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Lecture Software process improvement: Lesson 23 provide students with knowledge about: introduction to team software process (TSP); closed paradigm; random paradigm; synchronous paradigm; conditions for teamwork; social support of membership;... Please refer to the detailed content of the lecture!
Introduction to TSP – I Lecture # 23 Why Projects Fail • Reasons – Seldom due to technical reasons – People problems – Excessive schedule pressure • Solution – People problems can be solved with the help of good communication and good teams – Good teams guide in handling pressure • The best team structure depends on the management style of your organization, the number of people who will populate the team and their skill levels, and the overall problem difficulty • The performance of a team is inversely proportional to the amount of communication that must be conducted • The length of time that the team will “live together” affects team morale • Constantine suggests four organizational paradigms for software engineering teams: Closed Paradigm • A closed paradigm structures a team along a traditional hierarchy of authority • Such teams can work well when producing software that is quite similar to past efforts, but they will be less likely to be innovative when working within the closed paradigm Random Paradigm • The random paradigm structures a team loosely and depends on individual initiative of the team members • When innovation or technological breakthrough is required, teams following the random paradigm will excel • But such teams may struggle when “orderly performance” is required Open Paradigm 1 • The open paradigm attempts to structure a team in a manner that achieves some of the controls associated with the closed paradigm but also much of the innovation that occurs when using the random paradigm Open Paradigm 2 • Work is performed collaboratively, with heavy communication and consensusbased decision making the trademarks of open paradigm teams • Open paradigm team structures are well suited to the solution of complex problems but may not perform as efficiently as other teams Synchronous Paradigm • The synchronous paradigm relies on the natural compartmentalization of a problem and organizes team members to work on pieces of the problem with little active communication among themselves • To achieve a highperformance team: – Team members must have trust in one another – The distribution of skills must be appropriate to the problem – Mavericks may have to be excluded from the team, if team cohesiveness is to be maintained 10 Interdependence • Interdependence is also an important element of teamwork. It means that each team member depends to some degree on the performance of the other members • Interdependence improves individual performance because the members can help and support each other • E.g., Design teams 30 Social Support Of Membership • Team performance is further enhanced by the social support of membership. Human beings are social animals and few people like to work entirely by themselves—at least not for very long • Because of the social context of teams, the members will generally make a special effort to meet their obligations to the rest of the team 31 • Through mutual support and interdependence, teams become more than just the sum of their individual members • To be effective, teams must be properly skilled and be able to work as cohesive units • Effective teams have certain common characteristics 32 Following two slides to be inserted Characteristics of Effective Teams 33 Characteristics of Effective Teams 1 • 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 34 Characteristics of Effective Teams 2 • The members cooperate and support each other • The members are disciplined in their work • The members are innovative 35 Innovation • Innovation is more than just thinking up bright ideas; it requires creativity and a lot of hard work. Just about every engineering task is part of an innovative endeavor • Innovative teams must have skilled and capable people who are highly motivated. They must be creative, flexible, and disciplined 36 • They must strive to meet demanding schedules while adjusting to changing needs • They must also control costs and schedules while keeping management informed of their progress 37 Innovation • To be innovative and effective, engineering teams must work in a trusting and supportive environment • Engineering teams are composed of extremely capable people who can quickly sense a lack of trust 38 • When managers do not trust their teams to make aggressive schedules or to strive to meet these schedules, the engineers will know it • When engineers do not feel trusted and respected, they often feel antagonized and manipulated. These engineers no longer feel loyal to the organization and can easily lose their commitment to the team 39 • Since people generally work harder when they face an important and meaningful challenge, it is appropriate for management to challenge their teams with aggressive goals • But when the teams respond to the challenge with a plan, management must be willing to negotiate realistic commitments that the engineers believe they can meet 40 • Few people will work diligently to meet a seemingly hopeless schedule • To perform effectively, teams must believe that their project is important and that the schedule is achievable 41 • The TSP is designed to establish the conditions that characterize effective teams 42 Summary 43 References • SEI website: www.sei.cmu.edu • Introduction to the Team Software Process by Watts Humphrey (Chapters Ch 12, 3.1 3.4, 4.14.5,5.1, 10.110.3) • The Team Software Process by Watts Humphrey, SEI Technical Report 0023, November 2000 44 ... 13 Team? ?Software? ?Process? ?(TSP) • After this basic introduction about teams, let’s talk about Team? ?Software? ?Process? ?or TSP 14 Team? ?Software? ?Process? ?(TSP) • Development of Team? ?Software? ?Process? ?... Introduction to the Team? ?Software? ?Process? ? by Watts Humphrey (Chapters Ch 12, 3.1 3.4, 4.14.5,5.1, 10.110.3) • The Team? ?Software? ?Process? ?by Watts Humphrey, SEI Technical Report 0 023, November 2000... The objective of the TSP is to build and guide such teams 16 Team? ?Software? ?Process? ?(TSP) • Teams are required for most engineering projects. Although some small hardware or software? ?products can be developed by individuals, the scale and complexity of