Features
- Cover Type: Hard Cover with 448 pages
- Published by: Addison-Wesley Professional
- Edition: 1st Edition April 20, 2006
- Written in: English
- ISBN 10 Number: 0201731134
- ISBN 13 Number: 978-0201731132
-
Book Dimensions:
9.4 x 6.4 x 1.3 inches
- Weighs: 2.1 pounds
Back Cover Copy
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.
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.
Reader Reviews
This review is from: TSP(SM)-Leading a Development Team (The SEI Series in Software Engineering) (Hardcover)
TSP is a sequel to Humphrey's earlier book, PSP. That text concentrated on the actions of a single programmer or designer. Now in TSP, Humphrey expands the scope, to discuss what it means to lead and motivate a team of programmers. The acronym TSP stands for Team Software Process. But a close reading of the text suggests that you do not have to take "Software" literally. Your team might be a bunch of engineers or architects or financial analysts. Though, to be sure, the examples in the text and several of the guidelines pertain explicitly to code development. Yet if you are a flexible enough manager and team leader, you might be able to generalise those guidelines to your situation. Humphrey makes several remarks that some readers might cheer. He suggests that knowledge of specific tools and methods, while useful, is secondary to amassing an experienced and capable team. If you can do this, then they will surely be able to quickly pick up expertise in those tools or methods. If you have looked at job postings, you have undoubtedly come across those with a laundry list of detailed required skills. Some of which are mundane and low level. But try convincing that company's HR department of this! On the subject of team building, he dumps on commercial team building exercises. You know. Where some consulting firm charges your company a huge amount for taking your team to an offsite location for a day of artificial exercises. While these may indeed build some espirit de corps, typically these is no relation to the actual work environment and real issues facing your team. But because team building is such an intangible thing, and impossible to quantify, the team wastes a day and the consulting firm makes money. These two examples are actually minor parts of the text. But they really struck me (and perhaps you) as being very cogent analysis. Somewhat cynical maybe, but Humphrey has his wits about him.
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