team building f lussier v1.3 eng

All rights reserved© 2009 Frédérick Lussier

Development Team Building(Team Software Process™/Personal Software Process™)

Presented by : Frédérick Lussier

November 2009, version 1.2

tm Personal Software Process, PSP and Team Software Process, TSP are service marks of Carnegie Mellon University® Capability Maturity Model, Capability Maturity Modeling, Carnegie Mellon, CMM, and CMMI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University.

All rights reserved © 2009 Frédérick Lussier

Agenda

o Teamo TSP/PSP Presentationo Building a Teamo Working with the Teamo TSP/PSP State

sm Personal Software Process, PSP and Team Software Process, TSP are service marks of Carnegie Mellon University® Capability Maturity Model, Capability Maturity Modeling, Carnegie Mellon, CMM, and CMMI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University.

Team Software Process – TSP™Personal Software Process – PSP™

Capability Maturity Model Integration – CMMI® Software Engineering Institute – SEI

2


Building a development team(Team Software Process™/Personal Software Process™)

Team

3


Team

Because of the product complexity, several knowledge and practices are necessary to develop a product.

Often the number of knowledge and practices exceeds one individual.

We need several qualified people who together have the knowledge and the practices necessary to develop a product.

For these reason, we need a team: People having complementary knowledge and practices, working together for a common goal.

This presentation shows how the Team Software Process (TSP) creates a highly efficient and effective project team.

4


Development teams are like sport teams

Software products are developed by teams.

Individual and team skills, discipline, and commitment govern the result.

To improve organizational performance you must improve the performance of teams but do that you must begin with your players.

Player:o Motivates himselfo Negotiates commitmentso Tracks his planso Is dedicate to excellence and high qualityo Trusts in his capacitieso Is rigorous in his worko Has fun with what he is doing

5


Players of a development team

Developing a product is an intellectual activity which requires knowledge workers.

Knowledge workers create knowledge, new ideas, and new products, and they establish relationships that make processes truly work.

The more specific the knowledge is, the more the worker becomes a supporter in your organization.

Losing a knowledge worker puts the organization’s intellectual and social capital at risk.

“The key rule in managing knowledge work is this: managers can’t manage it, the workers must manage themselves.”

Watts Humphrey

6


A self-directed team does the best work

Because it:o is more creative and innovating.o resolves problems efficiently.o develops better quality products.o is more satisfactory for its members.o helps, motivates, and betters each other.o optimizes managers’ implication in projects.o has a high degree of autonomy.o shares leadership and team responsibilities.o develops the best strategy to achieve its goals.o has the sense of membership.o owns its processes and plans.o manages its projects.

7


What team members need?

o Be challenged by goals.o Know they are trusted by management.o Be supported by management.o Have competent teammates.o Have feedback on their performance.o Be in an environment that permits unbound progression. o Have fun.

8

“Coming together is a beginning; keeping together is progress; working together is success.”

Henry Ford


Development team building (Team Software Process™/Personal Software Process™)

TSP™/PSP™

9


History of TSP/PSP

CMM v1.1 was introduced by Watts S. Humphrey – Standard Engineering Institute (SEI) in 1991.

But questions were raised in the community:o How to deploy CMM in my small organization

(I fear CMM is too "big" for us)?o How to keep my flexibility and reactivity

( I fear that writing series of processes will turn my organization into a bureaucracy)?

o How can I deploy the principles of CMM on a smaller scale, project by project (I fear budgeting for CMM organization-wide will be killing the idea)?

To answer these questions, Watts S. Humphrey developed processes and methods so that an individual conforms to CMM level 5 while preserving his agility and flexibility. PSP was introduced in 1994 then TSP in 2000.

Since then, restructuring has been done to adapt to business constraints.

• CMMI, security, etc.

10


TSP/PSP definition

TSP guides a self-directed team of developers disciplined by the PSP, in the realization of a product using coaching and leadership.

PSP is used to guide a person to self-organize, self control, and self-improve to become a useful and efficient teammate.

How many developers do you need to build a defective product?The answer is one.

11

• I do not make tests, there is already a tester on the team.

• I do not have time for designing.• Bah! this code is too simple; no need for inspection.• Yes I fixed this problem; it seemed to have no impact

so I released it to the customer.


An efficient team

TSP builds efficient teams based on individuals.

PSP is aboutindividual

Skills

TSP is about team

Building

TSP is about team

Management

• Project goals• Role assignment• Process tailoring• Project plans

• Communication• Resource coordination• Project tracking• Risk analysis

• Process management• Performance measurements• Estimation, planning, and

tracking• Quality management

1 to10 teams of2 to 20 members

PSP provides the knowledge and skills that individual need to work in a team.

