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TSP(SM) Coaching Development Teams

TSP(SM) Coaching Development Teams


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About the Book

Most modern software development projects require teams, and good teamwork largely determines a project’s success. The Team Software Process (TSP), created by Watts S. Humphrey, is a set of engineering practices and team concepts that produce effective teams, thereby helping developers deliver high-quality products on time and within budget. TSP bridges Humphrey’s seminal work on the Capability Maturity Model (CMM), an improvement framework for the entire software organization, and his Personal Software Process (PSP), practices designed to improve the work of individual developers. Typical first-time TSP teams increase productivity by more than 50 percent while greatly increasing the quality of their delivered products. However, TSP teams only continue to improve under the guidance of a capable coach. One industrial-strength team, for example, increased its productivity by an additional 94 percent and reduced test defects by 85 percent through three consecutive TSP quarterly product release cycles. Without competent coaching, teams often do not progress much beyond the initial one-time improvement seen after the introduction of the TSP. Humphrey distinguishes between TSP coaching and TSP leadership, explaining why the skillful performance of both functions is critical. In this practical guide, he shares coaching methods that have repeatedly inspired TSP teams and steered them toward success. With the help of a coach, TSP teams undergo a brief but intense project launch in which they define their own processes, make their own plans, and negotiate their commitments with management, resulting in dramatically enhanced performance. Whether you are considering the TSP or are actively implementing it, TSPSM–Coaching Development Teams provides the invaluable examples, guidelines, and suggestions you need to get started and keep developing as a team coach. It’s meant to complement Humphrey’s other books, TSPSM–Leading a Development Team and PSPSM: A Self-Improvement Process for Software Engineers. Together, the three works offer a rich resource for improving your software development capabilities.

