Types, and Modes. Learn the
pros and cons of each model, and how to apply the
strengths from both models to create a method beneficial to software development and testing.
� Criteria to determine which model best fits your environment and
goals for defect analysis
� How to categorize the defects and interpret the data from both
models
� Strengths and weaknesses of both models
|
|
| Third-Party Testing and Its
Effects on Software
Engineering |
| Bill Councill,
Mannatech, Inc. |
| Adherence to process guidelines has been shown to be
beneficial
for large organizations. However, 99% of all U.S.
IT organizations and independent software vendors are
small businesses with less than 500 employees. Bill Councill
discusses how to use a third-party testing organization
such as Underwriters Laboratories to more effectively
assure software quality in companies of this size.
� How to discern software components for the purposes of
third-party testing
� How to implement a requirements program that enables
successful
third-party testing
� A methodology for assuring trusted software components
|
|
| Establishing a SEI Capability Maturity
Model (CMM) Level 3 Metrics Program �
And Living to Tell About It
|
| Greg Parent, EDS |
|
Metrics are foundational to CMM Levels 3, 4, and 5.
However, introducing all of the metrics required by CMM Level 3 into your organization can seem like an
insurmountable task. Examine a case study of the development and deployment of a successful CMM
Level 3 metrics program. Learn about each major Level 3 metrics requirement and obtain examples on how they
can be addressed.
� How to identify primitive metrics to track
� How to establish a reporting strategy
� How to evolve a metrics program
|
|
| Process Improvement Under the
16-Point Plan |
| Michael Evans,
Integrated Computer Engineering, Inc. |
| In this
presentation, Michael Evans provides proven case
studies and actual experiences in implementation of
a software process improvement program. Learn how the
16-point plan can be successfully applied to process
improvement programs within your organization. Discover
which methods and tools can effectively facilitate
the implementation process.
� How to apply the
16-point plan to software programs
� Steps, impediments, and successes
� Methods and tools
|
|
| Guerilla Software Metrics: Leaving the
Developers Alone
|
| Scott Duncan, SoftQual Consulting |
|
This presentation describes an approach to initiating
and conducting a metrics program that takes advantage of existing measurement/tracking infrastructure without
adding significant extra tasks and reporting responsibilities. Scott Duncan identifies three areas
where measurement data may already exist. Learn how to work with management and staff in these areas to
make use of the data being collected.
� Three main areas where measurement data may already exist
� Simple methods and tools for recording and reporting such data
� Examples of the real-life impacts from this approach
|
|
| 1:30
PM |
1:30
PM |
| Critical Components of
Asset Management |
| Larry Shoup, Janus
Technologies, Inc. |
| Examine
how Information Technology (IT) asset management
methodologies can reduce your organization�s
IT budget between 5-35%. Larry Shoup discusses
the critical components to deploy, the challenges
of implementing such a program, and the limitations
of asset management tools such as spreadsheets
and in-house development efforts. Discover
the best practices for implementing an asset management
initiative in your organization that will result
in immediate cost savings.
� How to use outsourcing to manage your assets
� How to stage asset management project implementation
� How to achieve immediate cost savings by implementing IT asset
management tools and processes
|
|
| Simple Software Defect Categorization for
Defect Prevention
|
| Barbara Kolkhorst, IBM |
|
Based on her experience with software development
organizations at all five levels of the Capability Maturity
Model (CMM), Barbara Kolkhorst outlines simple
methods for documenting and categorizing defects and
how to proceed with analysis for defect prevention.
Learn how these simple methods can be implemented
within your organization resulting in the prevention of significant numbers of software defects.
� How to document defects and determine what information to
record
� How to classify the defects for prevention analysis
� How to implement a Defect Management Process Action Plan
|
|
| Introducing Personal Software
Process � A Few (Un)Expected
Lessons |
| Robert Galen, Wavetek
Wandel Goltermann |
| Learn how one
company successfully implemented SEI-PSP to a significant part of its
software engineering organization.
Key discussion points include organization readiness,
a training approach, lessons learned, and ways
to successfully introduce PSP into an organization. Discover
the three process areas (inspections, planning, and
quality) where PSP can have a significant impact.
� A quick overview of
PSP
� Why executive support and developer readiness is important
� Three problems areas in PSP structure (condensed course,
lessons,
tools)
|
|
| An Incremental Approach to Setting Up a
Data Warehouse
|
| James Ferree, Motorola |
|
Data warehousing and the process used to put such a
system in place allows an organization to create a long-term
solution that facilitates the Management by Data
culture required for SEI Level 4. Learn how to
implement such a system in your organization through
lessons learned by the Motorola Network Products
Metrics Team.
