Developing an Approach for Effective Transition of a TSP Team to Meet Project Goals Yoshihiro Akiyama, NPI William Nichols, SEI 23 September 2010 TSP Symposium Pittsburgh, Pennsylvania, USA Sept. 23 rd , 2010 Next Process Institute Ltd. SEI Strategic Partner
Trademarks and Service Marks The following are service marks of Carnegie Mellon University. • Team Software Process SM • TSP SM • Personal Software Process SM • PSP SM • CMMI SM Sept. 23 rd , 2010 Next Process Institute Ltd. SEI Strategic Partner 2
Overview Problem: Poor knowledge management • contributes to the failure of most large development projects How TSP teams use knowledge management to • produce superior results The Tacit Knowledge Management Method The Tacit Knowledge Management Method • PSP/TSP Tacit Knowledge Management • Conclusion • Sept. 23 rd , 2010 3 Next Process Institute Ltd. SEI Strategic Partner 3
Traditional Large Software Projects Are Rarely On Time and On Budget ct Size (M$) 12 2% 6% 8 5 12% Project 1.25 19% 61% 0.5 0% 20% 40% 60% 80% Success% Adapted from the Standish Chaos Report – 2009 (presented by W. Humphrey, TSP Symposium 2009) Sept. 23 rd , 2010 Next Process Institute Ltd. SEI Strategic Partner 4
Why Traditional Large Software Projects Fail Large, non-TSP projects often fail to meet delivery • schedule, cost, and product quality objectives. Such projects require larger teams and teams of teams • where communication is challenging. Schedule, cost, and quality failures often occur when • customers, management, and team members do not communicate effectively. communicate effectively. Other development team failures usually include: • Poor project planning (poorly defined project goals • and inaccurate, imprecise, biased estimates) Ineffective management of progress and quality • Sept. 23 rd , 2010 Next Process Institute Ltd. SEI Strategic Partner 5
First Key: Managing Knowledge Work Managing project knowledge work can make the difference between success or failure of large projects. Sept. 23 rd , 2010 Next Process Institute Ltd. SEI Strategic Partner 6
Two Types of Knowledge by Nonaka I., Takeuchi H Tacit Knowledge Explicit Knowledge (Subjective) (Objective) •Knowledge of experience (no •Knowledge of rationality (with appropriate reasoning) justified reasoning) •Simultaneous knowledge (here •Sequential knowledge (there and now) and now) and then) and then) •Practice (analog knowledge) •Theory (digital knowledge) Ref. Nonaka I., Takeuchi H., The Knowledge Creating Company, (1995), Oxford University Press. Sept. 23 rd , 2010 Next Process Institute Ltd. SEI Strategic Partner 7
Knowledge Is Created and Evolves … Tacit knowledge to Explicit knowledge Tacit Socialization Externalization knowledge from Explicit Explicit Combination Combination Internalization knowledge SECI Model Nonaka I., Takeuchi H., The knowledge creating company, (1995), Oxford university Press. Sept. 23 rd , 2010 Next Process Institute Ltd. SEI Strategic Partner 8
Second Key: Effectively Managing Knowledge Work with PSP/TSP PSP and TSP provide tools to realize the SECI knowledge transition model This managing of knowledge work enables the success of your large projects. Sept. 23 rd , 2010 Next Process Institute Ltd. SEI Strategic Partner 9
The PSP Training Requirements PSP Process Planning Development guide Design Process Time scripts scripts Design review Design review and defect Code logs Code review Project Compile plan Test summary Postmortem Project and process data summary report Finished product Sept. 23 rd , 2010 Next Process Institute Ltd. SEI Strategic Partner 10
PSP – The Planning Framework Conceptual design shows how Define User Needs requirements building blocks ( parts ) bridge the requirements and products Produce to be developed. conceptual design Size Estimate database size size Estimate Productivity Estimate database resources Resources Produce available schedule Monitoring Size, resource, Tracking Process Product Develop schedule reports analysis delivery product data Sept. 23 rd , 2010 Next Process Institute Ltd. SEI Strategic Partner 11
SECI Model for PSP Training -1 Engineer 1’s original Engineer 1’s new tacit knowledge tacit knowledge Tacit Formulated K1” K1 Ext xternalization Formulated Formulated K1’ Tacit Socialization Combination K3 Formulated K2’ Tacit Formulated K2 K2” Internalization Initial Requirements Exercising of Completed Requirements Requirements Sept. 23 rd , 2010 Next Process Institute Ltd. SEI Strategic Partner 12
