Developing an Approach for Effective Transition of a TSP Team to - - PowerPoint PPT Presentation

Developing an Approach for Effective Transition of a TSP Team to Meet Project Goals

Next Process Institute Ltd. SEI Strategic Partner

• Sept. 23rd, 2010

Yoshihiro Akiyama, NPI William Nichols, SEI 23 September 2010 TSP Symposium Pittsburgh, Pennsylvania, USA

Trademarks and Service Marks

The following are service marks of Carnegie Mellon University.

• Team Software ProcessSM
• TSPSM
• Personal Software ProcessSM
• PSPSM
• CMMISM

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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

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• The Tacit Knowledge Management Method
• PSP/TSP Tacit Knowledge Management
• Conclusion

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Traditional Large Software Projects Are Rarely On Time and On Budget

ct Size (M$) 2% 6% 12%

12 8 5

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0% 20% 40% 60% 80%

Success% Project

Adapted from the Standish Chaos Report – 2009 (presented by W. Humphrey, TSP Symposium 2009)

19% 61%

1.25 0.5

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.

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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

First Key: Managing Knowledge Work

Managing project knowledge work can make the difference between success or failure of large projects.

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Two Types of Knowledge by Nonaka I., Takeuchi H

Tacit Knowledge (Subjective) Explicit Knowledge (Objective)

• Knowledge of experience (no

appropriate reasoning)

• Simultaneous knowledge (here

and now)

• Knowledge of rationality (with

justified reasoning)

• Sequential knowledge (there

and then)

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and now)

• Practice (analog knowledge)

and then)

• Theory (digital knowledge)
• Ref. Nonaka I., Takeuchi H., The Knowledge Creating Company, (1995), Oxford

University Press.

Socialization Externalization Combination Tacit knowledge

from

Explicit Tacit knowledge to Explicit knowledge

Knowledge Is Created and Evolves …

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Combination Internalization Explicit knowledge

Nonaka I., Takeuchi H., The knowledge creating company, (1995), Oxford university Press.

SECI Model

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.

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The PSP Training

Requirements Process scripts Time PSP Process Development Planning Design Design review

guide

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scripts Project plan summary Finished product Project and process data summary report and defect logs Code Compile Test Design review Code review Postmortem

PSP – The Planning Framework

Define requirements Produce conceptual design Estimate size Size database

User Needs

Conceptual design shows how building blocks (parts) bridge the requirements and products to be developed.

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Product delivery Tracking reports

size Estimate resources Produce schedule Develop product Size, resource, schedule data Process analysis Resources available Productivity database

Monitoring Estimate

SECI Model for PSP Training -1

Ext

Engineer 1’s new tacit knowledge Engineer 1’s original tacit knowledge

Formulated

Tacit K1

Formulated K1”

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xternalization

Formulated K1’ Formulated K2’

Tacit K3 Internalization Tacit K2

Socialization

Formulated K2”

Combination Initial Requirements Exercising of Requirements Completed Requirements

SECI model for PSP Training -2

Tacit K6

Formulated K1’

Extern

Formulated K1 Formulated K2

Taci t K3

Formulated K2’ Formulated K1” Formulated K3 Formulated K2”

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Initial Conceptual Design Exercising Conceptual Design Completed Conceptual Design

Formulated K5’ Formulated K3’

rnalization

Formulated K4

Internalization

Tacit K7

Formulated K4’ Formulated K5 Formulated K4”

Tacit K6

Combination

Taci t K6 Taci t K5

Socialization

SECI model for PSP Training -3

Externalization Formulated K1’ Formulated K2’ Ta cit K3 Tac it K1 Tac it K2 Socializati

• n

Formulat ed K1” Formulat ed K2” Combination

Formulated K5’ Taci t K6 Formulated K1’ Formulated K3’ Externalization Formulated K1’ Formulated K2’

Tac it K3

Formulated Taci t K7 Formulated K2’ Formulated K4’ Formulated K1” Formulated K3” Formulated K2” Formulated K4” Taci Combination

Tac it K5

Socialization

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Internalization K2 ed K2”

• Estimate
• Task Plan/Schedule Plan
• Design/Design Review
• Code/Code Review
• Test
• Report
• PIP
• Etc.

K4’ Internalization Formulated K5” t K6

Tac it K6

Compile and Test Defects - from PSP Training

100 150 200 250 ects/KLOC 1st Quartile 2nd Quartile 3rd Quartile

8100 Programs

PSP0 PSP1 PSP2 Improving Quality

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50 100 P r

• g

1 P r

• g

2 P r

• g

3 P r

• g

4 P r

• g

5 P r

• g

6 P r

• g

7 P r

• g

8 P r

• g

9 P r

• g

1 PSP Assignment Number Defec 3rd Quartile 4th Quartile

Defect reduction 1Q: 80.4% 2Q: 79.0% 3Q: 78.5% 4Q: 77.6%

Watts Humphrey: Preparing Students for Industry’s Software Engineering Needs,

CSEET2008.

Purpose of PSP and TSP: Building High-Performance Teams

Team Management

Team communication Team coordination Project tracking Risk analysis

• Senior

Management

Team support Team discipline Program visibility

Capitalizing on team potential is management’s responsibility.

