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Mary Sakry

Mary Sakry

Member for

15 years 6 months

Mary Sakry also is a co-founder of The Process Group. She has 23 years of experience in software development, project management and software process improvement. For 15 years, she was a project manager, and software engineer at Texas Instruments (TI) in Austin, Texas. In 1989, she worked on the Corporate Software Engineering Process Group within TI to lead software process assessments across TI worldwide. Her last two years at TI were spent consulting and educating software developers and managers on software project planning, risk management, estimation, SEI CMM, inspection, and subcontract management. Mary was the first SEI-authorized lead assessor for CBA-IPI process assessments. She has an M.B.A. from St. Edwards University, and a B.S. in computer science from the University of Minnesota.

Mary Sakry

Mary Sakry also is a co-founder of The Process Group. She has 23 years of experience in software development, project management and software process improvement. For 15 years, she was a project manager, and software engineer at Texas Instruments (TI) in Austin, Texas. In 1989, she worked on the Corporate Software Engineering Process Group within TI to lead software process assessments across TI worldwide. Her last two years at TI were spent consulting and educating software developers and managers on software project planning, risk management, estimation, SEI CMM, inspection, and subcontract management. Mary was the first SEI-authorized lead assessor for CBA-IPI process assessments. She has an M.B.A. from St. Edwards University, and a B.S. in computer science from the University of Minnesota.

All Articles by Mary Sakry

All Stories by Mary Sakry

bell curve Steamrolling the organization with process, or is there a better way?

Many organizations try to implement change. This includes everything from the introduction of a new tool or method, to a company-wide process improvement program. Often these attempts fail because too much is attempted too quickly with little thought to the most effective sequence of events. When new ideas are introduced they are either abandoned after a short time or adopted by only a few people.

Whenever an SEPG (Software Engineering Process Group) or process improvement team wants to deploy a change, there are some key principles that it should consider to be successful. This paper covers the use of an adoption curve that categorizes an SEPG¹s target audience into five groups:

  • Fanatics and early champions
  • People that are almost ready for the change
  • People that need evidence
  • Heavy skeptics
  • Laggards

Understanding these groups helps the SEPG to:

  • Increase the speed of deployme
10 Piece Toolbox to Influence Organizational Change

Many organizations try to implement change. This includes everything from the introduction of a new planning tool or estimation method, to a company-wide process improvement program. Often these attempts fail due to a lack of skills to effect change. When new ideas are introduced they are either abandoned after a short time or adopted by only a few people.

Whenever an organization wants to change there are some key principles that it must consider in order to be successful. This paper covers the principles that lead to change.