SECI model for PSP Training -2 Formulated K1” Formulated K1 Taci Formulated K2” t K3 Formulated K1’ Formulated K2 Formulated K3 Tacit Extern Formulated K2’ K6 rnalization Formulated K3’ Socialization Combination Tacit Formulated K4’ K7 Taci t K5 Formulated K5’ Formulated K4” Tacit Formulated K4 K6 Formulated K5 Internalization Taci t K6 Completed Initial Conceptual Design Exercising Conceptual Design Conceptual Design Sept. 23 rd , 2010 Next Process Institute Ltd. SEI Strategic Partner 13
SECI model for PSP Training -3 Formulated Formulated K1” Tac K1’ Tac Formulat it Formulated it ed K1” K2” K3 Formulated K1 Formulated K1’ K2’ Formulated Formulated K1’ Externalization Taci K3” Formulated Externalization t K6 K2’ Ta Socializati Formulated Combination cit on Socialization Combination K3’ K3 Taci Formulated t K7 K4’ Tac Formulated K2’ Tac Formulated Formulat it Formulated it K5 Taci Formulated K4” K5’ ed K2” ed K2” K2 K2 K4’ t K6 Formulated Internalization Tac Internalization K5” it K6 • Estimate • PIP • Task Plan/Schedule Plan • Etc. • Design/Design Review • Code/Code Review • Test • Report Sept. 23 rd , 2010 Next Process Institute Ltd. SEI Strategic Partner 14
Improving Quality Compile and Test Defects - from PSP Training PSP0 PSP1 PSP2 250 8100 Programs 200 ects/KLOC 1st Quartile 150 2nd Quartile 3rd Quartile 3rd Quartile 100 100 Defec 4th Quartile 50 0 Defect reduction 1 2 3 4 5 6 7 8 9 0 1 g g g g g g g g g 1Q: 80.4% o o o o o o o o o g r r r r r r r r r o P P P P P P P P P r 2Q: 79.0% P 3Q: 78.5% PSP Assignment Number 4Q: 77.6% Watts Humphrey: Preparing Students for Industry’s Software Engineering Needs, CSEET2008. Sept. 23 rd , 2010 Next Process Institute Ltd. SEI Strategic Partner 15
Purpose of PSP and TSP: Building High-Performance Teams Team support Senior Capitalizing on Team discipline Management Program visibility team potential ���������� Team communication is management’s Team Team coordination responsibility. Management Project tracking ��� Risk analysis Risk analysis ���������� �� The strategy Goal setting Team Role assignment starts with Building Tailored team process PSP training. Detailed balanced plans Process discipline Team ��� Performance measures Member Estimating & planning skills Skills Quality management skills Sept. 23 rd , 2010 Next Process Institute Ltd. SEI Strategic Partner 16
Managing Knowledge Work with PSP/TSP -1 The four principles of knowledge management are: • Only the workers understand the work. • Knowledge workers must know how to manage themselves. • The workers must be trusted to manage their own work. work. • Knowledge workers need motivation, leadership, and coaching. Ref. TSP Executive Strategy Seminar – Module 2 Sept. 23 rd , 2010 Next Process Institute Ltd. SEI Strategic Partner 17
Managing Knowledge Work with PSP/TSP -2 To manage themselves, knowledge workers must behave like responsible managers. They must: • Make accurate plans. • Negotiate commitments. • Consistently meet their commitments. • Do quality work. PSP and TSP enable responsible management. Ref. TSP Executive Strategy Seminar – Module 2 Sept. 23 rd , 2010 Next Process Institute Ltd. SEI Strategic Partner 18
TSP Team Launch Process 1. Establish 4. Build top- 7. Conduct 9. Hold product and down and risk management business next-phase assessment. Review. Goals. Plans. 8. Prepare 8. Prepare 5. Develop 5. Develop 2. Assign roles 2. Assign roles management 10. Launch the quality and define briefing and Postmortem. Plan. team goals. launch report. 6. Build 3. Produce bottom-up and development consolidated Strategy. Plans. NOTE: Tacit knowledge is transformed to explicit knowledge. Sept. 23 rd , 2010 Next Process Institute Ltd. SEI Strategic Partner 19
TSP Team Management Process TSP team collects tacit knowledge, such as requirement changes, progress variation, and strange data. The team then uses that knowledge and the following tools to successfully manage the project: Team members - Weekly meeting • Management - Status reporting to management and Management - Status reporting to management and • • customer Plan - Re-launching • Team data - Checkpoint meeting • Final team performance - Postmortem • Sept. 23 rd , 2010 Next Process Institute Ltd. SEI Strategic Partner 20
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