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Team Member Skills Team Building

Process discipline Performance measures Estimating & planning skills Quality management skills Goal setting Role assignment Tailored team process Detailed balanced plans Risk analysis

• The strategy

starts with PSP training.

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.

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work.

• Knowledge workers need motivation, leadership,

and coaching.

• Ref. TSP Executive Strategy Seminar – Module 2

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.

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• Do quality work.

PSP and TSP enable responsible management.

• Ref. TSP Executive Strategy Seminar – Module 2

TSP Team Launch Process

• 1. Establish

product and business Goals.

• 2. Assign roles
• 4. Build top-

down and next-phase Plans.

• 5. Develop
• 7. Conduct

risk assessment.

• 8. Prepare
• 9. Hold

management Review.

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• 2. Assign roles

and define team goals.

• 5. Develop

the quality Plan.

• 6. Build

bottom-up and consolidated Plans.

• 8. Prepare

management briefing and launch report.

• 10. Launch

Postmortem.

• 3. Produce

development Strategy. NOTE: Tacit knowledge is transformed to explicit knowledge.

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

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• Management - Status reporting to management and

customer

• Plan - Re-launching
• Team data - Checkpoint meeting
• Final team performance - Postmortem

SECI Model for a Team

Form K1”

Engineer 1 Team (Engineer 1, Engineer 2)

Formulated K1 Formulated K2 Taci t K3 Tacit K6 Formulated K1’ Formulated K2’ Formulated K3’

Engineer 1

Socialization Externa Combination

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Tacit knowledge of the goals and role assignment

Form K2”

Engineer 2

Formulated K5 Formulated K4 Tacit K6 Formulated K5’ Formulated K4’ Tacit K7

Explicit knowledge of the goals and role assignment

Engineer 2

Socialization nalization Combination

Internalization

TSPm Process – Brief

Meeting 1A

• Mini teams defined
• Guidance provided
• Overall conceptual design

created Meeting 2/3 Meeting 4/5

• Mini teams work on overall and

quality plans Meeting 5A

• Leadership team reviews
• Summary by PLN team

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• Mini teams work

Meeting 3A

• Leadership team reviews

role manager teams

• Summary by QAL team

Meeting 5B

• PLN team consolidates

The Coach’s Important Responsibilities

From the TSP BOK 2010 C3 Guidelines for Launching a Team:

• C3.2 Prepare management for meeting 1
• C3.3 Prepare the team for launch

TSP coach must foresee the following before the launch when multi team launch expected:

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multi team launch expected:

• 1. Overall conceptual design (products to be created)
• 2. Team / Mini-teams structure

In the following scenarios, it is assumed that all engineers completed the PSP training.

A Conceptual Design / Team Structure – TM0

IC1 IC11 IC12 IC2 IC21 IC22 IC23

System

Team

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IC11 IC12 IC21 IC22 IC23 Mini-team1 Mini-team2

The team can be launched.

• Every component independent with no tacit knowledge.
• A mini-team with needed skills and workload balanced.

A Conceptual Design / Team Structure – TM1 System

Team

Subsystem_1 Subsystem_2 Tacit knowledge

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Mini-team1 Mini-team2

The team can be launched.

• The system design can be identified with explicit knowledge.
• Tacit knowledge localized/manageable within each subsystem.
• Subsystem interfaces are properly defined

IC11 C12 IC21 C22 C23

A Conceptual Design / Team Structure – TM2

Tacit knowledge

System

Team

Subsystem_1 Subsystem_2

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The team should not be launched.

• A conceptual design has not been identified.
• Subsystem interfaces cannot be identified easily.

Mini-team1 Mini-team2 C11 C12 C21 C22 C23

Effectively Manage TSP Project’s Knowledge Work with Tacit Knowledge

• Put base on the stated goals.
• Focus on developing requirements and conceptual

designs.

• Use multi-cycle models.
• Establish role managers

Use concurrent engineering for cross phases or

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• Use concurrent engineering for cross phases or

subsystems.

• Communicate sufficiently with customers, managers,

and team members.

• Follow process disciplines.
• Review every work product, etc.

Conclusion (1)

• Tacit knowledge exists – whether or not you use it.
• You can apply the steps of the SECI model to transform tacit

knowledge into useful explicit knowledge to support your large project’s success.

• PSP and TSP processes enable this transformation.
• TSP team members must effectively pool their tacit

knowledge during preparation for the launch, the weekly

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knowledge during preparation for the launch, the weekly meetings, re-launch, checkpoints, multi-cycles, and concurrent engineering.

• Team leader and role managers guide how the tacit

knowledge should be handled.

Conclusion (2)

• Before launch, the TSP coach must anticipate the complexity
• f the required tacit-to-explicit knowledge transformation.
• Go into the launch only if you can match the complexity of

the task, the preparation, and the capability of the team.

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Contact the Authors

Yoshihiro Akiyama Next Process Institute Ltd. y.akiyama@next-process.com William R. Nichols Software Engineering Institute

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wrn@sei.cmu.edu