Experiences with the Team Software Process CSC 3380 Lecture 09

Sources CrossTalk, vol. 15, n. 9 www.sei.cmu.edu/tsp www.software.org

Ways to Use TSP As a vehicle to implement CMM key tasks and activities As a way to increase quality and profitability As a way to improve project control and visibility As a model for organizational management

Implementing CMM key tasks TSP gives mechanisms for project: planning and scheduling assessment control quality TSP provides the bulk of key activities, with a thin layer of management for CMM process analysis and improvement configuration management quality assurance

Tracking Software Costs Table 3

Tracking Software Costs observations Breakdown of specific tracked activities Consider post-delivery defect costs as well Front-loading of effort Marked improvement in development costs Almost total elimination of post-delivery defect costs Dramatic improvement in overall costs Smoother use of time across project lifetime

Effort Usage

Payback Curves – TSP fixed costs are about 8% extra

Project Control and Visibility TSP, using PSP, provides good tracking data Tasks can be broken into much smaller units This gives a better idea of true earned effort, since some progress is visible in each report Tracking tools give visibility to project status Estimates have far better predictive power

Predictive Power Figure 1

Earned Value Graph Figure 5

More Responsive Control by Frequent Review Strict process model Good breakdown Good projections Opportunity to replan Right work at right time in right order Figure 7

Better Management Avoid problem driven management (putting out fires) in order to work on real goals TSP related effort is about 17.5% launches and relaunches and postmortems data gathering status meetings defect logging and role manager tasks Valuable, not just overhead 70% increase in productivity, 200% in value 37.5% reduction in schedule 900% increase in quality Burden and privilege of management is on the team, not the organization