Agile Software Development Samuel Prasad, Ph.D., PMP, PMI-ACP ...

Agile Software Development
Samuel Prasad, Ph.D., PMP, PMI-ACP, CSQE
ABSTRACT
The majority of software projects are behind schedule and over budget, or do not meet specifications according to the
results of a study published earlier this year by "The Standish Group". The primary reason for this high rate of failure is
the continuing use of outdated project management methods that rely on a command-and-control approach where
most decisions related to design, cost and time are made at the top based on incorrect information. It is however
possible to increase the success rate by using an agile development methodology like Scrum which uses cross-functional
teams empowered and fully engaged in continuous improvement, driving higher speed, faster time to market, and
reduced cost. The manifesto for an agile project management process like Scrum, is as follows:
"Individuals and interactions over processes and tools.
Working software over comprehensive documentation.
Customer collaboration over contract negotiation.
Responding to change over following a plan."
Learn the difference between bad and good Scrum to avoid pitfalls and realize the full potential of this agile process as it
is being adopted by an increasing number of companies who realize that traditional project management is just not
working.
Dr. Samuel Prasad is a management consultant, who has successfully led the strategic planning of technology solutions by fostering
innovation, to improve productivity across the organization for many companies in China, India, Europe and the U.S. He has worked
extensively in the design of web-based software in areas of digital media, electronic payment processing, location-based mobile
commerce, business intelligence and financial applications. Sam has more than 15 years experience in designing large-scale
computing systems and multi-dimensional data warehouses. He has a Ph.D. in Robotics & Computer Science from the Stevens
Institute of Technology, and a master's degree in Computer Science from the Indian Institute of Technology. Sam is an Agile Certified
Practitioner (PMI-ACP) and a certified project management professional (PMP) of the Project Management Institute. He is also a
certified software quality engineer (CSQE) and a member of the American Society of Quality where he serves on the board of their
New York-Long Island chapter.
Successfully Applying the Balanced Scorecard & Lean Six Sigma to a Govt. Agency
Owen Ramsay, BSChE, MSEE, RABQSA-LA, CQA, CQE, CMQ-OE, CSSBB
ABSTRACT
The challenges in dealing with government agencies in developing countries are many. The encounters often cover the
spectrum of emotions that begs the need for accurate and timely dispositions along with some kind of an effective
management system, such as the ISO 9001:2008 Quality Management System, to reduce venalities and other concerns,
provide greater accountability and achieve consistency in performance.
This article describes how one government agency’s top management achieved significantly higher levels of efficiency
and effectiveness in their processes by committing to the Lean Six Sigma Rapid Improvement Methodology and the use
of the balanced score card principles as key drivers in helping the organization realize its strategic objectives. The Lean
Six Sigma Rapid Improvement Methods (LSSRIM) helped facilitate communication and clarification of the Vision,
Mission, Core Values and Strategic Objectives at all levels of the organization.

Last December the agency received the country’s Public Service Award of Excellence. The award recognized the
agency’s accomplishments for:
significantly reducing the lead times for six of its processes,
achieving the coveted ISO 9001:2008 Certification in March 2011 and,
exceeding customer satisfaction and performance goals.
Owen Ramsay, President of Statistical Process Control Management Inc. (SPCM Inc.) is a Process Control and Process Management
Consultant and is the 2008-2009 Gold Medal Award Chairman of the Long Island Section of the American Society for Quality (ASQ).
He was recently appointed to the position of Global Outreach Chair for the Quality Management Division of ASQ with responsibility
for raising awareness of the global scope of ASQ as a quality community.
Mr. Ramsay has a BS in Chemical Engineering from the University of California Los Angeles, an MS in Electrical Engineering from
Arizona State University, and holds ASQ certifications as a Six Sigma Black Belt in Advanced Quality Principles, Quality Engineer,
Quality Auditor, and Quality Manager of Operational Excellence. He is also an ISO 9001:2008 Quality Management Systems RABQSA
Lead Auditor.
Mr. Ramsay successfully applies the Lean Six Sigma Rapid Improvement Methodologies (LSSRIM) to enhance process efficiencies,
effectiveness, and customer satisfaction in the healthcare, manufacturing, process and service industries. He has also successfully
used LSSRIM to guide government agencies to ISO 9001:2008 quality management system certification. LSSRIM draws from Lean
Principles, the Six Sigma Methodology and the Environment, Relations & Core principles of the Baldrige Performance Excellence
Award program.
Using Lean tools for FOD Critical Compliance
Brian Ascetta, BS, MBA, PE, CSSBB, NIST Certified Trainer in Lean Manufacturing
ABSTRACT
Does your operation have strict criteria for cleanliness, contamination control
Challenge: Helicopter flight critical assembly operation is required to be compliant to NAS 412 “Foreign Object Damage”
(FOD) Control.
Apply the 5 Criteria:
Tool accountability and control
Hardware accountability and control
Consumable accountability and control
Clean as you go philosophy
Control of personal effects
Constraints:
Learn:
do not increase work force nor create dedicate work tasks
cannot consume production floor space
How the use of Lean Tools simplified the tasks for implementing and sustaining FOD compliance.
How to implement cultural change to achieve the goal.

