SHANE ATKINSON's Profile
Shane Atkinson is the founder and President of ATKOTT, Inc. and a recognized expert in the Capability Maturity Model Integration (CMMI). He has more than 30 years of experience in the software, systems and hardware development industry, in a variety of development, project management, process improvement and quality assurance positions. He is very experienced with the capability maturity models and certified to provide appraisals using the CMMI including application of High Maturity concepts. He is a Certified High Maturity Lead Appraiser in both the CMMI for Development (CMMI-DEV) and CMMI for Services (CMMI-SVC) models. His background includes having led or participated in over 100 formal appraisals (V2.0 Benchmarks, SCAMPI As, and CBA IPIs) and 100 informal appraisals (Evaluations, Gap Analysis, Baseline Assessments, Snapshots, Mini-Assessments, etc.) dating back to 1994. Included in this total were over 35 High Maturity SCAMPI As and Benchmarks. As a Certified Instructor for CMMI course, he has taught the Introduction/Foundations course over 70 times to over 1100 students. In addition, he has extensive experience developing courses, teaching, and consulting in process improvement, organizational change and the capability maturity models.Shane’s background is unique in that he has experience as a CMMI appraiser, CMMI trainer and process developer and implementer. He feels that having both developed and deployed processes and prepared organizations for appraisals makes him a better, more reasonable appraiser and being an experienced CMMI appraiser and instructor makes him a better process developer and coach. His focus is always on the application of CMMI practices that will increase business value and support the goals of the organization. He constantly challenges himself and his clients to find the reasonable value-added approach to process improvement. The goal should never be to simply create more documentation.
Shane has worked with numerous organizations over the last 20 years who were implementing either the CMMI or its predecessor model, the Software Capability Maturity Model (SW-CMM). He is as proficient at leading process improvement in IT departments as he is in real-time embedded computer systems engaging the software, systems and hardware engineering groups. His experience is across all maturity levels from CMMI Maturity Level 2 through Level 5 with broad industry background that includes finance, insurance, retail, education, medical, automotive, government, defense as well as scientific research and development organizations. He has experience in successfully integrating CMMI with other improvement frameworks such as CobiT, ITIL, Sarbanes Oxley, Personal Software Process/Team Software Process, Six Sigma, ISO 9000, AS9100, commercial methods (OpenUP and processMax) and Agile methods (Scrum, XP). Consulting engagements have included:
- Consulting to develop software processes, baselines and models to support CMMI Maturity Level 5 practices that really aligned the businesses needs and requirements of the organization.
- A multi-year consulting engagement with a large defense contractor focused on integrating CMMI within their current ISO 9000/AS9100 based processes used in their software, systems and hardware development organizations which culminated in a successful CMMI Level 3 appraisal and significant long-term improvements to the organization.
- Working with a large health care company to develop and implement standardized IT development and maintenance processes which integrate CMMI with Cobit and ITIL to support Sarbanes Oxley requirements.
- An on-going partnership with a small (<50 person) organization tailoring the CMMI to meet their unique constraints and applying it to their agile development methods.
- An engagement to work with an organization to create and validate enhancements to a commercially available agile methodology (OpenUP and Rational Method Composer) to ensure it addresses CMMI requirements.
- Working with an extremely small (<15 person) software development organization to adapt CMMI to its unique culture and size limitations while integrating Scrum concepts into the development processes.
- Guiding a small government support contractor to define and implement service delivery processes based on the CMMI for Services.
Shane has led and participated on appraisals in numerous types of organizations and incorporated multiple types of tailoring of the SCAMPI method to ensure appraisal results that will adequately represent the organization and deliver value back to the organization. Some examples include:
- Large, complex organizational appraisals of several thousand people which incorporated creative sampling techniques to increase coverage
- CMMI Level 5 appraisals for large clients in multiple sites with multiple Lead Appraisers participating
- Organizations as small as 8 people which required additional flexibility to not overwhelm the organization with an intense appraisal activity
- Appraisals of organizations in multiple locations or virtual teams which required the use of video and teleconferencing to get acceptable coverage from all of the participating sites while minimizing travel costs
- Organizations that have implemented traditional waterfall development, iterative development, maintenance organizations, outsourcing scenarios, and Agile development methods
- Shane has conducted cross-country and cross-culture appraisals that included organizations in the US, Canada, UK, Ireland, the Netherlands, France, Germany, Denmark, Brazil, Mexico, India, China and Taiwan
Academic Background
B.S. Electrical Engineering - University of Utah (1988)
Graduate Courses in Computer Science - Utah State Univ. (1989-1991)
Project Experience
L-3 Communications 2003-2012
Provided consulting in the development and rollout of Software CMM and software, systems and hardware CMMI-related processes while integrating into their pre-existing ISO 9000 framework.Provided transition support as the organization moved from CMM to CMMI. Provided training on model components and various implementation areas. Supported the process group as they develop and deploy process assets and tools across the entire product development lifecycle. Coached project team members as they use the use the new processes.
