<?xml version="1.0" encoding="UTF-8" ?>
<?xml-stylesheet type="text/xsl" href="http://seaspin.org/utility/FeedStylesheets/rss.xsl" media="screen"?><rss version="2.0" xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:slash="http://purl.org/rss/1.0/modules/slash/" xmlns:wfw="http://wellformedweb.org/CommentAPI/"><channel><title>2005 Presntations</title><link>http://seaspin.org/files/folders/2005presents/default.aspx</link><description /><dc:language>en</dc:language><generator>CommunityServer 2007.1 SP2 (Build: 31113.47)</generator><item><title>Case Study: Streamlining the Project Life Cycle</title><link>http://seaspin.org/files/folders/2005presents/entry3.aspx</link><pubDate>Sat, 14 Apr 2007 02:18:21 GMT</pubDate><guid isPermaLink="false">b4c6deec-53b0-4017-a9f0-6948777b892f:3</guid><dc:creator>Earl Beede</dc:creator><slash:comments>0</slash:comments><description>&lt;p&gt;&lt;strong&gt;by Jennifer Shettleroe, VP of Engineering at AttachmateWRQ&lt;/strong&gt;&lt;/p&gt;
&lt;p&gt;In 2002 the software development arm of Attachmate Corporation was struggling to balance a large number of products and projects against the demands of a massive project life cycle standard. This PLC specification was immense and difficult to apply, seeking to address the needs of many stakeholders by describing in minute detail the activities and work products at every stage and scope of a project. Jennifer led a team that analyzed the company&amp;#39;s fundamental business requirements, considered industry best practices, and designed a project life cycle that accounted for the needs of all stakeholders without impeding the development organization&amp;#39;s mission. Having defined a new PLC, Jennifer&amp;#39;s team then had to facilitate its acceptance and adoption, managing the human side of the transition from a problematic but entrenched standard to the new way of doing things.&lt;/p&gt;</description><enclosure url="http://seaspin.org/files/folders/3/download.aspx" length="1429183" type="application/pdf" /></item><item><title>Technology Transfer: The Human Side of  Changing Technology</title><link>http://seaspin.org/files/folders/2005presents/entry2.aspx</link><pubDate>Sat, 14 Apr 2007 02:13:12 GMT</pubDate><guid isPermaLink="false">b4c6deec-53b0-4017-a9f0-6948777b892f:2</guid><dc:creator>Earl Beede</dc:creator><slash:comments>0</slash:comments><description>&lt;p&gt;&lt;strong&gt;by Steve Tockey, Construx Software&lt;/strong&gt;&lt;/p&gt;
&lt;p&gt;A Software Process Improvement Network (SPIN) is driven with a single, clear-cut goal in mind: change an organization in a way that improves that organization&amp;#39;s ability to develop software. The term &amp;quot;technology&amp;quot; as it&amp;#39;s being used in this presentation doesn&amp;#39;t have to mean something like .NET or XML, it also means things like the SEI&amp;#39;s CMMi and Agile Development methods. In our role as software process improvers, we tend to focus on those technologies by themselves and ignore the human perspective of change. Unfortunately, ignoring the human perspective can be the single greatest barrier to successful implementation of that change. This presentation addresses the human perspective of technological change and helps answer the following questions:&lt;/p&gt;
&lt;ul&gt;
&lt;li&gt;How can we help our customers adopt the innovations embodied in our products?&lt;/li&gt;
&lt;li&gt;How can we help our peers adopt the innovations in the tools and processes that we use in building our products?&lt;/li&gt;
&lt;li&gt;How can we improve our own ability to adopt new innovations?&lt;/li&gt;&lt;/ul&gt;</description><enclosure url="http://seaspin.org/files/folders/2/download.aspx" length="114882" type="application/pdf" /></item></channel></rss>
