LEAN / SIX SIGMA IT PROJECTS AND MULTI-GENERATION PROJECT PLANS

It is not Lean OR Six Sigma that creates breakthrough results; the blend of tools is ideal. In short, what sets Lean Six Sigma apart from its individual components is the recognition that you cannot do "just quality" or "just speed," you need a balanced process that can help an organization focus on improving service quality, as defined by the customer within a set time limit.

Lean Six Sigma for services is a business improvement methodology that maximizes shareholder value by achieving the fastest rate of improvement in customer satisfaction, cost, quality, process speed, and invested capital. Most Lean Six Sigma projects that will require tool automation will need multi-generation project plans.

Learn how Agilent Technologies has completed several IT Lean Six Sigma projects using multi-generation project plans for breakthrough results.

The workshop leaders will share best practices learned at Agilent Technologies. In addition, the workshop leaders will facilitate a participant discussion focused on the workshop objectives. Participants will take away best practices that they can apply to their own process improvement activities in their businesses.

Session objectives:

1. Business results
- How to achieve business results gained from partnership between business and IT
- Using a multi generation project plan
- How to prioritize IT and business resources to align to the strategic business plan
2. Improving business requirements
- Using Lean and Six Sigma tools for voice of customer
- Using Lean and Six Sigma tools for voice of business
- Using facts and data approaches to strengthen communication between business groups and IT
3. Measuring and sustaining the project benefits
- Who owns the control / monitoring plan?
- Did we get what we paid for?
- Sustaining the benefits: six months later is it still working?

WORKSHOP LEADERS:

Barbara Peterson, GIO Six Sigma Champion / Black Belt Lead, AGILENT TECHNOLOGIES, INC. Barbara is a multifaceted, innovative Business Process Management professional with 25 years extensive senior level experience in program and project management and process optimization; 3 years Black Belt Six Sigma quality management and strategic planning. Consistently successful in delivering cost reductions, improved efficiencies; demonstrated expertise in the implementation of cutting-edge Lean Six Sigma methodologies. Barbara's project results include hard cost savings over $18M.

Peggy Fry is a Master Black Belt and Global Six Sigma Program Manager for the Life Sciences and Chemical Analysis (LSCA) group with Agilent Technologies, Inc. Within her current role, she managers a Black Belt project portfolio management team supporting the Sales, Marketing and Services transaction business within LSCA. She is a proven leader in Finance, Information Management, Marketing Analytics and Process Improvement and Quality initiatives. As a leader, she develops teams, designs new processes and applications, and supports customer experience improvement efforts. She has a significant background in Financial Management from Wells Fargo Bank and earned her MBA from University of San Diego.

STRUCTURING A PRACTICAL, LAYERED, SOFTWARE DEVELOPMENT LIFE CYCLE USING THE CAPABILITY MATURITY MODEL INTEGRATION (CMMI®)

Beginning in the early 1990’s, the Software Engineering Institute’s (SEI) Software Capability Maturity Model (CMM) set the standard for process-driven software development. Its five Maturity Levels provided a framework for benchmarking software development processes, an objective measurement system for measuring process capability, and a proven set of criteria for implementing software-engineering best practices.

Now officially retired (and no longer supported) by the SEI, the CMM has been replaced by a re-architected, supercharged model: the Capability Maturity Model Integration (CMMI®).

In this workshop the speakers will first introduce the significant and innovative changes that have been introduced with the CMMI and contrast this dynamic new model with its CMM progenitor. The speakers will then demonstrate how the CMMI can be applied to build a fully functional, layered, SDLC that addresses not only the obvious engineering issues most commonly associated with software development life cycles, but also key orthogonal disciplines without which a useful life cycle cannot exist in the real world. Throughout, the speakers will demonstrate the applicability of these principles and the overall CMMI framework for a variety of life cycles ranging from conventional Waterfalls through risk-based Spirals to the most nimble Agile approaches. Further, the speakers will focus on the flexibility and adaptability of the CMMI criteria and on the model’s built-in framework for ensuring effective deployment of the resulting SDLC, whatever its structure happens to be.

®CMMI is a registered service mark of the Software Engineering Institute, Carnegie-Mellon University.

Learning Objectives - At the conclusion of the workshop, participants will be able to
1.List the key differences between the CMM and CMMI
2.Identify the principal features of the CMMI architecture and explain their significance
3.Relate the importance of implementing a layered life-cycle and the contribution each makes to the success of the overall SDLC:
a. Layer 1 – the Foundation Life-Cycle
b. Layer 2 – the Process-Improvement Life-Cycle
c. Layer 3 – the Infrastructure Life-Cycle
4.Describe the relationships between each life-cycle layer and the corresponding CMMI process areas.

