SSTC May 2011

Transcription

1 1 PSP, TSP, XP, CMMI eating the alphabet soup! Daniel lm. Roy SSTC May 2011 PSP, TSP, Personal Software Process and Team Software Process are service marks of CMU CMM and Capability Maturity Model are registered in the U.S. patent and trademark office

2 Report Documentation Page Form Approved OMB No Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number. 1. REPORT DATE 19 MAY REPORT TYPE 3. DATES COVERED to TITLE AND SUBTITLE PSP, TSP, XP, CMMI...eating the alphabet soup! 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d. PROJECT NUMBER 5e. TASK NUMBER 5f. WORK UNIT NUMBER 7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) Software Technology, Process & People Inc,20 Forest Rd,Bradford Woods,PA, PERFORMING ORGANIZATION REPORT NUMBER 9. SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES) 10. SPONSOR/MONITOR S ACRONYM(S) 12. DISTRIBUTION/AVAILABILITY STATEMENT Approved for public release; distribution unlimited 11. SPONSOR/MONITOR S REPORT NUMBER(S) 13. SUPPLEMENTARY NOTES Presented at the 23rd Systems and Software Technology Conference (SSTC), May 2011, Salt Lake City, UT. Sponsored in part by the USAF. U.S. Government or Federal Rights License 14. ABSTRACT 15. SUBJECT TERMS 16. SECURITY CLASSIFICATION OF: 17. LIMITATION OF ABSTRACT a. REPORT unclassified b. ABSTRACT unclassified c. THIS PAGE unclassified Same as Report (SAR) 18. NUMBER OF PAGES 31 19a. NAME OF RESPONSIBLE PERSON Standard Form 298 (Rev. 8-98) Prescribed by ANSI Std Z39-18

3 Agenda 2 Robust, fragile, agile From CMMI to TSP The manifesto XP and SCRUM vs. CMMI PSP and TSP at work Earned value for the rest of us Synergy Surf the next wave!

4 Different tacks 3

5 Manifesto 4

6 XP 12 KPs 5 The Planning Game Small Releases Metaphor Simple Design Incremental testing Refactoring Pair Programming Collective Ownership Coding Standards d 40-hour Week On-site Customer Continuous integration

7 Scrum and CMMI V1.3 6 Level Focus Process Areas 5 Optimizing 4 Quantitat. t Managed 3 Defined Continuous process improvement Quantitative management Organization engineering process standardization Organizational Performance Management Causal Analysis and Resolution Organizational Process Performance Quantitative Project Management Requirements Development Technical Solution Verification Validation Organization Process Focus Organization Process Definition Organizational Training Integrated Project Management Risk management Decision Analysis and Resolution Product Integration 2 Managed Requirements management Basic Project management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management

8 From CMMI to TSP 7 The CMMI derives from Schewart, Deming, Juran, Crosby and others work describes universally accepted system development management practices at tthe organization level l provides a roadmap for improvement based on PDSA Watts latest body of work (PSP/TSP) builds on these principles and results in the field demonstrates development practices and improvement techniques at the individual and small team level provides a framework for data-driven improvement

9 The experience factory 8 Project organization Set goals Choose process Plan Execute plan Collect data Environment, project characteristics Processes, models tools, components Data, lessons learned Project/risk analysis Experience factory Tailoring Experience base Packaging From The experimental paradigm in software eng., Rombach, Basili, Selby, Springer-Verlag, 1994

10 What s a PSP? 9 The PSP is a self improvement paradigm based on individual procedures and data A small set of scripts, standards and forms A simple but thighly hl effective measurement tframework Self management based on individual metrics Fostering commitment to quality principles i It is an agile level 5 process for individuals It is a also a one person implementation of Basili s Quality Improvement Paradigm (experience factory)

11 From a great founding father 10 At the Software Engineering Lab (NASA GSFC) we have applied evolutionary improvement concepts (PDSA) to the development domain With this [PSP] book, Watts Humphrey has developed an evolutionary improvement paradigm at the personal level by providing a mechanism for learning through experience, measurement and dfeedback. k Vic Basili foreword to Watts book A discipline for software engineering ing

12 The PSP Process Flow 11 Requirements PSP0 Process Planning Development Process Design Scripts Guide Block diagr Time and Code Schematics Defect Compile Logs Simulation Test /Prototype Postmortem Plan Summary Finished Product Project and Process data

13 Time Estimating Accuracy - % Error 12 % Estim mate Error Max Class Min Program Number STPP, Inc. data, 2005

14 PSP in Lagos, Nigeria 13

15 Data driven improvement 14 Defect Fix Time By Type

16 Yield - All Students, All Programs Defects found BEFORE compile Yield = Defects injected before compile 100 Yield % Crossreviews reviews Personal Introduced at day 7 Max Avg Min Program Number STPP, Inc. data, 2005

17 PSP Return On Investment 16 Example from Microsoft The following It table took 250 shows engineers projected an entire integration year to remove and system test (I&S) rework 30,000 costs defects per from KLOC Windows for NT engineers 4.0 before and after PSP training. At 2,000 h per staff year that s 500kh Or 500/30=16.7 ~17h per defect Usual rule of thumb is 10-40h/defect Before in I/S PSP test After PSP Defects/KLOC into Unit Test Yield for Unit Test 50% 50% Defects/KLOC into I&S Test 20 5 I&S Defect fix time/kloc Integration and system test rework savings are 150 hours per KLOC (training costs recovered in less than 6 weeks of work!)

