A gap analysis methodology for the Team Software Process (TSP) presented at QUATIC 2010

1. A Gap Analysis Methodology for the Team Software Process (TSP) Luís Amaral, João Pascoal Faria Porto, September 29th, 2010

2. Agenda Context and motivation Objectives Methodology TSP, CMMI and ISO/IEC 15504 and their evaluation methodologies The TSP gap analysis methodology Practical implementation Conclusions and future wok

3. Context and motivation Software is more and more used by organizations to make sure its businesses run smoothly. There is a high percentage of challenged and failed projects in one or more of their control variables: scope, cost and shcedule. The TSP methodology has been developed to address these problems as well as quality. Organizations feel that these methodologies are useful however they would like to know where they are in respect to some proposed referential before embracing a project of this nature. Success Challenged Cancelled StandishGroup: ChaosReport 2008

4. Objectives Analyze the TSP as well as the most well known software process improvement methodologies and their assessment frameworks Provide a methodology and tools that facilitate taking a decision about the adoption of TSP and preparing for its implementation Validate the methodology by applying the process to an organization

5. Methodology Analysis of the existing models and their evaluation methodologies TSP and its assessment framework CMMI and SCAMPI ISO 15504 and its evaluation framework Definition of the gap analysis methodology Validation Implementation in one Portuguese organization

6. TSP TSP Process that focus on people and teams, promotes quantitative and disciplined practices for software development Ensures high quality, on-time and on-budget software products as well as processes in the organization Certifying software organizations in TSP SEI is piloting a certification methodologyfor organizations that use TSP (1 organization piloted so far) Full focus on 3 perspectives: individuals, processes and products

7. CMMI and SCAMPI CMMI Software process improvement approach focusing on 4 areas: project management, engineering, support and process management Most widely known model for software process improvement SCAMPI The only ARC (Appraisal requirements for CMMI) compliant methodology for evaluating organizations against the CMMI practices Strong focus on evidence gathering by evidence observation and affirmations

8. ISO/IEC 15504 and its evaluation framework ISO/IEC 15504 Also know as SPICE and likewise CMMI, this ISO standard goal is to help organizations improving the way they develop software. Derived from the software process lifecycle standard ISO 12207 ISO/IEC 15504 evaluation framework The evaluation framework is described in parts 2 and 3 or this standard: “Performing an Assessment” and “Guidance on performing an assessment” The focus regarding information gathering is similar to CMMI advocating the use of interviews and artifacts collection

9. The TSP gap analysis methodology

10. The TSP gap analysis methodologyPlanning: phases and activities

11. The TSP gap analysis methodologyDeliverables Deliverables

12. The TSP gap analysis methodologyAnalysis dimensions

13. The TSP gap analysis methodologyTools Questionnaires Developed to help the team to guide the interviews Based on 3 main roles: project manager, developer and tester Updated after the execution of the interviews Performance benchmark Basic framework developed and adaptable for each organization Based on main project metrics (many times unavailable): schedule, effort, size and defects

14. The TSP gap analysis methodologyReport template (1): Index Executive Summary Objectives Methodology TSP The Organization Gap Analysis Performance Analysis Plan for implementation Critical success factors Conclusion

15. The TSP gap analysis methodologyReport template (2): Gap analysis Large benefit Medium benefit Small benefit

16. The TSP gap analysis methodologyReport template (3): Performance analysis Performance analysis is one key element in the methodology as it will show the company quantifiable benefits it can get by implementing TSP For performing the analysis it is necessary to gather relevant data about one or more projects of the organization Base measures used: schedule, effort, size and defects

17. Practical implementation Implementation of the methodology in a well known Portuguese organization Methodology applied and lessons learned incorporated Questionnaires improvement Delivery of the final report prior to the final presentation Support and validation of the SEI during the implementation Praised results by the organization stating that the picture taken was very good and accurate Praised results by the SEI

18. ConclusionsGoal satisfaction The TSP methodology has been analyzed The main models for software process improvement together with their assessment frameworks have been analyzed (CMMI and ISO/IEC 15504) A gap analysis methodology for the TSP has been defined and tools have been developed to help the implementation Fast to implement Inexpensive (when compared with other analyzed methodologies) The methodology has been implemented and results validated by the organization and by the SEI

19. ConclusionsFuture work Continuous experimentation of the methodology in organizations that want to implement TSP and need an initial gap analysis Continuous improvement of the methodology Lessons learned from its application More formality Tailorable Continuous awareness of other evaluation methodologies New produced knowledge

20. Contact Strongstep - Innovationin software quality Luís Amaral luis.amaral@strongstep.pt +351 93 910 5060 Web: www.strongstep.pt Phone: + 351 22 030 15 85 Rua actor Ferreira da Silva, UPTEC 4200-298 Porto, Portugal