- Provided the guidance and strategy used by the organization to achieve their CMM and CMMI process improvement goals.
- Provided transition support as the organization moved from CMM to CMMI.
- Provided training on model components and various implementation areas.
- Supported the process group as they developed and deployed process assets and tools across the entire product development lifecycle.
- Developed process assets, training, support materials.
- Coached project team members as they used the use the new processes.
- Developed a method to manage process change and formalized process deployment mechanisms.
- Conducted numerous in-process appraisals to determine progress and identify needed actions.
Health Care Service Corporation 2005-2007
Provided consulting in the development and adoption of CMMI-related IT development and maintenance processes in conjunction with ITIL and CobiT initiatives. All of which were done to support compliance with Sarbanes Oxley (SOX).- Worked with Process Action Teams to identify and address compliance gaps.
- Led the development of CMMI and CobiT compliant Verification and Validation processes.
- Led initiatives around Supplier Management and Estimation.
- Provided on-going CMMI training and mentoring.
- Provided support to organizational change management effort in mentoring process champions and coaches.
Borland Software/TeraQuest Metrics 2003-2007
Provided consulting, training and appraisal services to a variety of clients largely targeting CMMI and SW-CMM. Clients included large insurance companies, large nation-wide retailers, electronics manufactures, defense corporations and large global IT outsourcers.
Q-Labs 2002-2003
Provided consulting, training and appraisal services to a variety of clients who were implementing process improvements supporting CMMI and SW-CMM. Clients included a global automotive parts supplier, a global IT outsourcer, a large telecommunications company as well as large and small defense contractors.
3Com 2000-2002
Member of a global group that developed and deployed a corporate standard product development process. Assimilated a coherent corporate process set from various assets across the company that met the requirements for CMMI Level 3, creating supplemental processes and materials as needed.
- Provided training and assessments to the Software CMM and CMMI for 3Com organizations in the US and Europe.
- Provided guidance on how to improve areas including requirements management, project management, configuration management, software quality assurance and measurement.
EDS 1998-2000
Member of Corporate CMM Appraisal Team. Led and participated in assessments of internal EDS organizations in the US, the UK, Mexico and Brazil. Participated as a member of the SEPG and advised the local EDS organization on their adoption of common corporate processes. ..
- Worked within a network of EDS CMM Lead Assessors and process engineers to support the development and roll out of a common set of processes across 40,000 software developers.
- Provided feedback and consulting on improvements.
- Provided training, mentoring and coaching on project planning, project tracking and oversight, software quality assurance and software configuration management
- Developed corporate position papers on size estimation and tracking and the applicability of the processes within EDS.
US Air Force 1988-1998
Member of the Air Force Software Technology Support Center (STSC). Provided software support services to various Air Force and government agencies.
- Led and participated as a team member on CBA IPIs for government software development groups.
- Developed and implemented a CMM mini-assessment method
- Participated in the evaluation of bidding contractors for Air Force programs.
- Worked with government organizations to adopt a wide range of software technologies, most focused along the SEI’s CMM Level 2 and Level 3 Key Process Areas.
- Developed and taught courses on software and process related topics (CMM, IDEF0, Process Definition, Process Improvement, Change Management, etc.).
- Managed STSC software process improvement activities for a set of government clients.
- Managed a group of 20 engineers and computer scientists in the evaluation of software technologies and software process improvement activities at a number of Air Force sites.
Network Windows Solutions 1993-1995
Vice president and software developer for small business developing medical database software.
- Worked with end users to define the product requirements.
- Defined the system design and implemented it using Visual Basic.
- Provided customer support for the implemented product.
Certifications
|
|
|
|
|
