Articles & Presentations

What are the components of a successful change? What do I have to think of? Our “Map of Change” provides you with an overview of the most important elements of a successful organizational change. We have noted down the terms and set them in relation to each other. Even if the map has been designed with a wink of the eye, it is nevertheless a serious topology of the central terminology of successful process improvement. It prepares the experience of many successful process improvement projects wibas has successfully implemented with its clients in a graphic fashion.

The map is included in our book "Der Weg zur professionellen IT – eine praktische Anleitung zum Management von Veränderungen mit CMMI, ITIL oder SPICE" (The way to professional IT – a practical instruction for managing change with CMMI, ITIL or SPICE).
The book is published in October 2007 by Springer.

847KB

While process improvement experts have much advice for engineers, there are many things process experts can in turn learn from the engineers. This presentation lists some of the engineering best practices, which have proven to be most valuable for process improvement projects, too. We show how these engineering best practices can be successfully applied to improvement projects.
Präsentiert auf der EuroSP3, Köln, 02.12.2004

1.6 MB

Most of today’s software engineering projects fail: 70% fail to meet their time, budget or functionality targets. Over 60% of large projects are stopped before they are completed and none comes in on time and on budget. Most of the reasons for these failures are known; put, simply - we don’t do what we know we should do. Best practices help to implement the known key success factors for a project. Using industry-wide best practices can greatly help to to quickly set up and run a well planned project with good project communication. This presentation gives an introduction into the structure of a best practice framework and how this can be used to achieve a fast and well-structured project set up.

Präsentiert in der TU Darmstadt, 22.04.2002

834KB

The most important factor in project work is the people involved and their personalities. This presentation gives an overview of two different systems to typify people in order to better understand others and to behave accordingly. One type system is the Myers-Briggs-Type-Indicator. This helps you to understand people and their behaviour. (How does he get his ideas and energy? Is he sensitive or intuitive? How does he make his decisions? How does he position himself within his environment?). In addition, this presentation looks at a simpler red-blue-green type indicator. This helps us understand the way people express themselves.

"Typisierungen" von Menschen helfen uns, zu verstehen, warum andere in einer bestimmten Art und Weise reagieren, und sie damit besser einzuschätzen. In diesem Vortrag stellen wir zwei unterschiedliche Verfahren vor, Menschen bzw. Projektteam-Mitglieder besser einschätzen und verstehen zu können. Dies ist der Myers Briggs Type Indicator (MBTI) und die "Rot-Grün-Blau" Einstufung.
Präsentiert im Rahmen der wibas Vortragsreihe, 01.02.2002

225KB

CMM, CMMI and ISO 15504 (SPICE) define clear criteria for successful and effective software organizations, and can be used to evaluate the maturity of a software organization. Is this the key for successful software development? This presentation gives an introduction into SW-CMM, CMMI and ISO 15504. It also compares the models and explains their usage for assessments and for software process improvement.
Presented at Den Norske Dataforening, 08.10.03 (only the title page is in Norwegian)

3.9 MB

Many people perceive the creation of the Practice Implementation Indicators (PII) as painful work with little value. But Practice Implementation Indicators can be the best friend of your process improvement initiative. They can guide your process improvement efforts and help you in tailoring CMMI to your organization's needs. PII database entries can come out of your PPQA work with little or no extra effort, and they tie in nicely with a continuous identification of strengths, weaknesses and non-compliances. This has the additional advantage that if this is done right it leads to efficient, fast and no-surprise SCAMPI A appraisals.

In this article we tell step-by-step how this can be done - and we demonstrate it with examples from our practice.

547KB

Presentation of CITIL on the European SEPG 2008 in Amsterdam.
Presented on the ESEPG 2008 in Amsterdam, 14.05.2007

2.3 MB

CMMI and Six Sigma can be used together - they support each other perfectly. This presentation shows how Six Sigma and CMMI fit together.
06.07.2004

937KB

Use cases are a powerful and widely recognised tool for the elicitation and specification of functional software requirements. However, ; practitioners frequently encounter major problems and gaps . One such problem is the true semantics of extension points and points of rejoin, which are used as branching and return locations for a use case´s alternative interaction courses and also for the application of UML´s Extend-relationship. Based on a previous work that identified and defined three types of alternative courses of use case interaction, this paper proposes clear and simple semantics for extension points and points of rejoin; real-world examples are included to illustrate same. These semantics allow the uniform treatment of any type of alternative course, so that a practitioner can concentrate on the coherence of the use case´s goal, business precondition and business results for getting the functional requirement right. Our proposal is independent of the way the use case interaction is documented, i.e. textually or graphically. Finally, our suggested semantics will contribute to an understanding of use case interaction specification and the application of UML´s repeatedly-discussed Extend-relationship.

67KB

Use cases are a powerful and widely recognised tool for the elicitation and specification of functional software requirements. However, practitioners frequently encounter major problems and gaps . One challenge is the specification of alternative courses of use case interaction. Experience shows that it is not sufficient for practitioners to specify alternative interaction courses that are inserted subject to a business condition; they should also express partially or fully parallel interaction courses, exceptional use case behaviour, and cyclic interaction paths. Based on an extensive literature review and practical observations, this paper provides definitions for types of alternative interaction courses, as well as clarifying conceptual differences between, and providing illustrative real-world examples of, each. Moreover, these definitions are related to Cockburn´s relevant practical approach of use case goals and use case business results in the context of goal-driven requirements engineering. Finally, the provided definitions will contribute to an understanding of use case interaction specification and goal-driven requirements engineering in practice; they also present clear advice on how to perform use case model refactoring through the application of UML´s repeatedly discussed extend-relationship.
Erschienen im Journal of Object Technology, Vol. 2, No. 2, March-April 2003

68KB