TSP establishes the environment that organizes and supports self-directed team.

12



Team Building

13


Team Building

TSP uses strategic plan workshops to build a self-directed team.

A set of workshops is called a “launch”.

All team members participate in the launch: developers, non-developers, managers, and customers.

The launch objective is to establish the best strategy and processes to achieve the project goals required by the customer and the manager.

14


Launch activity The launch accelerates team building:

• A common understanding of the job .

• Agreement on how to do the work.

• Commitment to a team plan.

• Management support for the plan.

• Products needed to get management support.

The coach guides the team during the launch.

15

Launch post

mortem

It is easier to obtain commitment and motivation when the team defines the way to make the product.


Workshop 1 – Goals and requirements

The first step is for the team to understand what it has to do.

16

Team• Listens and understands• Asks questions• Does not commit on anything• Does not have negative attitude

Team• Listens and understands• Asks questions• Does not commit on anything• Does not have negative attitude

Dat

es

Costs

Requirements

Quality

Manager and customer (representative) • Communicate the critical requirements

• Nice-to-have• Highly important requirements

• Communicate the goals of the organization

Manager and customer (representative) • Communicate the critical requirements

• Nice-to-have• Highly important requirements

• Communicate the goals of the organization

• What to develop?• When is it necessary? • Which resources are available?• What flexibility the team has?• Why is this important?• How will management measure success?


Workshop 2 – 8

o Define team goals and assign team roles.o Define the best strategy and the team rules.o Define and tailors processes for each deliverable.o Produce a work schedule for each member.o Produce a realistic project plan.o Produce a quality plan.o Identify risks, opportunities, and assumptions of the plan.o Prepare the presentation for manager review.

Ends with a plan ready to be carried out the following day.17


Workshop 9 – Management review

The team presents to the manager and the customer (representative) the best strategy to use to achieve the requested goals.

18

Team• Presents its strategy• Answers the questions• Shows the facts• Demonstrates its commitment

Team• Presents its strategy• Answers the questions• Shows the facts• Demonstrates its commitment

Manager and the customer (representative) • Challenge the plan• Take note of the risks• Take note of the team needs

Manager and the customer (representative) • Challenge the plan• Take note of the risks• Take note of the team needs



Launch – Workshop 2

19


Workshop 2 – Assign roles and define team goals

Team goals

The team writes project goals• Have a common comprehension of the goals given by

the customer and the management. • Establish team goals that allow achieving project goals.

Example of project goal, zero defect• Team and individual goal would be 80% yield

• In TSP, “yield” is the number of defects found and fixed during the design and the realization of the product.

20



Roles

Team members accompany and direct their pairs.

A role gives leadership in a domain.

The coach helps the roles to operate.

Reinforce communication and collaboration between memberso Volunteers are assigned to the

roles.• On top of their tasks in the project

o One member can play many roles, but not all of them.

o Roles are reassigned during the project “relaunch”.• Allowing for rotation

Planning Manager

Test Manager

Implementation Manager

Design Manager

Team Leader

Process Manager

Quality Manager

Support Manager

Team Member

Coach Client

21

The customer is invited to play his

representative part, if desired.

Customer Interface Manager



Establish roles

Train leadership

o Communicate and track goalso Support the teamo Give feedback

22



Roles summary (1/5)

23



Roles summary (2/5)

24

The test manager is not necessarily an official tester in your organization.

If you want to introduce a new unit test methodology, it would be preferable to assign the

tester manager role to a unit test “expert”; so it could be a developer.



Roles summary (3/5)

25



Roles summary (4/5)

26

Your team leader is too busy to be responsible for

quality. If nobody is in charge of quality, then nobody will take time to

make things right.



Roles summary (5/5)

27

Use title names that have meanings for you.




28


Workshop 3 – Establish development process and strategy

Establishing the strategy

o Draw a draft of the architectureo Determine deliverableso For each deliverable, determine the

building process• PSP provides this ability

o Evaluate the size and the complexity of deliverables• PSP provides this ability

o Determine your needs• Tools• Training• Resources• Etc.

o Determine the number of cycle and the duration• Determine cycle contents according to

requirement priorities

29

Developing is not necessarily the fastest and least expensive way to accomplish the goals. You can buy, acquire and/or re-use, etc.

How will you provide me my product?


Workshop 3 – Produce development process and strategy

Define/tailor processes

For various kinds of products or deliverables, use various processes

• PSP provides this ability

Guide for planning and follow-up tasks

Steps to correctly and entirely develop a product;

Helps to control the project goals

Tools to manage product quality

Tools to coach

Tools for improvement

The cyclic development is encouraged, specially at the individual level.

Test and design

Code

Post mortem

Individual development process example

Unit test execution

Plan

How will you ensure the quality of your product?

