1. Experiences with the Team Software Process
CSC 3380
Lecture 09

2. Sources
CrossTalk, vol. 15, n. 9

3. 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

4. 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

5. Tracking Software Costs
Table 3

6. 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

7. Effort Usage

8. Payback Curves – TSP fixed costs are about 8% extra

9. 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

10. Predictive Power
Figure 1

11. Earned Value Graph
Figure 5

12. 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

13. 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