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Jacobson I.,Ivar Jacobson International | Huang S.,Florida Atlantic University | Kajko-Mattsson M.,KTH Royal Institute of Technology | McMahon P.,PEM Systems | Seymour E.,Apt Methods and Tools
Programming and Computer Software | Year: 2012

The purpose of writing this Three Year Vision paper is threefold. Firstly, it briefly recaps the progress Semat has made thus far; secondly, it lays out the future directions for people working actively within the Semat community; thirdly, it provides the background for seeking funding support from agencies, such as the European Community and the like. Funding support is necessary to sustain the ongoing activities of Semat and its growth into a broader community effort, as most people working within Semat are volunteers. As such, the paper may be both too much and too little for the wider supporter base. However, we intend to make our work fully transparent, hence, we publish it widely. We seek feedback and comments from supporters and signatories in order to improve the vision. In this context, other companion papers are being written to better address the specific needs for the practitioners, the industry and the academia. © Pleiades Publishing, Ltd., 2012.


Kajko-Mattsson M.,KTH Royal Institute of Technology | Striewe M.,University of Duisburg - Essen | Goedicke M.,University of Duisburg - Essen | Jacobson I.,Ivar Jacobson Intl. | And 7 more authors.
Proceedings - International Conference on Software Engineering | Year: 2012

The new software engineering initiative, Semat, is in the process of developing a kernel for software engineering that stands on a solid theoretical basis. So far, it has suggested a set of kernel elements for software engineering and basic language constructs for defining the elements and their usage. This paper describes a session during which Semat results and status will be presented. The presentation will be followed by a discussion panel. © 2012 IEEE.


McMahon P.E.,PEM Systems
CrossTalk | Year: 2012

Many believe the CMMI ® [1] and Agile methods [2] are at odds. This article will provide practical techniques to take an Agile organization to CMMI Level 3 without jeopardizing its Agile approach. The phrase "Agile organization" as used in this paper refers to any organization that uses an Agile approach on the majority of its projects. By "Agile approach" we mean the extension of Agile software concepts such as iterative development, daily standup meetings, frequent delivery, customer collaboration, and continual refinement of plan, to include systems engineering and project management.


Many organizations are driving toward increased agility in their software development practices. However, due to various constraints (e.g. project size, team physical distribution, compliance requirements, technical complexity) a pure Agile approach is not always feasible. This leads to what today is commonly referred to as a "hybrid-agile" [1, 2] approach. Using a hybrid-agile development approach requires that organizations think carefully about process tailoring and metrics decisions to ensure they stay aligned with their performance goals. The purpose of this paper is to provide motivation for hybrid-agile approaches, identify common challenges hybrid-agile projects face today, and to provide recommendations that can help teams using a hybrid-agile approach reason through their challenges leading to more effective process tailoring and metrics decisions. Anti-patterns and related risks commonly observed today on large complex hybrid-agile efforts are identified and employed as an aid in demonstrating the reasoning process.


McMahon P.E.,PEM Systems
CrossTalk | Year: 2016

Today organizations are questioning if the CMMI is still relevant as they move to more popular agile approaches, such as Scrum. But many of these same organizations are also discovering that agile approaches alone are failing to provide the product quality their customers are demanding especially in constrained and regulated environments. This article employs a case study of an organization that recognized they had gone too far in abandoning their CMMI-based heavyweight processes in favor of an agile approach. The article describes how the organization rapidly put critical lite-weight practices in place - complementing their agile approach - that measurably improved performance in just a few months by using a combination of three frameworks; CMMI, Scrum and Essence.


McMahon P.E.,PEM Systems
CrossTalk | Year: 2015

This paper explains common mistakes many organizations have made in the past when implementing defined processes with a goal of improving software practitioner performance. The paper suggests a more effective approach to improvement is to focus on patterns where software practitioners need help in making better decisions. A practical approach to develop patterns is described along with multiple pattern examples, including examples that can help software practitioner supporting roles.


McMahon P.E.,PEM Systems
CrossTalk | Year: 2015

Essence is a new Object Management Group (OMG) software standard [1, 2, 3] developed specifically for software development practitioners and teams. This article explains specific features of Essence that could help software teams improve performance in ways previous frameworks, including the CMMI®, Lean Six Sigma, and Scrum, have fallen short. The article also provides insight into why many performance improvement efforts fail, and how Essence- or a framework with characteristics similar to Essence- could provide the help organizations need to hit performance targets more consistently. © 2015 The Journal of Defense Software Engineering.

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