Team Software Process (TSP)

• Humphrey; intermediate between PSP

and CMM
– Teams of two to twenty members
– Multiteams of up to 150 members
• Tradition of statistical process control
• Iterative (four to five month cycles)
• Scripts and forms

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 Process Flow

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 Teams (Dyer)
• A team consists of at least two people.
• The members are working toward a
common goal.
• Each person has a specific assigned
role.
• Completion of the mission requires
some form of dependency among the
group members.
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 Effective Teams
• The members are skilled.
• The team’s goal is important, defined, visible,
and realistic.
• The team’s resources are adequate for the
job.
• The members are motivated and committed
to meeting the team’s goal.
• The members cooperate and support each
other.
• The members are disciplined in their work.
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 Team Building
• The team members establish common goals and defined roles.
• The team develops an agreed-upon strategy.
• The team members define a common process for their work.
• All team members participate in producing the plan, and each member
knows his or her personal role in that plan.
• The team negotiates the plan with management.
• Management reviews and accepts the negotiated plan.
• The team members do the job in the way that they have planned to do
it.
• The team members communicate freely and often.
• The team forms a cohesive group: the members cooperate, and they are
all committed to meeting the goal.
• The engineers know their status, get feedback on their work, and have
leadership that sustains their motivation.
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 Launch

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 Strategy
• Create a conceptual design for the
product
• Decide what will be produced in each
cycle
• Make initial size and effort estimates
• Establish a configuration management
plan

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 Selecting Roles
• Team Leader • Customer interface
• Development manager
Manager • Design manager
• Planning • Test manager
Manager • Safety manager
• Quality/Process • Security manager
Manager
• Performance
• Support
manager
Manager
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 Team Leader Responsibilities
• Motivating team members
• Handling customer issues
• Interaction with management
• Day-to-day direction of the work
• Protecting team resources
• Resolving team issues
• Conducting team meetings
• Reporting on the work status
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 Development Manager
• Leads and guides the team in designing and
developing the product
– Lead the team in producing the development
strategy and the product conceptual design
– Lead the team in producing the design
specification (SDS)
• If there is no separate Design Manager or Software
Architect
– Lead the team in implementing the product

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 Planning Manager
• Supports and guides the team in
planning and tracking their work
– Lead the team in producing the task plan
and schedule for each development cycle
– Lead the team in producing the balanced
team development plan
– Track the team's progress against their
plan

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 Quality / Process Manager
• Supports the team in defining their process
needs, in making the quality plan and in tracking
process and product quality
– Lead the team in producing and tracking their quality
plan
– Identify where quality performance falls short of
objectives.
– Lead the team in defining, documenting, and
maintaining their processes and development
standards
– Act as moderator and lead all team reviews and
inspections
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 Support Manager
• Supports the team in determining, obtaining,
and managing the tools needed to meet its
technology and administrative support needs
– Lead the team in determining their support needs and
obtaining the needed tools and facilities
– Lead the development and management of
Change/Configuration Management System
– Handle the team's issue and risk tracking
system
– Act as the team's reuse advocate

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 Task Planning

• Generate a default task list

• Modify the default list as appropriate
and estimate sizes and times for each
task
• Assign portions of tasks to individual
engineers
• Determine total time required for the
project cycle
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 Schedule Planning
• Use LOC estimates and LOC/hour rates
for time estimation
• Generate TASK and SCHEDULE plans
– Estimate times based upon LOC and
LOC/hour estimates
– Estimate time available for the team

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 Produce Size Estimates
• Produce the conceptual design
– Objects for all cycles
• Select a development strategy
– Allocate objects to cycles
– Produce a minimal working subset in the first
cycle
– Development Manager leads
• Produce preliminary size estimates
– Estimate LOC in each class
– Use size estimates as a basis for allocation of
tasks to cycles
– Enter estimates on the STRAT form
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 Quality Planning
• Enter default quality criteria into the
SUMQ form
– the Percent Defect Free components in
each of the defect detection phases
– the defect removal yields in various phases
(Phase Yields)
– the rate at which defects are injected in
various phases (Defect Injection
Rates)
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 TSP Quality Guidelines
• Percent (of modules) Defect Free (PDF) at entrance to
– Compile > 10%
– Unit Test > 50%
– Integration Test > 70%
– System Test > 90%
• Defects/KLOC:
– Total defects injected 75 - 150; If not PSP trained, use 100 to 200.
– Compile < 10
– Unit Test < 5
– Integration Test < 0.5
– System Test < 0.2
• Defect Ratios
– Detailed design review defects /unit test defects > 2.0
– Code review defects/compile defects > 2.0