WORKSHOP LEADERS:
Gary Cort, Ph.D., CSQE Vice-President, Software Quality, RESEARCH IN MOTION® LIMITED Dr. Gary Cort has over thirty years of software industry experience on projects spanning aerospace, communications, biomedical, financial, simulation, and real time environments. Specializing in software engineering, project management, configuration management, and software metrics, Dr. Cort has led large-scale software projects for NASA, the US Department of Energy, and the Los Alamos National Laboratory, where he also served as Quality Officer. Prior to joining Research In Motion, where he holds the position of Vice-President, Software Quality, Dr. Cort co-led the world-wide CMMI deployment effort for Intel Corporation. Dr. Cort works with Fortune 500 companies throughout the world to dramatically improve software project capabilities. Dr. Cort is a former Adjunct Professor of Software Engineering at the University of New Mexico and currently serves on various standards and advisory boards. Dr. Cort currently chairs ISO Technical Committee 176, which is responsible for the continued evolution of the ISO 9000 family of international quality management standards. Dr. Cort holds a Ph.D. degree in Physics from Texas A&M University and is an ASQ Certified Software Quality Engineer. Dr. Cort has enjoyed a long and productive relationship with the Software Engineering Institute and is a certified SCAMPI High-Maturity Lead Appraiser and CMMI Instructor as well as one of the authors of the SCAMPI B&C appraisal methods.

Corinne A. Cort, Ph.D., CSQE Director, Global Training & Talent Management, RESEARCH IN MOTION® LIMITED Dr. Corinne Cort has over twenty years of software industry experience on projects in telecommunications and other high-tech industries. Dr. Cort has led large-scale software projects for Alcatel, and software quality initiatives for the Los Alamos National Laboratory. She previously co-led the world-wide CMMI deployment effort for Intel Corporation. Dr. Cort is currently Director, Global Training & Talent Management at Research In Motion. Dr. Cort holds a PhD degree in Computer-Science from the University Paul Sabatier (France). She is a certified Six Sigma Green Belt and an ASQ Certified Software Quality Engineer. Dr. Cort has enjoyed a long and productive relationship with the Software Engineering Institute (SEI) and is a certified SCAMPI High-Maturity Lead Appraiser and CMMI Instructor as well as one of the authors of the SCAMPI B&C appraisal methods.

USING LEAN SIX SIGMA TO LOWER IT OPERATING COSTS

This workshop will lead attendees through a systematic method to reduce IT operating costs using Lean Six Sigma as a catalyst for optimization. Attendees will build and apply:
- IT Operational Value Stream maps for IMAC (Install Move Add Change), Software Service Request Resolution and Hardware Break/Fix activities
- Transactional Cost, Price & Margin Identification matrices
- Lean Six Sigma IT Project Portfolio Targeting Key Cost Drivers

WORKSHOP LEADER: Steven H. Jones, MBA, PMP, Lean Six Sigma Master Black Belt, Quality & Continuous Improvement, SIEMENS IT SOLUTIONS AND SERVICES, INC. Steven H. Jones received his certification as a Lean Six Sigma Black Belt by the George Group while employed at the Xerox Corporation. He started his career at 3M, an early adopter of the Lean Six Sigma methodology. Steven has executed Lean Six Sigma projects domestically and internationally for BP Canada, Convergys, Intercontinental Hotels, Microsoft, and Xerox generating over $100M in financial benefit. He is currently a Lean Six Sigma Master Black Belt with Siemens IT Solutions and Services. He is member of the International Society of Six Sigma Professionals, the American Society for Quality and the Project Management Institute, who certified him as a Project Management Professional. Steven earned his B.A. in Communications from The University of Cincinnati and his Executive MBA from Xavier University of Ohio.

TOOLS AND TECHNIQUES TO INCORPORATE INTO LEAN SIGMA TO ADDRESS THE CHANGE MANAGEMENT ISSUES IN SOFTWARE DESIGN AND IMPLEMENTATION

Make the Process Easier and the Results Sustainable

Lean Sigma is a powerful process for identifying and implementing change. But often it is the people affected by the new technology or process who will determine whether the change can deliver results that are sustainable. Whether we like it or not, these “Targets” of change within the organization will inevitably make their own decisions about whether to accept or reject the change. Anticipating who will likely resist the change, identifying their resistance issues and addressing them early is often the key to minimizing the risk associated with resistance and accelerating the acceptance and adoption of the change.

This is the LaMarsh & Associates definition of effective change management – we call our approach and methodology Managed Change™. Managed Change™ increases the probability of achieving and sustaining the desired objectives of the Lean Sigma project. Managed Change™ is a powerful, data-based approach that accelerates change and positions the change so that it can be effectively sustained once the project team is disbanded.

Help your Lean Sigma community support IT’s changes to deal with the natural resistance that will be generated.

Objectives of this workshop - to enable participants to:
- Develop a working knowledge of the Managed Change™ process and how it supports Lean Sigma’s efforts to improve Software Design and Implementation
- Identify the potential resistance that will impact the success of these efforts.
- Understand the role that Communication, Learning and Reward/Recognition action plans play in reducing that resistance and how to build them

WORKSHOP LEADER: Karl Oestreich, Manager of Consulting Services, LAMARSH & ASSOCIATES, INC. Karl Oestreich has been working with clients in both IT and Lean Sigma at LaMarsh & Associates, Inc. for almost ten year. His engagements have focused on reengineering and systems implementations. He has a deep experience base in the installation of ERP systems from small job shop operations to global repetitive and batch operations as well as providing change management support to the internal improvements in process within the IT operations of major global companies. He has worked with the Lean Sigma efforts in companies such as Motorola, Abbott Laboratories and Caterpillar Inc.