Table of Contents:
Preface xvPart I: Team Formation 1Chapter 1: Development Teams 5 1.1. TSP Overview 5 1.2. Why Teams Are Needed 6 1.3. What Are Teams? 8 1.4. Kinds of Teams 9 1.5. The Nature of Self-Directed Teams 10 1.6. The Team Leader and Coach Roles 14 1.7. Coaching Workload 14 1.8. Summary 15 Chapter 2: Team Behavior 17 2.1. The Team Life Cycle 18 2.2. Kinds of Groups 22 2.3. Team Styles 25 2.4. Why Teams Fail 28 2.5. Summary 33 Chapter 3: The Coaching Job 35 3.1. Coaching Principles 35 3.2. Launching a TSP Team 37 3.3. Coaching the Team Members 38 3.4. Coaching Experienced Teams 39 3.5. Coaching the Team Leader 40 3.6. Coaching Management 46 3.7. Summary 47 Chapter 4: Teambuilding 49 4.1. What Makes Teams Successful? 49 4.2. Teambuilding Approaches 50 4.3. The TSP Teambuilding Strategy 51 4.4. How the Launch Builds Teams 51 4.5. Getting Involvement 55 4.6. Summary 63 Part II: Launching a TSP Team 65 Chapter 5: Launch Preparation 67 5.1. When to Launch a Project 67 5.2. Team Scope 68 5.3. Team-Member Selection 70 5.4. Preparation Topics 71 5.5. Common Preparation Problems 75 5.6. Launch Preparation Steps 76 5.7. Weekly Launch Preparation Status Meeting 77 5.8. Summary 77 Chapter 6: The Team Charter 79 6.1. Establishing the Team Charter 80 6.2. The Opening Management Meeting 80 6.3. Start with a Positive Attitude 81 6.4. Issues and Considerations 82 6.5. Summary 83 Chapter 7: Team Goals 85 7.1. What Goals Are 85 7.2. The Importance of Feedback 87 7.3. Goal Priorities 87 7.4. Measurable Goals 88 7.5. Kinds of Goal Measures 89 7.6. The Problem with Measurements 91 7.7. Kinds of Goals 92 7.8. The TSP Goal-Setting Process 94 7.9. Goal Tracking 96 7.10. A Goal Measurement Example 97 7.11. Summary 98 Chapter 8: Team-Member Roles 101 8.1. What Roles Are 101 8.2. Why Roles Are Needed 102 8.3. Selecting Team Roles 103 8.4. The TSP Roles 104 8.5. Other Team-Member Roles 110 8.6. Roles and Team Size 110 8.7. Coaching the Role Managers 112 8.8. The Role Manager Commitment 113 8.9. Summary 113 Chapter 9: Team Planning 115 9.1. The TSP Planning Process 116 9.2. Launch Meeting 3 116 9.3. Product Conceptual Design 116 9.4. Team Strategy 118 9.5. The Products to Be Produced 121 9.6. The Development Process 121 9.7. Process and Support Plans 123 9.8. CCB Membership 124 9.9. Launch Meeting Documentation 124 9.10. Summary 124 Chapter 10: The Overall Plan 127 10.1. Launch Meeting 4 128 10.2. The Size Estimate 128 10.3. Determining Project Tasks 129 10.4. The Overall Resource Estimate 131 10.5. Resource Availability 131 10.6. Generating and Assessing the Overall Plan 132 10.7. Optimum Staffing 133 10.8. Summary 135 Chapter 11: The Quality Plan 137 11.1. The Importance of Quality 137 11.2. Quality Goals 139 11.3. The Cost of Defects 140 11.4. Measuring Software Quality 145 11.5. Percent Defect Free (PDF) 145 11.6. Making the Quality Plan 146 11.7. Summary 150 Chapter 12: Detailed Planning 153 12.1. How Far Out Should Teams Plan? 154 12.2. How Detailed Should Plans Be? 154 12.3. How Plans Can Improve Efficiency 155 12.4. Whether to Plan Now or to Plan Later 156 12.5. The Need for Balanced Plans 157 12.6. The TSP Detailed Planning Process 158 12.7. Summary 159 Chapter 13: Managing Risk 161 13.1. What Are Risks? 161 13.2. The Importance of Risk Management 162 13.3. The Principles of Risk Management 162 13.4. The TSP Risk Management Process 163 13.5. Risk Identification 163 13.6. Risk Evaluation 165 13.7. The Risk Evaluation Process 165 13.8. Assigning Risks 166 13.9. Risk Mitigation 166 13.10. Risk Management Examples 167 13.11. Risk Tracking and Management 168 13.12. Summary 169 Chapter 14: The Management Meeting 171 14.1. Preparing for the Management Meeting 172 14.2. Presenting the Team’s Plan 173 14.3. Alternative Plans 174 14.4. Risks 174 14.5. Closing the Meeting 175 14.6. Presentation Suggestions 175 14.7. Summary 178 Chapter 15: The Launch Postmortem 181 15.1. The Postmortem Attitude 182 15.2. The Postmortem Process 184 15.3. Postmortem Coaching Strategies 186 15.4. Summary 187 Chapter 16: Relaunching a Team Project 189 16.1. What Is a Relaunch? 190 16.2. Why Do a Relaunch? 