Plenary Session
Impact of CMMI® on Systems Engineering by Dev A. Banerjee
Fiscal Year 2003 Survey of Acquisition Project Managers by Mark Kasunic
CMMI® Today,,, the US Army Perspective by Dave Castellano
CMMI® Today,,, The Current State by Ron Paulson
CMMI® Today: The Current State by Bob Rassa
Next Generation Systems Engineering and CMMI by Mark Schaeffer
CMMI® The Current State by Gregory Shelton
Luncheon Speaker
3rd Annual CMMI® Technology Conference and User Group by Kent Schneider
Session C
Applying CMMI® Generic Practices with Good Judgment by Rick Hefner, Ph.D.
Staged or Continuous:Which Model Should I Choose? by Timothy G. Olson
A Process Framework for Enterprise-Wide Integration by Dave Walden
The Art Of Disciplined AND Agile Engineering Processes or How To Make CMMI Easy(er) by Mike Bernabe
"Two Steps Forward One Step Back: A New Dance Step Or Interpreting The CMMI Model" by Adrio DeCicco
A Project’s Tale: Transitioning From SW-CMM to CMMI-SE/SW by Warren Scheinin
Using Behavior Surveys for CMMI Process Deployment by Donna Freed
Automating Support for CMMI Level 5 Organizational Improvement by Dave Struble
CMMI® Appraisal Implementation Trends - Where are Appraisals Headed? by Paul D. Byrnes
Minimizing SCAMPI Costs via Quantitative Methods by Ron Ulrich and Rick Hefner
The SCAMPI Appraisal Method: Top Ten Misperceptions (V1103)
Interpretive Guidance Project: What We Know
Use of an Organizational Process for Corporate-Wide Process Improvement via CMMI® by John Evers and David Zeek
Use of CMMI in an Acquisition Context by Dr. Jack R. Ferguson
Session D
Life Cycle Considerations of the CMMI Model by Ben Berauer
Strategies for Applying the CMMI® to Software Maintenance by Paul R. Croll
Process Engineering: A Systems Approach to Process Improvement by Jeffrey L. Dutton
Implementing CMMI Improvements in a New, Large Diverse Organization. Problems, Solutions & Should Haves by Donna Voight and Rick Long
The Journey to CMMI Level 4 by Dr. Thomas F. Christian & Millee Sapp
Eight Steps to Success in CMMI®-Compliant Process Engineering: Strategies and Supporting Technology by Paul R. Croll
A Case Study of Transitioning:The CMMI Rosetta Stone
Process Maturity Profile CMMI® v1.1 SCAMPISM v1.1 Appraisal Results First Look
Moving To CMMI Level 4 (SW/SE/IPPD) by Sarah Bengzon
CMMI Benefits at Northrop Grumman Mission Systems by Rick Hefner and Dean Caccavo
Understanding the CMMI® Validation Process Area by Gary Natwick & Jim Cocci
Objective Evidence For Appraisals or 3782 easy steps to a successful SCAMPISM by Kent McClurg
Using the CMMI to Improve Contract Management by Gary Gumpright
SEISM Appraiser Program: Future Directions
Maintaining a SCAMPI A Rating using SCAMPI B&C by M. Lynn Penn
An Integrative Method for Appraising Modular Open System Maturity by Cyrus Azani
Visual Mapping of CMMI to Relevant Standards and Implemented Processes by Sandra Cepeda
Mapping TSPSM to CMMI® by Jim McHale
Transitioning from CBA-IPI to SCAMPI Appraisals: Lessons Learned by Fred Roberts
Wednesday, Nov 19, 2003
Session A
Applying the CMMI to Diverse Environments
Using CMMI to Balance Agile and Plan-driven Methods by Richard Turner
Adapting Small Projects Processes to CMMI by Ken Weinberg
Transitioning to CMMI from the SW-CMM: Shifting Gears from a Software Process Focus to a Project Management Focus by Brian Groarke
Project Management Strategies Hidden in the CMMI by Rick Hefner
Measurement and Analysis: How Can I Optimize My Transition from CMM to the CMMI® by Gary F. Norausky
Transition from SW-CMM® to CMMI®: The Benefits Continue! by Joan Weszka
Session B
Integrated Implementation Of Process Documentation, Process Asset Library, And Project Tailoring by Steve Lacy
Acquiring Process Expertise and Tools: A Fact-Based Methodology
A Process Improvement Plan for a High Maturity (and Diverse) Organization by Alan Pflugrad
CMMI FOR SMALL BUSINESS PILOT Project
Implementing CMMI Improvements in a New, Large Diverse Organization. Problems, Solutions & Should Haves by Donna Voight and Rick Long
Quantitatively Measured Process Improvements at Northrop Grumman IT by Craig Hollenbach