IMPLEMENTING THE CAPABILITY MATURITY MODEL (CMMI)

Many organizations have found CMMI to be a great complement to their Lean Six Sigma tool box. The CMMI framework provides a source of industry best practices as well as lessons learned from use of the SW-CMM. The CMMI focuses on the institutionalization of organizational change, with guidance in terms of 22 specific process areas, as well as generic practices that support any process improvement effort.

This workshop will cover:
- Overview and fundamentals of CMMI
- Considerations when adopting CMMI
- Industry benchmarks from CMMI-based process improvement
- Comparison of the Staged and the Continuous representation and how each can benefit your improvement efforts
- CMMI as an appraisal and benchmarking tool
- Transitioning from CMM to CMMI
- Synergies between Lean Six Sigma and CMMI in IT and software

WORKSHOP LEADER: Keith Lutz, Accelerated Quality Improvement Program Manager, INTEL CORPORATION Keith Lutz is currently the Accelerated Quality Improvement program manager for Intel IT’s internal consulting group IT Flex Services. Keith helped lead Flex to its successful SW-CMM Level 2 assessment in 2005 and he is now driving CMMI institutionalization in various groups within Intel. He has consulted with the United Nations and international research groups, and launched Flex Service’s global outsourcing program. Prior to joining Intel Keith held a variety of IT management positions and has owned his own business. He has a BS in Business & Economics from Lehigh University, is a Six Sigma Green Belt and is a candidate CMMI Lead Appraiser.

The 3rd Annual Lean and Six Sigma for Process Excellence in IT and Software Development Conference will bring together senior-level quality & process improvement professionals from a broad range of organizations. One of the key benefits of attending this conference is the networking opportunities you will find.

WCBF structure their events to make them as interactive as possible to maximize knowledge sharing. WCBF understands networking is a key value driver, and we make sure our events are at cutting-edge of the latest networking thinking, including recently introduced initiatives such as the "Wall of Opportunity" and "Speed Networking". Take advantage of networking opportunities over breakfast, breaks, sit down plated lunches and a drinks reception.

Sponsorship provides a unique opportunity to demonstrate your presence amongst a pre-eminent network of senior management executives. A range of sponsorship and advertising options are available, if you are a consultant or vendor and wish to take further advantage of these opportunities, you should contact Flora Hamilton of WCBF about taking an exhibition booth or sponsoring one of the lunches, breaks or evening receptions.

Email: flora.hamilton@wcbf.com

WCBF’s Lean and Six Sigma for Process Excellence in IT and Software Development conference has been extensively researched and specifically tailored to meet the requirements and interests of professionals working within this industry.

WCBF invites all professionals responsible for driving process excellence and quality within the software & IT functions. Whether you are in a software and IT role or a six sigma professional this conference presents a superb opportunity to benchmark with your competitors, network with your peers, listen to business leaders and hear practical, project case studies.

You will benefit from this conference if you are a:

- CEO

- CTO

- CIO

- VP of Performance Improvement

- VP of Process Excellence/Improvement

- VP of Business Excellence

- VP of Six Sigma

- Head of Quality

- Head of Process Management

- Team Leader, Process Improvement

- Head of Operational Excellence

- Software Development Manager

- Deployment Leader/Champion

- Software Architect

- Director of Operations

- Six Sigma Champion, Master Black Belt and Black Belt

- Project Manager

- Process Engineer

- Software Development Engineer

- VP/Director/Manager of IT, Call Centres, Help Desk

Venue

Marine Memorial Club and Hotel

609 Sutter Street

San Francisco, CA94102

Reservations: 1.800.562.7463 or 415.673.6672

http://www.marineclub.com

Hotel and travel costs are NOT included in the conference fee. However, WCBF has negotiated a special room rate for those attending the Conference of $189++ per room per night. Please note, that the group room rate cut-off is January 21, 2009 so please ensure you book early to secure the reduced rate. Quote WCBF or the "Six Sigma in Software and IT Conference" title when making the booking.

A THREE-DIAMOND TREASURE IN THE HEART OF SAN FRANCISCO - Located just one block from Union Square featuring world class dining, shopping and theater. Enjoy a "home away from home" experience at the club, take in a show, stay fit in our fitness center with lap swimming pool, relax and dine in our Leatherneck Steakhouse Restaurant. The Marines' Memorial Club and Hotel offers exceptional lodging, gourmet restaurant, health club and pool, theater and elegant meeting and banquet facilities.

The Conference experience is unique, but we can still provide you with the documentation of the event you missed on CD, for $699 (inc.p&p).

To order call (1) 800-959-6549 0r (1) 312-466-5774 - or email reg@wcbf.com.