18 PSP: An experience workshop? 17 PSP exercise Set goals Study process Plan Execute plan Collect data Exercise characteristics Process, model tools, components Data, lessons learned Immediate feedback PSP experience Improvement PSP elements, data & reports Post Mortem

19 What s a TSP? 18 The Team Software Process uses the PSP principles to Apply the PSP sound engineering discipline to project work Form and help perform outstanding self directed teams CMMI SCAMPI A results since 2002: Produce an aggressive but realistic plan own by the team maturity level 1 to 2 takes 14 months Proactively maturity track level project 2 to 3 progress takes 17 months against the plan Continuously maturity measure level 3 to and 4 takes improve 15.5 months the processes To produce maturity world level class 4 to 5 products takes 12.5 months PSP/TSP accelerate CMMI maturation by a factor 2..3 (level 1 to 4 in 24 months) 1 The TSP is an agile level 5 process for small teams The TSP starts with a project launch 1- Julie Switzer, NAVAIR TSP symposium 2008

20 What s a launch? 19 Day 1 Day 2 Day 3 Day 4 1. Establish product and business goals 4. Build topdown and next-phase plans 7. Conduct risk assessment 9. Hold management review 2. Assign roles and define team goals 5. Develop the quality plan 8. Prepare management briefing and launch report Launch postmortem 3. Produce development strategy and process 6. Build bottomup and consolidated plans

21 Building High-Performance Teams 20 The TSP strategy is to improve performance from the bottom up. Team Management Team Building Team communication Team coordination Project tracking Risk analysis Goal setting Role assignment Tailored team process Detailed and balanced plans TSP This strategy t starts t Team with PSP training. Member Skills Process discipline Performance measures Estimating and planning skills Quality management skills PSP P

22 PSP/TSP impact 21 Average Effort Deviation - Range Average Schedule Deviation - Range 120% 160% 100% 80% 60% 140% 120% 100% 80% 40% 60% 20% 0% 40% 20% 0% -20% -20% Pre TSP/PSP With TSP/PSP Pre TSP/PSP With TSP/PSP Defects/KLOC in Acceptance Test - Range Post-Release Defects/KLOC - Range Pre TSP/PSP With TSP/PSP Pre TSP/PSP With TSP/PSP

23 Earned value for the rest of us 22 My week Prepare presentation Design a little l Attend useless meeting Code a little Test a little Write status report EV 25% 15% 7.5% 35% 12.5% 5% Estim. 5h 3h 1.5h 7h 25h 2.5h 1h 20h Sum Done by 5h Tuesday 8h Tuesday 9,5h Wednesday 16.5h Friday 19h Friday 20h Friday

24 First PSP/TSP project in PRC 23 September March 2009 Cumul at i ve Pl an/ Ear ned Val ue W1 Plan: 4% per week We W5 W7 W9 W11 Replan: 3.5% per week =>65/3.5=19 more weeks Actual: 35% in 10 weeks W13 W15 W17 W19 W21 W23 W25 W27 PV EV

25 Predictable Schedules 24 on % Deviati Schedule Deviation Individual Value Control Chart - Commercial Systems 01/88 01/89 01/90 01/91 01/92 CMM introduced 01/93 01/94 Date of Project Start 01/95 01/96 TSP introduced Individual Data Points Mean Upper Natural Process Limit Lower Natural Process Limit One Standard Deviation 01/97 01/98 [Source: AIS]

26 Rigor continuum 25 Ironclad contract CMM-I Sandbox hacking XP Risk driven models SCRUM PSP/TSP

27 26 Agile CMMI vs. pure agile Similarities Self directed teams Well defined roles Working sw and dbiz value Incremental development Manager as coach Quick reaction/incremental Reviews/inspections Meaningful meetings People interaction Cultural evolution Differences True blue agile quite a bit more: collegial code driven project centered test focused time boxed And quite a bit less worried about detailed process documentation early phases planning/tracking product doc. (except code) detailed data (but there is some) CMM stuff!!!

28 It s the People stupid! 27 Levels People CMM Threads Developing Building Motivating Shaping Capability & Workgroups & & Managing the Competency Culture Performance Workforce 5 Optimizing Continuous Capability Improvement Organizational Performance Alignment Continuous Workforce Innovation 4 Predictable Mentoring Competency Based Assets Competency Integration Empowered Workgroups Quantitative Performance Management Organizational Capability Management 3 Defined Competency Development Competency Analysis Workgroup Development Participatory Culture Competency Based Practices Career Development Workforce Planning 2 Training and Communication Managed Development & Coordination Compensation Performance Management Work Environment Staffing

29 Process synergy: AIM 28 CMMI - Builds organizational capability TSP - Builds quality products on cost and schedule PSP - Builds project team skill & discipline capability P-CMM enables process

30 AIM: The next wave 29 India has successfully used the CMM The quality of a In five years, I want Indian companies enjoy a formidable reputation for cost advantagesoftware system the world to be is governed by the quality of the process used to develop and evolve it. asking, How did India software industry Mexico do it? But rising i living i standards d will erode this advantage Competition is ramping up Domestic China sw is growing 40% per year and is cheaper Exports Ex soviet union labor $US is plentiful and price competitive Millions Latin America countries want their share Every competing country 0 must now demonstrate a consistent measurable quality advantage Watts Humphrey, 1986 Fiscalyear

31 Conclusion 30 Identify, mentor, nurture and lavishly praise local leadership Get a (preferably knowledgeable) champion Work the management chain before and after the TSP-like SPI planning session Make the culture data hungry one byte at a time You re not good at planning? Plan often! Surf the next wave: Go PSP/TSP (it is part of AIM) Watch failure cost of quality go down, show ROI and celebrate But keep going!

32 Questions? 31