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Abstract # Abstract Title

10550 Leveraging Capability Maturity Model Integration for Acquisition (CMMI-

ACQ) Processes to Improve Organizational Workforce and System

Acquisition Performance

10599 Systems Engineering Processes Improvement using the CMMI in large

Systemof Systems Space Programs

10699 Improving Performance Through Process Improvement

10701 Making Process Deployment and Monitoring Work

10708 Developing Process Performance Models and Baselines for a Quality

Engineering Organization

10714 CMMI and Micro Focus AVP A Dynamic Duo in Optimizing IT Business

Value!

10723 Using CMMI to Integrate and Improve the Enterprise

10778 High Maturity Heresy - Doing Level 5 before Level 4 without "Data"

10779 CMMI-The Way It Should Be

10791 Why CMMI Maturity Level 5?

10793 Horizontal Segmentation of Process Performance Models

10924 CMMI V1.3Whats New?

10930 CMMI Version 1.3 High Maturity Panel We Thought but now We Know

10942 How Can I Establish a Process Architecture and Use it Effectively?

10960 Risk Management and Beyond

10962 Life Cycle Configuration Management

10963 Configuration Management

10968 CMMI for Executives

10969 CMMI for Small Organizations

10970 Panel Using CMMI Effectively in Small Business

10986 Pilot for CMMI-DEV V1.3 High Maturity Process Areas

10987 Applying CMMI-SVC to Process Management

11021 CMMI Process Application to Continuing Airworthiness

11141 Improving Operational Resilence Processes

11147 Multi-Model Organizational Process Quality Assurance Program

11150 A Real-life Example of Appraising and Interpreting CMMI-Services

Maturity Level 2

11151 Making Process Improvement Work Tying Improvement and CMMI

Directly to What You Care About

11152 Comparing Scrum And CMMI - How Can They Work Together?11153 Appraisals and CMMI Gotchas - Lessons in CMMI Use and

Appraisal Preparation

11158 Process Alignment From Acquired to Acquirer

11161 The Tailoring Dilemma

11163 Some Assembly Required: Using Agile Methodologies to Develop an

Interactive Software Users Guide

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11166 Practical Report: CMMI Requirements Development and Management

in Agile environment

11177 Connecting the Dots: QPM, OPP, and OID

11192 Disruptive Appraisals Prohibited

11202 1. Ive got a SCAMPI A planned for a year from now, Im preparing for a

SCAMPI B, and here comes V1.3. What should my evidence mapping(PIID) look like? PIID Strategies in a changing environment

11203 CMMI V1.3 and Architecture

11204 Managing CMMI Practice Implementation across Diverse Distributed

Environments in Small Organizations

11209 CMMI Bottoms-Up Assessment: a Grounded Analysis from the

Perspective of Practicing Engineers in Defense Engineering

11211 The Perils of "Agile, but"

11213 Using the Agile Methodology to Mitigate the Risks of Highly

Adaptive Projects

11221 Improvement by the Numbers

11262 SPI Manifesto Values and Principles

11268 Chutes and Ladders - CMMI ISO Considerations

11270 Vertically Slicing the CMMI

11272 Get It Sold, Keep it Sold: Making the Business Case for High Maturity

11273 Divide and Conquer Marshaling the Masses to Tackle CMMI

11274 Applying Lean Principles to CMMI Implementations to Achieve More ROI

11276 How to Define Lean CMMI Metrics

11279 Successfully Using Lean Principles to Improve CMMI Metrics

11280 Achieving Measurable ROI Using Lean and Mean Requirements

11284 Measurement Planning and Data Collection

11285 Deployment of Measurement and Analysis at a large multisite company

11288 Strategic Technology and Operational Risk Management (STORM)

11290 Benefits and Performance Improvements with CMMI How to Increase

your Project Data Usability?

11292 The Issue of Performance Why do you need a Maturity Level 5

11293 Using the SEI Models and Practices to Assure the System Lifecycle

Deliverables Quality and Compatibility

11296 CMMI V1.3: The Rest of the Story: Changes at CL/ML 1-3

11297 Applying Theory of Constraints tools to focus Lean Development

11299 Leaner SCAMPI Preparation

11303 How do you keep the same focus after the appraisal?11304 Distributions Matter! Using Mean Failure Rates and Mean Repair Rates to

determine Availability Rates is potentially very wrong.

11305 Turning a Super Tanker: Process Improvement Change at NSA

11307 Process Performance Models for Hardware Engineers

11308 Effectively Managing Process Compliance

11309 Value Based Product Development

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11310 Performance Effects of Measurement and Analysis

11312 Implementing High Maturity A Behavior Based Approach

11314 CMMI in the Social Media (For the Social Media-Challenged!)

11315 What Doesnt Kill You Makes You Stronger: My Process Improvement

Lessons Learned

11316 Experience Report: Lean Implementation of Organizational ProcessFocus (OPF) and Risk Management (RSKM) CMMI Process Areas

in Agile Environment

11317 Experience Report On A Method To Predict Software Quality Early in the

Software Development Lifecycle and Produce Secure Software

11318 NASA's use of the CMMI for Software Engineering Improvement

11319 Proactive Process Deployment is Key to Institutionalization

11321 Use of a Standard Approach Lessons Learned in Identifying Objective

Evidence for the PIID

11323 Lean Development Influencing the Organization

11324 Lean Development Selecting the Right Tools for Maximum Success

11327 Questions and Answers with the SCAMPI Upgrade Team

11328 Systems Assurance, The Global Supply Chain, And Efforts To Increase

Communication Between Acquisition And Development

11329 Tips and Hints for CMMI V1.3

11331 A CMMI-Compliant Project Plan (in Less Than 10 Pages)

11334 Scoping Appraisals using SCAMPI v1.3

11335 Using SCAMPI with more than one CMMI Constellation in the

same Appraisal

11338 From Denial to Commitment Quantitative Chronicles of an

Organizations Cultural Change During its Journey Towards Higher Maturity

11339Architecture for Enterprise Process Improvement

11364 CMMI-DEV v1.3 Pilot - Good, Bad & Ugly

11372 Maritime Surveillance Systems: An Acquisition Program Offices

Approach to Continuous Process Improvement

11271 Enterprise Systems Integration Across Cost Center Boundaries

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