192 16.3. When to Relaunch 193 16.4. How to Do a Relaunch 195 16.5. The Relaunch Process 196 16.6. Revising the Quality Plan 200 16.7. A Quality Replanning Example 200 16.8. Concluding the Relaunch 204 16.9. Summary 204 Part III: Coaching a TSP Project 207 Chapter 17: Post-Launch Coaching 209 17.1. Starting New Teams 210 17.2. The Coaching Process 210 17.3. The Post-Launch Briefing 210 17.4. The Weekly Team Meeting 211 17.5. The Daily Stand-Up Meeting 212 17.6. The Weekly Status Report 212 17.7. Coaching Inspections 214 17.8. Coaching Individuals 215 17.9. Coaching Role Managers 215 17.10. Coaching the Team Leader 216 17.11. The Project Notebook 217 17.12. The Team-Member Notebook 217 17.13. The Checkpoint Review 218 17.14. The Coaching Plan 220 17.15. Summary 223 Chapter 18: Maintaining the Plan 225 18.1. Plan Types 226 18.2. Plan Dynamics 227 18.3. Maintaining the Team’s Plan 228 18.4. A Workload Imbalance Example 229 18.5. Facing Facts 231 18.6. When to Update the Plan 232 18.7. Updating Individual Plans 232 18.8. Dynamic Load Balancing 236 18.9. Interpreting Plan Data 237 18.10. Management Reporting 240 18.11. Summary 241 Chapter 19: Managing Quality 243 19.1. Principles of Quality Management 244 19.2. Why Manage Quality? 245 19.3. The Quality Journey 246 19.4. The Developer’s Responsibility for Quality 247 19.5. The Team’s Responsibility for Quality 248 19.6. Quality Management Methods 249 19.7. Interpreting Quality Data 259 19.8. Reporting Quality Data 261 19.9. Defect Reporting Considerations 266 19.10. Summary 267 Chapter 20: The Project Postmortem 269 20.1. The Purpose of the Postmortem 270 20.2. The Desired Data 270 20.3. Postmortem Preparation 272 20.4. The Postmortem Process 272 20.5. Teamwork Assessment 275 20.6. Coaching and Leadership Assessment 276 20.7. Coaching the Postmortem 276 20.8. The Team-Member Postmortem 277 20.9. Summary 278 Part IV: TSP Extensions 279 Chapter 21: Team Variations 281 21.1. Work Perspectives 282 21.2. Team Structure 285 21.3. Team Communication 286 21.4. Functional Teams 287 21.5. Distributed Teams 288 21.6. Multiple Teams 290 21.7. System-Wide Teams 291 21.8. Coaching Guidelines 292 21.9. Summary 293 Chapter 22: Functional Teams 295 22.1. Why Functional Teams Are Needed 296 22.2. The Functional-Team Strategy 296 22.3. Preparing for a Functional-Team Launch 298 22.4. Goal Setting 299 22.5. Launching Functional Teams 303 22.6. Coaching a Functional-Team Launch 308 22.7. Coaching a Functional Team 309 22.8. Summary 311 Chapter 23: Multiple Teams 313 23.1. What Is a Multi-Team? 314 23.2. The TSP Multi-Team Strategy 314 23.3. Forming a Multi-Team 315 23.4. The TSPm Launch Preparation Process 316 23.5. Launching a Multi-Team 321 23.6. Coaching a Multi-Team Launch 324 23.7. Launching a Distributed Multi-Team 325 23.8. Coaching Multi-Teams 328 23.9. Tracking and Reporting on Multi-Teams 330 23.10. Summary 330 Chapter 24: Integrated Development Teams 333 24.1. Process Principles for Large-Scale Teams 334 24.2. The Program-Initiation Team 339 24.3. The Program-Management Problem 341 24.4. Program Launching and Coaching Strategies 346 24.5. The Role-Manager Teams 347 24.6. Program Monitoring and Reporting 348 24.7. Summary 348 Part V: Maintaining a TSP Team 351 Chapter 25: Developing Teamwork 353 25.1. Team-Member Communication 354 25.2. Principled Negotiation 357 25.3. The TSP Communication Strategy 358 25.4. Maintaining Team Communication 359 25.5. Process Discipline 361 25.6. Summary 364 Chapter 26: Coaching Ethics 365 26.1. The Coach’s Responsibilities 366 26.2. The Coaching Commitment 367 26.3. Handling Team and Individual Data 370 26.4. Measuring People 373 26.5. Relating to Management 375 26.6. Handling Difficult Team Members 375 26.7. Summary 376 Chapter 27: The Coaching Team 379 27.1. Coaching in Organizations 379 27.2. Why Use a Coaching Team? 380 27.3. Forming a Coaching Team 381 27.4. Launching a Coaching Team 382 27.5. Managing and Tracking Coaching Teams 384 27.6. Coaching a Coaching Team 385 27.7. Being on a Coaching Team 385 27.8. Summary 386 Chapter 28: Being a Team Coach 387 28.1. Building Understanding and Motivation 388 28.2. Building a Coaching Team 388 28.3. Success Is Invisible 389 28.4. Reporting to Management 390 28.5. Coaching Yourself 393 28.6. Summary 396 Index 397

About the Author :
Known as “the father of software quality,” Watts S. Humphrey is the author of numerous influential books on the software-development process and software process improvement. Humphrey is a fellow of the Software Engineering Institute (SEI) at Carnegie Mellon University, where he founded the Software Process Program and provided the vision and early leadership for the original Capability Maturity Model (CMM). He also is the creator of the Personal Software Process (PSP) and Team Software Process (TSP). Recently, he was awarded the National Medal of Technology–the highest honor given by the president of the United States to America's leading innovators.


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Product Details
  • ISBN-13: 9780768684971
  • Publisher: Pearson Education (US)
  • Publisher Imprint: Addison-Wesley Educational Publishers Inc
  • Language: English
  • ISBN-10: 0768684978
  • Publisher Date: 10 Apr 2006
  • Binding: Digital download


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