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 Development Time Ratios
• Requirements inspection/requirements time >
0.25 Elicitation in requirements time
• High-level design inspection/high-level design
time > 0.5 Design work only, not studies
• Detailed design/coding time > 1.00
• Detailed design review/detailed design time >
0.5
• Code review/code time > 0.5

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 Review and Inspection Rates
• Requirements pages/hour < 2 Single-spaced
text pages
• High-level design pages/hour < 5 Formatted
design logic
• Detailed design text lines/hour < 100
Pseudocode ~ equal to 3 LOC
• Code LOC/hour < 200 Logical LOC

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 Defect Injection and
Removal Rates
• Requirements defects injected/hour 0.25
• Requirements inspection defects removed/hour 0.5
• High-level design defects injected/hour 0.25
• High-level design inspection defects removed/hour 0.5
• Detailed design defects injected/hour 0.75
• Detailed design review defects removed/hour 1.5
• Detailed design inspection defects removed/hour 0.5
• Code defects injected/hour 2.0
• Code review defects removed/hour 4.0
• Compile defects injected/hour 0.3
• Code inspection defects removed/hour 1.0
• Unit test defects injected/hour 0.067
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The Yield Measure
Defect
injection
phase
Development
• Phase yield is the Injects
defects
%
percentage of defects Phase %
entering and injected yield Defect
r emoval
in a phase that are Development phase
Injects
removed in that phase defects

• Process yield is the Phase %

yield
yield of all phases up
Development
to that point in the Pr ocess
Injects
defects
process yield
Phase %
yield

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 Phase Yields
• Team requirements inspections ~ 70%
• Design reviews and inspections ~ 70%
• Code reviews and inspections ~ 70%
• Compiling ~ 50% (90+ % of syntax defects)
• Unit test - at 5 or less defects/KLOC ~ 90%
– For high defects/KLOC - 50-75%
• Integration and system test - at < 1.0 defects/KLOC ~ 80%
– For high defects/KLOC - 30-65%
• Before compile >75%
• Before unit test > 85%
• Before integration test > 97.5%
• Before system test > 99%
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 Quality Measures
• Percent (modules) defect free—PDF
• Defect-removal profile
– Defects/KLOC vs. phase
• Quality profile
– Design review time, design/code ratio,
code review time, compile defects/KLOC,
unit test defects/KLOC
• Process quality index—PQI
– Product of quality profile factors
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 Produce the Quality Plan
• Estimate defect injection rates for each phase
• Estimate yield for each phase
• Generate a trial quality plan
• Compare the quality plan with team goals
– Examine produce quality at each phase of the
project
– Modify time planned for defect removal if quality
goals are not satisfied
• Continue generating trial plans until quality
goals are satisfied
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 Component Quality Profile
• The PSP/TSP criteria for a quality process
are that
– Detailed design (DLD) time >= coding time
– Detailed design review time >= 50% of DLD
time
– Code review time >= 50% of coding time
– Compile defects <= 10 per KLOC
– Unit test defects <= 5 per KLOC
• Many defect-free components do not meet
these criteria
• All components that have met these criteria
have been defect
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 Project Tracking
• Earned value [Humphrey 95]
• Each task is assigned a value based on the
percentage of the total project estimate that is
required for that task
• If a project was planned to take 1,000 task hours, a
32-hour task would have 3.2 planned value, or
100*32/1000 = 3.2%.
• Then, when the team has completed that task, the
engineers would have accumulated 3.2 earned value
points, no matter how long the task actually took.

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 Experiences
• Teradyne improvement from 20 defects per
KLOC to 1 defect per KLOC. The savings in
defect repair costs were about 4.5 times
the cost of producing the programs in the
first place.
• Hill Air Force Base productivity improved
123% and test time was reduced from
22% to 2.7% of the project schedule
• Boeing, on a large avionics project, had a
94% reduction in system test time
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