Brian Ascetta currently runs Continuous Process Improvement Corporation and is working with Sikorsky Corporation
Education:
BS, Industrial Engineering from Lehigh University
MBA in Total Quality Management from Dowling College
Licenses & Certification:
ASQ certified Six Sigma Black Belt
NIST certified trainer in Lean Manufacturing
SME, AME, and Shingo Prize Certified Lean Bronze Sensei
APICS Certified Supply Chain Professional
NYS Licensed Professional Engineer, specializing in Mechanical Engineering
Mr. Ascetta has over 25 years cross-functional experience in engineering, facilities, and production management. He has worked
with Fortune 500 and smaller privately held companies.
Experience
Implemented Lean Manufacturing techniques for production operations resulting in increased through put and reduced lead
times
Conducted training seminars on Lean Manufacturing and Six Sigma
Facilitated Kaizen events for production, maintenance and office operations, resulting in increased productivity and improved
cash flow.
Conducted Six Sigma projects to identify root causes and implement process improvements resulting in reduced lead times and
improved in quality.
Management as a Force Multiplier of Lean Six Sigma in Healthcare
Bahadir Inozu, Ph.D.
ABSTRACT
This presentation focuses on why and how to effectively integrate Constraints Management with Lean and Six Sigma in
today's healthcare environment of incessant change. Rather than a "one-size-fits-all" solution, this "best of the breed"
approach advocates using the right tool, at the right time on the right problem. How to achieve maximum gains by
directing improvement efforts at strategic leverage points will be described. Tactics to introduce basic and advanced
Constraints Management concepts to Lean and Six Sigma cultures will be presented. Examples from healthcare
applications will be discussed.
"Baha" is chief executive officer and a co-founder of NOVACES. He is a Lean Six Sigma Master Black Belt and a Theory of Constraints
Jonah. Prior to NOVACES, he served as Chairman and Professor of the School of Naval Architecture and Marine Engineering and
Professor of Engineering Management at the University of New Orleans. He also served as the Director of the Reliability, Operations
and Maintenance Division of the Gulf Coast Region Maritime Technology Center. He is credited with pioneering the integration of
Lean Six Sigma in the U.S. shipbuilding industry through research sponsored by the Office of Naval Research. Currently, he is
formulating the integration of Critical Chain Project Management, a groundbreaking approach to project improvement with
Continuous Process Improvement. For over twenty years he has been a thought leader, conducting more than twenty major applied
research projects and writing over seventy journal articles. His work includes the development of a computerized maintenance
management system (CMMS) incorporating capabilities for reliability and availability analysis. Additionally, he created the world
standard hierarchy of equipment boundaries for reliability performance data. He is the co-author of the book entitled "Performance
Improvement for Healthcare: Leading Change with Lean, Six Sigma and Constraints Management". Dr. Inozu earned his M.S. and
Ph.D. in Naval Architecture and Marine Engineering from the University of Michigan in 1986 and 1990 respectively. He received a
B.Sc. in Mechanical Engineering from Istanbul Technical University.