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Don O'Neill Consulting

Don O'Neill Consulting


Background

Mission

Biography

Program Overview


Contemporary Initiatives

Team Innovation Management: Research Into Practice

Perspectives on U.S. Software Competitiveness



Patents Pending

Trusted Pipe™

Smart Pipe

®Trusted Pipe is registered with the U.S. Patent and Trademark Office by Don O'Neill.


Primary Focus

Software Inspections

National Software Quality Experiment

Project Suite KPA Defined Program

Global Software Competitiveness
Team Innovation Management


Continuing Programs

Blueprint for Strategic Software Management

Software Risk Management

Software Engineering for Program Managers


Special Offerings

SEI Capability Maturity Model: Executive Presentation

SEI Capability Maturity Model: Tutorial and Workshop

Best Industry Practices for Software Seminar

Project Suite Defined Program: Executive Presentation


Expert Witness Engagements

Expert Biography


Keynotes and Presentations

Conference Keynotes and Presentations


Contact Information

Don O'Neill
Independent Consultant
9305 Kobe Way
Montgomery Village
Maryland 20886

(301) 990-0377
ONeillDon@aol.com


Send mail by clicking here.

@Copyright
Don O'Neill, 2008


Team Innovation Management Course and Lab


While achieving innovation is sporadic, management insists on something more systematic. Team Innovation Management bridges the gap between the realities of uncertainty and experimentation associated with creativity and invention and the more focused goals and objectives environment of the enterprise and its managers.

The Team Innovation Management (TIM) Course and Lab provides participants with the knowledge, skills, and behaviors needed to substantially increase innovation in both production and use of systems and software. It provides systems and software engineers with the capability to systematically collaborate in the cross discipline intersection between producer and consumer.

The goals of the Team Innovation Management (TIM) Course and Lab are to:
1. Encourage innovation within the U.S. software industry in accordance with "Software 2015: A National Software Strategy to Ensure U.S. Security and Competitiveness", report of the Second National Software Summit. http://www.CNsoftware.org
2. Advance the competitive development of the enterprise by renovating functional tasks and activities and accelerating the innovation management capability and capacity needed to substantially increase innovation in both the production and use of systems and software.
3. Provide systems and software engineering participants with the essential knowledge, skills, behaviors, and motivation needed to substantially improve team innovation management in the enterprise and on the project.

The TIM target audience includes systems engineers and software engineers intent on harnessing and focusing the team innovation management capability and capacity of the enterprise. The course and lab is structured to accept teams of five systems engineers and five software engineers. Up to three teams can be accommodated in one session.

The centerpiece of TIM is the Team Innovation Management Lab where systems engineers and software engineers are paired-up for their appearance in the intersection of innovation where the application domain and information technology clash and where each pair generates as many good ideas as possible presenting the results to the group which rank orders the most promising ideas. Participants engage each other in seeking out the deep needs in the application domain, identifying process transforming innovations, and pinpointing rules-based innovations. Participant pairs with the most promising ideas are invited to record their innovations in the form of innovation value statements and to present these to the Enterprise Innovation Committee.


Software Inspections Training


The successful software operation demands superior performance on the factory floor. Many organizations have made commitments to initiatives in SEI CMM, ISO 9000, or Six Sigma in order to deliver superior capability. Each of these initiatives has one thing in common, the practice of Software Inspections.

Experienced software practitioners and managers understand that software development is a process of experimentation involving the continuous discovery of technical information associated with the function, form, and fit of the software product. Peer reviews are an integral practice in the process of experimentation.

Software inspections are the most rigorous form of peer reviews and an important element in the process of software product verification and certification. Software inspections provide for an exit criteria for each activity of the life cycle where each artifact is inspected for compliance with its standard of excellence. They are a powerful mechanism for improving software product quality by detecting and correcting defects early and preventing their reoccurrence. Many organizations are employing Software inspections as an integral process in the development of world class quality software.
  • As an organization acquires skill and refines its process, defect detection rates over 90% can be achieved.
  • Software Inspections deliver a return on investment of $4.00-$8.00 of savings for every $1.00 spent in their preparation and conduct.
Software inspections have been determined to be the most beneficial of all software process improvements in reducing development costs, shortening delivery schedules, and increasing the trustworthiness of operational software products in the field. All these are essential ingredients of customer satisfaction.