You are missing review stages.

30



Development cycle TSP cycles can be implemented in phase and/or iteration.

• It is more effective to make several short cycles.

Each cycle starts with a launch or re-launch and ends with a post-mortem.

• It is more effective to analyze the performance once the phase is accomplished than to do it at the end of the project.

TSP cycles are a few weeks to a few months in duration.

Cycle de développement

Cycle de développementCycle de

développementCycle de

développement

Cycle de développement

Cycle de développementDevelopmentDevelopment

Lessons learnedRequirements changesTeam changesGoals changesRisk changesEtc.

Lessons learnedRequirements changesTeam changesGoals changesRisk changesEtc.

Intermediate productIntermediate product

Cycle backlog, team strategyevaluation, project plan refined, process, team commitment, detailed plan of current cycle

Cycle backlog, team strategyevaluation, project plan refined, process, team commitment, detailed plan of current cycle

Final productFinal product

Launch preparationLaunch preparation

Business and technical goalsRequirements summaryBusiness and technical goalsRequirements summary

Recognize that the project conditions can

change over time.

31



Agile adaptation

TestIntegration, non regression

and functional test execution

Plan

Tests and design

Design review and inspection

Code

Code review and inspection

Code analysis

Tests execution

Post mortem

Requirements and spec.Customer requirements, Technical requirements, Story, Acceptance

test, Prioritized “backlog”

High level architecture and design

Conceptual design , Interfaces, Scenario, Use case, ...

Release 1 Rel. 2 Rel. n

Iteration1 Iteration 2

...

...

Regular project status meeting

ValidationAcceptance test

Continuous integration

ImplementationPreparation,

demonstration and installation

Daily standup meeting

EnvironmentWar room, Servers, Continuous integration, Development tools, Tests environment, Processes,

Standards, Training, ...

Iteration 3

ArchitectureTeam vision

Iteration 0

Coach

32

Cycle




33


Workshop 4 – Evaluate tasks and resources availability

o Assign deliverables and tasks to team members.

o Determine the availability of each team member and resource:• Think of the holidays and vacation• Think of meetings• Think that you must pick up your kid

at 4 o’clock

o Determine the necessary time for each task.• PSP provides this ability

34

Do you know much time you spend developing?

a) 40 hours/week

b) 32 hours/week

c) Average 12 hours/week

According to studies the answer is C.

How much time do you need?




35


Atelier 5 – Develop the quality plan

Human activities are prone to defects.

The most economic and most effective time to fix defects is when they are injected.

It is more effective to prevent defects than to seek and fix them.

To develop high quality products, quality must be considered at the beginning of the project.

36


Atelier 5 – Develop the quality plan

• PSP provides this ability

o Determine if you have sufficient steps to ensure a quality product.

o Evaluate the number of defects you will inject and the number of defects you will fixe per step.

o Consider time spent for quality (Review, inspection, code analysis and execution of tests).• Do you spend enough time?

37

Test and design

Design review

Code

Code analysis

Code review

Unitary test

You want to review 50 pages of code in 1 hour, in hope to

find 50% of the defects. Well! That’s not enough

time.

How will you ensure us of a quality product?




38


Atelier 6 – Build bottom-up procedure and balanced plans

o Assign the tasks of the next phase/cycle/iteration to the team members.

o Negotiate dependant tasks and tasks using multiple resources.

o Consolidate individual plans in the project plan.

o Review plans and workloads.

39

John, how can we help you?

Workload week 23

Pierre 163%Jean 20%Jacques 60%Johanne 80%

When will you show me something?




40


Atelier 7 – Conduct risk assessment

o Identify the risks.– There is a risk that… caused by…

impacting …

o Evaluate probabilities.o Determine triggering elements.o Mitigate critical risks.o Assign a person in charge (to follow

the risk).

41

(3) * (4)

High T. impact (5)

High impact (4)

Moderate impact (3)

(1) * (5)

(1) * (3)

(1) * (4)

(4) * (5)

(4) * (4)

(4) * (3)

Low T. impact (1) (1) * (1) (2) * (1) (3) * (1)

Low impact (2) (2) * (2)

(5) * (5)

(5) * (4)

(5) * (3)

(5) * (2)

(2) * (3) (3) * (3)

(2) * (5) (3) * (5)

(2) * (4)

Low T. probabilities (1)

(4) * (2)

(4) * (1)

High T. probabilitieas (5)

(5) * (1)

High probabilitieas (4)

(3) * (2)

Low probabilities (2)Moderate

probabilities (3)

(1) * (2)

Impacts

Probabilities

What are the obstacles you are expecting over the course of development?