� How a Data Warehouse can help your organization
� Common misconceptions about Data Warehousing
� How to get started on a Data Warehouse
|
|
| Relentless Application
Development |
| Linda McInnis,
Millennium Pharmaceuticals, Inc. |
| Discover
ways to develop and operate a team that can rapidly
produce a tested, documented, and deployed application
in less than three months! This presentation identifies
important people, processes, and technologies that
must be in place to ensure application success. Gain
insight into what fails most often on rapid development,
and learn what structures must be in place
to succeed.
� Ten essential factors to achieve rapid application development
� The roles of quality engineering, documentation, and
development
� Soft skills needed to ensure success
|
|
| Software Measurement � What's in It for Me?
|
| Arlene Minkiewicz, PRICE Systems,
L.L.C. |
|
This presentation looks at the success or failure of
software measurement programs from a unique perspective: It addresses the human problems often
encountered during implementation. Learn about the areas of resistance to measurement programs and how
to use practical strategies when combating this resistance. Discover tactics that management can use to
motivate software developers to make these programs work!
� How software developers view measurement programs
� Tips for successfully introducing and initiating a measurement
program
� Practical strategies to sell a measurement program to the entire
team
|
|
| 2:30
PM |
2:30
PM |
|
Software Innovation to Benefit the Business: Updating Economic Analysis for
Information Technology
|
| David Fado, Reuters |
|
This presentation will provide historical background on
the limitations of standard economic measurement
categories, with suggestions on how to improve
measurement for information technology. Explore the
limitations of some of the traditional categories used to
measure economic progress. Gain insight into why
measurement issues are an expected part of economic
growth and technological change.
� A general overview of the problem with measuring modern
economic growth
� Limitations of traditional measurement categories for information
technology
� Suggested methodologies to more accurately measure economic
progress
|
|
| Benefits from Implementing a
Process Improvement
Program |
| David Putman, U.S. Air
Force |
|
Faced with stiff competition and declining budgets, many
organizations must determine what they expect in return
on investment (ROI) from implementing a process
improvement program. In this presentation, you will
explore the need to baseline your activities and begin a measurement
program at the start of your process
improvement activities. Learn some of the basic measurements
and metrics used at Hill AFB in their own
software development activities.
� Why it is important to baseline your capability at the start of a
process improvement program
� Benefits experienced by Hill AFB from implementing CMM
� Types of measurements/metrics to help a manager manage a
software
process and software project
|
|
| Tips from the Training Tsarina
|
| Anntoinette
Gurvin, General Dynamics Information
Systems
|
This presentation explores ways to plan and execute
technical training to ensure the best possible use of
resources to meet your organization�s objectives. Learn
how to avoid the most common problems and shortfalls,
including budget woes, business relevance, and lack of
commitment. Discover the most effective ways to
breathe life into your organization�s training program.
� A comprehensive set of training requirements
� Resources and techniques to conserve budget costs
� Essential components of a Capability Maturity Model (CMM)
compliant training programT2
|
|
| T20 |
Metrics
for Outsourcing |
| Evaluating, Selecting, and
Measuring Subcontractors |
| Jim Nielsen, Motorola |
|
During the past
decade, it has become more commonplace
to subcontract major portions of large software
and systems engineering projects. Due to a lack
of a well-defined set of tools or guidelines, this process
has generally been ad hoc and inconsistent. Jim Nielsen
describes Motorola's efforts to develop a comprehensive
set of tools, processes, and measures to use
in evaluating and selecting subcontractors and in predicting
subcontractor performance and product quality.
� The different types of subcontractors
� How to use different tools for evaluating different types of
subcontractors
� How measurement can predict subcontractor performance
|
|
|
Managing Software Project Schedules
with Efficiency
|
| Ziya Ma, Motorola |
|
Software on-time delivery statistics show schedule
slippage is a common phenomenon within the software
industry. Ziya Ma discusses the results of an industry
survey conducted during 1998 and 1999 to obtain
current, valid, and useful scheduling data. Learn how to
use this information � including common approaches
to on-time delivery used in modern industry � to tackle
project delays in a timely manner.
� Common solutions to schedule slippage
� Correlation between the project status, development environment,
and effective approaches to on-time delivery
� Schedule slippage management knowledge base
|
|
| Function Point Counting for
Mere Mortals |
| Lee Fischman, Galorath
Inc. |
|
Function
points have occupied a difficult place in software
metrics. They correlate well with development effort,
but their use has been hindered in part by the difficulty
of learning them. Lee Fischman discusses Galorath's
efforts to achieve a revolutionary reduction in time-to-learn
by lessening unfamiliar nomenclature and methodological
excess. Learn how function points can be
simplified for use by everyone within your organization.
� How function points can be legitimately simplified
� How a functional metric can be rolled out to real-world
practitioners
� Benefits of an easy-to-use functional metric
|
|