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

Transcription

1 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

2 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 2

3 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 PSP/TSP Tacit Knowledge Management Conclusion 3 3

4 Traditional Large Software Projects Are Rarely On Time and On Budget t Size (M$) % 6% 12% Project % 61% 0% 20% 40% 60% 80% Success% Adapted from the Standish Chaos Report 2009 (presented by W. Humphrey, TSP Symposium 2009) 4

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. Other development team failures usually include: Poor project planning (poorly defined project goals and inaccurate, imprecise, biased estimates) Ineffective management of progress and quality 5

6 First Key: Managing Knowledge Work Managing project knowledge work can make the difference between success or failure of large projects. 6

7 Two Types of Knowledge by Nonaka I., Takeuchi H Tacit Knowledge (Subjective) Knowledge of experience (no appropriate reasoning) Simultaneous knowledge (here and now) Practice (analog knowledge) Explicit Knowledge (Objective) Knowledge of rationality (with justified reasoning) Sequential knowledge (there and then) Theory (digital knowledge) Ref. Nonaka I., Takeuchi H., The Knowledge Creating Company, (1995), Oxford University Press. 7

8 Knowledge Is Created and Evolves Tacit knowledge to Explicit knowledge Tacit knowledge from Explicit knowledge Socialization Internalization Externalization Combination SECI Model Nonaka I., Takeuchi H., The knowledge creating company, (1995), Oxford university Press. 8

9 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. 9

10 The PSP Training Requirements PSP Process Planning Development Process scripts guide Design Design review Code Code review Compile Test Postmortem Time and defect logs Project plan summary Finished product Project and process data summary report 10

11 PSP The Planning Framework User Needs Define requirements Produce conceptual design Conceptual design shows how building blocks (parts) bridge the requirements and products to be developed. Estimate size Size database Estimate Estimate resources Productivity database Produce schedule Resources available Monitoring Product delivery Develop product Size, resource, schedule data Process analysis Tracking reports 11

12 SECI Model for PSP Training -1 Engineer 1 s original tacit knowledge Engineer 1 s new tacit knowledge Tacit K1 Socialization Tacit K2 Ext ternalization Initial Requirements K1 Combination K2 Exercising of Requirements K1 K2 Internalization Tacit K3 Completed Requirements 12

13 SECI model for PSP Training -2 K1 K2 Taci t K3 Socialization K4 Taci t K5 Taci t K6 Initial Conceptual Design Extern nalization K1 K2 K3 Combination K4 K5 Tacit K6 Exercising Conceptual Design K1 K2 K3 K4 K5 Internalization Tacit K6 Tacit K7 Completed Conceptual Design 13

14 SECI model for PSP Training -3 Tac it K1 Socializati on Tac it K2 Externalization Formulat ed K1 Combination Formulat ed K2 K1 K2 Ta cit K3 Internalization K1 K2 K4 Tac it K3 Socialization Tac it K5 Tac it K6 Externalization K1 K2 K3 Combination K4 Taci t K6 K5 K1 K2 K3 K4 K5 Internalization Taci t K6 Taci t K7 Estimate Task Plan/Schedule Plan Design/Design Review Code/Code Review Test Report PIP Etc. 14

15 Improving Quality Compile and Test Defects - from PSP Training Defec cts/kloc PSP0 PSP1 PSP Programs 1st Quartile 2nd Quartile 3rd Quartile 4th Quartile 0 Prog1 Prog2 Prog3 Prog4 Prog5 Prog6 Prog7 Prog8 PSP Assignment Number Prog9 Prog10 Defect reduction 1Q: 80.4% 2Q: 79.0% 3Q: 78.5% 4Q: 77.6% Watts Humphrey: Preparing Students for Industry s Software Engineering Needs, CSEET

16 Purpose of PSP and TSP: Building High-Performance Teams Capitalizing on team potential is management s responsibility. The strategy starts with PSP training. PSP TS SP Team Member Skills Senior Management Team Management Team Building Team support Team discipline Program visibility Team communication Team coordination Project tracking Risk analysis Goal setting Role assignment Tailored team process Detailed balanced plans Process discipline Performance measures Estimating & planning skills Quality management skills Team Perf formance 16

17 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. Knowledge workers need motivation, leadership, and coaching. Ref. TSP Executive Strategy Seminar Module 2 17

18 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 18

19 TSP Team Launch Process 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. 10. Launch Postmortem. 3. Produce development Strategy. 6. Build bottom-up and consolidated Plans. NOTE: Tacit knowledge is transformed to explicit knowledge. 19

20 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 customer Plan - Re-launching Team data - Checkpoint meeting Final team performance - Postmortem 20

21 SECI Model for a Team Engineer 1 K1 K2 Socialization K5 K4 Engineer 2 Taci t K3 Tacit K6 Externa alization Tacit knowledge of the goals and role assignment Engineer 1 Form K1 Combination Form K2 Engineer 2 Team (Engineer 1, Engineer 2) K1 K2 K3 K4 K5 Tacit K6 Tacit K7 Internalization Explicit knowledge of the goals and role assignment 21

22 TSPm Process Brief Meeting 1A Mini teams defined Guidance provided Overall conceptual design created Meeting 2/3 Mini teams work Meeting 3A Leadership team reviews role manager teams Meeting 4/5 Mini teams work on overall and quality plans Meeting 5A Leadership team reviews - Summary by PLN team - Summary by QAL team Meeting 5B PLN team consolidates 22

23 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: 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. 23

24 A Conceptual Design / Team Structure TM0 Team System IC1 IC2 IC11 IC12 IC21 IC22 IC23 Mini-team1 Mini-team2 Every component independent with no tacit knowledge. A mini-team with needed skills and workload balanced. The team can be launched. 24

25 A Conceptual Design / Team Structure TM1 Team System Subsystem_1 Subsystem_2 Tacit knowledge IC11 C12 IC21 C22 C23 Mini-team1 Mini-team2 The system design can be identified with explicit knowledge. Tacit knowledge localized/manageable within each subsystem. Subsystem interfaces are properly defined The team can be launched. 25

26 A Conceptual Design / Team Structure TM2 Team System Tacit knowledge Subsystem_1 Subsystem_2 C11 C12 C21 C22 C23 Mini-team1 Mini-team2 A conceptual design has not been identified. Subsystem interfaces cannot be identified easily. The team should not be launched. 26

27 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 subsystems. Communicate sufficiently with customers, managers, and team members. Follow process disciplines. Review every work product, etc. 27

28 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 meetings, re-launch, checkpoints, multi-cycles, and concurrent engineering. Team leader and role managers guide how the tacit knowledge should be handled. 28

29 Conclusion (2) Before launch, the TSP coach must anticipate the complexity of 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. 29

30 Contact the Authors Yoshihiro Akiyama Next Process Institute Ltd. William R. Nichols Software Engineering Institute 30