The Software Engineering Institute (SEI) has produced a Software Technology Reference Guide to industry best practices. The SEI has selected Don O'Neill Consulting to produce and maintain the section on Software Inspections.

To compare your software inspection results to the National Software Quality Experiment (NSQE) discussed below, conduct an NSQE Assessment.

National Software Quality Experiment Seminar


The National Software Quality Experiment collects core samples of software product quality in the Software Inspection lab. These core samples are assigned to analysis bins including year, software process maturity level, product type, organization type, programming language, global region, and industry type. Dozens of organizations have supplied thousands of core samples to this national database.

The National Software Quality Experiment supplies the initial measurements and metrics needed by an organization to set its expectations. This Software Inspections Control Panel contains gauges for minutes of preparation effort per defect, defects per thousand lines of code, lines inspected per conduct hour, defects per session, preparation/conduct effort, and return on investment.



Project Suite Process Area Defined Program


With employee empowerment and management downsizing, the weak link in change management is often the change agents themselves. In rolling out the Software Engineering Institute's Capability Maturity Model Integration, CMMI™ for Development V1.2, the members of the Software Engineering Process Group (SEPG) are the change agents.

Often SEPG members lack the knowledge, skills, and behaviors needed to roll out the project management, engineering, and process management, and support process areas (PA). The Project Suite Process Area Defined Program utilizes seminars, workshops, mentoring sessions, assessments and program reviews to organize and guide the infrastructure activities of PA specialists and their interactions with projects.

The Project Suite Process Area Defined Program is the SEPG leadership program. It helps propel software process improvement to the top of the organization agenda without jeopardizing mission commitments. It promotes participation in the SEPG as a prestigious activity as it raises the enterprise ability to improve software operations to a core competence.

The Project Suite utilizes various models and views to assist reasoning about the elements of software process improvement and packaging the infrastructure it seeks to institutionalize. Models and templates are provided for practice evolution, Project Suite Process Area diagram, engine for software process improvement, Project Suite operation, infrastructure, process area readiness, and project process area assessment.

Participants in the Project Suite Process Area Defined Program achieve familiarity with the SEI Capability Maturity Model Integration for Development V1.2 and its mechanisms for rolling out its Process Areas (PA) through SEPG leadership training composed of a seminar and workshops that transfer the knowledge, skills, and behaviors needed to operate the Project Suite. The PA specialists are the change agents responsible for raising the software process maturity of the organization to the industrial level needed to serve their customer and user base in the best possible way.

® CMMI is a service mark of Carnegie Mellon University.


Global Software Competitiveness Program


With the globalization of business and the increasing dependency on software in every industry sector, the successful enterprise must be able to assess and improve its global software competitiveness and that of its suppliers. The elements of Global Software Competitiveness levels, capabilities, and leading indicators are organized for ease of use, understandability, and assessment.

The Global Software Competitiveness Program features enterprise assessments based on the eighty-three leading indicators of software competitiveness associated with controlling personnel resources and suppliers, customers and markets, competitors and technology, and event threats and change.

For example, among the many leading indicators of personal resources, the findings on immigration policy, staff churn, outsourcing both domestic and off shore, key employee status, push back, civility, and span of responsibility can be especially revealing.

The Global Software Competitiveness Program assists corporations in pinpointing the strengths and weaknesses in the software competitiveness of their product lines. It accomplishes this through the application of well designed instruments based on the leading indicators of global software competitiveness, a global software competitiveness database, and site visits.

The Competitor is a bimonthly newsletter whose purpose is to focus the global software competitiveness issues that impact national policy.

The Report on Global Software Competitiveness Studies organizes studies that focus on the long term strategic software issues facing the nation and identifies important research yet to be done.