If you long for greater agility in your process-oriented or CMMI world, this session is for you. Paul McMahon shares how organizations can integrate agile approaches with CMMI and its key process area requirements. He discusses the advantages and disadvantages of different approaches taken by two organizations-one a CMMI Level 3 and the other a Level 5-to embrace agile principles and practices. To ensure your organization doesn't jeopardize its CMMI compliance with agile methods, Paul shares an approach that uses techniques such as asking key questions to focus objectives, pruning your processes, using the CMMI less formally, and keeping your "must dos" packaged separately from guidelines. He describes and discusses examples of each technique. Learn why the two organizations took different approaches, why one achieved its goals, and why the other fell short.

Too often we focus only on the latest headline-grabbing processes and products. While recognizing that we must respond to ever-changing business needs, deep down we know we must live by a few absolutes as we approach our daily work. At the core is a standard of ethical conduct that we always uphold. With an ethical underpinning, we will earn the trust and respect of our peers and those we serve. Jackie Pulley presents a framework for professional ethics within the IT development profession, including key practices from her experiences gained during more than twenty years in IT software development. Drawing on the PMI ethics standards, her personal lessons learned, and conversations with other leaders, Jackie offers a thought-provoking session for C-Level executives, freshly degreed software developers, and everyone in between.

Warning! Warning! Managing software projects may be accompanied by continued bouts of nausea-brought on by unmet expectations, process churn, late deliveries, and worse. In their attempt to conquer these problems, many managers stiffen their resolve, create stricter schedules, and install rigid processes to guide development from inception to production. Howard Deiner demonstrates that better results come from fundamental changes in the way managers and the organization approach problems. Drawing on W. Edward Deming’s "14 Obligations of Management," Howard reprises (with volunteers from the audience) Deming's famous Red Bead Experiment on its 30th anniversary and draws conclusions about how our approach to problem-solving affects our day-to-day work. Expect to get up on your feet and have a lot of fun "working" in a simulation of a modern workday environment, leading and managing the development efforts.

As if releasing a quality software project on time were not difficult enough, poor management dealing with planning, people, and process issues can be deadly to a project. Presenting a series of anti-pattern case studies, Ken Whitaker describes the most common deadly habits-and ways to avoid them. These seven killer habits are mishandling employee incentives; making key decisions by consensus; ignoring proven processes; delegating absolute control to a project manager; taking too long to negotiate a project's scope; releasing an "almost tested" product to market; and hiring someone who is not quite qualified-but liked by everyone. Whether you are an experienced manager struggling with some of these issues or a new software manager, you'll take away invaluable tips and techniques correcting these habits-or better yet, avoiding them altogether.