Multiple Teams Building

42


Multiple teams

A team which has too many members becomes ineffective; the solution is to create several teams.

TSP has scripts and the structure.

Coaches put it in operation.

ManagerClient

ManagerClient

EPGEPGQAQATestTest

MarketingMarketing

OrganisationOrganisation

Proje

ct 1

Proje

ct 2

Proje

ct 3

Proje

ct 4

Communication and collaboration

Objectives and

requirements

PMOPMO

43

Customer representative

Test managerQuality manager

Process manager

Team leader

Etc.Planning manager



Strategy Execution

44


Strategy execution

Once you have the support of the customer and the manager to apply the strategy, you must sustain this support.

o This requires that teammates:• Follow the definite process

• Maintain the individual plans of the team

• Control the quality of the product

• Regularly track and reports their progress

• Continuously demonstrate high performance

The coach and the team leader are there to help you; they are trained for that.

45

When the plan does not guide you anymore, relaunch the project.



TSP™/PSP™ State

46


TSP/PSP state

For all

Asset in the job description:• Certified PSP developer• Microsoft IT, Intuit, etc.

Open source toolhttp://processdash.sourceforge.net/

47

ABBAdobeAISBechtelBoeingBlackBerryCensus BureauDavis SystemsDFAS

EDS-SDRCEricksonFujifilmHelsanaHitashi Soft EngineeringHoneywellIBMIntuitKPMG

LockheedMicrosoft ITMotivaNASA LangleyNorthrop GummanOracleQuarkSoftRaytheonSamsung

SofttekSunTeradyneToshibaUSAF: Hill AFBUSN: NAVAIRVicarious Visions...

Graduate with PSPGraduate with PSP

47


For all...

TSP/PSP is used in various domains, here are some examples:• Teams of managers to establish the organisation strategic plan

• Software development teams

• Hardware development teams

• Electronic games development teams

• Teams of testers

• Teams of systems

• Service teams: maintenance, support, installation

• Etc.

48

Everybody uses TSP, software developers, testers as well as artists and sound technicians. Do you know how to count defects made by an artist?

Dan Wall, VP Production Methods and TSP Coach at Vicarious Visions


Performance data

Measures With TSPaveragemin. – max.

Typicalproject

System test defects (defects/KLOC)

0.40 to 0.9

15

Released defects (defects/KLOC)

0.060 to 0.2

7.5

System test effort(% of total effort)

4%2% to 7%

40%

System test schedule (% of total duration)

18%8% to25%

40%

Duration of system test (days/KLOC)

0.50.2 to 0.8

51 to 7.7

Unit Test - cost of quality 17%4% to 38%

50%

Project schedule error 6%-20% to 27%

180%

The Team Software Process (TSP) in Practice: A Summary of Recent Results CMU/SEI-2003-TR-014 and CMU/SEI-2000-TR-015

7.5

6.24

4.73

2.28

1.050.06

0

1

2

3

4

5

6

7

8

Def

ects

/KL

OC

CMMLevel 1

CMMLevel 2

CMMLevel 3

CMMLevel 4

CMMLevel 5

TSP

Defect Density of Delivered Software

We developed a 450 KLOC business operating system in 55 000 hours. We delivered it on time. The customer reported 17 bugs for a total defect density of 0.038 bugs/KLOC.

Gerardo López, Towa, CEO & President

TSP Symposium 2008

Measures Average

Productivity improvement 78%

49

1/3 of projects have no defects


My goal is to show you how this approach helps build highly efficient and performing teams in your organization. A proven

methodology and accessible…

…because you don’t have to tackle its implementation on your own since I am here to assist you.

50

Frédérick Lussier ([email protected]) Coach---> SEI-Certified PSP Developer---> SEI-Authorized Instructor for PSP---> Certified SCRUM Master


Thank you for your attention

51


References

http://www.sei.cmu.edu/tsp/

Mapping TSP to CMMIo CMU/SEI-2004-TR-014 James McHale & Daniel S. Wall

The Team Software Process (TSP) in Practice: A Summary of Recent Results

o CMU/SEI-2003-TR-014 (see also CMU/SEI-2000-TR-015) Noopur Davis, Julia Mullaney

Relating the Team Software Process (TSP) to the Capability Maturity Model for Software (SW-CMM)

o CMU/SEI-2002-TR-008 Noopur Davis, Jim McHale, with Strategy & Overview by Watts Humphrey

The Personal Software Process (PSP)o CMU/SEI-2000-TR-022

The Team Software Process (TSP)o CMU/SEI-2000-TR-023 Watts Humphrey

52

team building f lussier v1.3 eng

Technology

team members

team skills

selfdirected team

team responsibilities

efficient team tsp

effective project team

tmpersonal software

knowledge workers