CMMISM Transition at Motorola GSG
Key Business Indicator Trends During the Journey from SW-CMM Level 2 to CMMI Level 5 at Lockheed Martin Management & Data Systemsby Peter McLoone
Applying CMMI® Generic Practices with Good Judgment by Rick Hefner, Ph.D. & Geoff Draper
SEI SCAMPI B/C Project: A Partner’s Perspective by MR Larry McCarthy
An Effective and Efficient Approach to ARC C Appraisals by Madhu Parella, Janice Tauser, and Rick Hefner
Session C
Evolving a Measurement Program for Systems and Software Engineering Process Improvement
Quantitative Management A Paradigm Shift
Process Improvements Achieved From Using The CMMI Model: A Success Story At Raytheon’s SAS Engineering Organization by Adrio DeCicco
ProcessVelocity, LLP. CBA IPI® vs. SCAMPISM Appraisal Methods: Key Differences
To PIID or Not to PIID: Lessons Learned in SCAMPI Evidence Preparation
Why Should I Switch to CMMI®? Initial Evidence about Impact and Value Added by Dennis R. Goldenson, Diane L. Gibson, and Robert W. Ferguson
Causal Analysis & Resolution (CAR) at Level 1 by Ralph Williams
Class B Appraisal Implemented Lessons Learned by Adrio DeCicco
Northrop Grumman IT Defense Mission systems Internal Appraisal System by Rafael Delgado
Product-Based Approach for CMMI® Appraisals by Gary Natwick & Geoff Draper
Using the CMMI in small Organisations by Stephen Fletcher
Preliminary Insights Working with CMMI in Small Organizations by SuZ Garcia
CMMI Implementation for Software at JPL by P. A. Trisha Jansma
Small Organizations are Different? by Martha I Johnson
Small / Low Maturity Organizations are Different by Raymond L. Kile
Session D
Peer Reviews for CMMI by Tom Cowles
Experiences with Leveraging Six Sigma to Implement CMMI Levels 4 and 5 by Jeff Facemire & Hortensia Silva
Estimating Effort for PPQA Using the Raytheon 6? Process by Donna Freed
Using Six Sigma to Achieve CMMI Levels 4 and 5 by Rick Hefner
The Key Ingredients by Peter Howard & Michael D’Ambrosa
When Any Road Won’t Do Project Scope Points the Way by Larry Fellows
Process and Tools for Mitigating Risks to Improve Maturity Level of CMM and Migrate to CMMI by Simon Milman
Implementing CMMI in a Biometrics Testing Laboratory by W. Grant Norman
What Have we Learned: Return-on-Investment from the SW-CMM by Khaled El Emam
Evidence about the Benefits of CMMI® What We Already Know and What We Need to Know by Joe Jarzombek
OUSD(AT&L) Systemic Analysis of Support Assessments by Kristen Baldwin & Scott Lucero
Evidence about the Benefits of CMMI®: What We Already Know and What We Need to Know by Dennis R. Goldenson
CMMI Impact: What we know; What we need to know by Terry Rout
Challenges and Opportunities for Process Excellence in the TYBRIN-TARIF Government-Embedded Contractor Team by Dave Blue
Panel: Challenges and Opportunities for Process Excellence in Government-Embedded Contractor Teams by Paul Croll
Army/Contractor Integrated Team: SED & SAIC by Dick Stutzke
Thursday, Nov 20, 2003
Session A
Practical Interpretation of Practices or Risk Based Process Improvement
Managing CMMI® as a Project by Richard Marks
The Operational Test and Evaluation of the Products of a Defined Software Process by LT Alex Hoover
Experiences with a Single PA SCAMPIsm by Raymond L. Kile,
A service-based Business Process Improvement effort utilizing the CMM-I: by Martin Novak & Cathy Strabala
The Use of Tailored Practice Implementation Indicators for Process Definition and Assessment Preparation by Ben Berauer
Preparing for Your SCAMPI Appraisal
Lockheed Martin Aeronautics, Customer Support - CMM® Overview
Session B
Raytheon’s Six Sigma Process and Its Application for CMMI by Nancy Fleischer
Measurably Improving Your Requirements Based on the CMMISM by Tim Olson
Successful Verification and Validation Based on the CMMISM Model by Timothy G. Olson
The Acquirer’s Role In Process Improvement by Brian Groarke
Implementing Decision Analysis and Resolution in a Software Organization by Wendy Irion-Talbot
Developing the most appropriate Verification Strategy by Sandy Sweeney
A Program of Training for CMMI®-based Process Improvement by Gary Wolf