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.

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.

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.

Using a real-life case study, Jeanette Horan presents how the search for product quality improvement at Lotus led to the realization that the software measurement process needed to be changed to drive organizational priorities. Learn how a cross-functional team provided recommendations for a new process, standardized on core metrics, and implemented a new self-service application. Discover how the use of innovative technology and active participation by the stakeholders resulted in a consistently streamlined process that allows fact-based decision making resulting in improved product quality and customer satisfaction.