1 Software Quality:
Team Software Process (TSP) development follows the quality strategy that was originated by W. Edwards Deming and J.M. Juran [Deming 82, Juran 88]. This strategy was extended to the software process by Michael Fagan in 1976 [Fagan 76, Fagan 86]. It was further extended with the introduction of the Capability Maturity Model (CMM) in 1987 and the Personal
Software Process (PSP) in 1995 [Humphrey 89, Humphrey 95, Paulk 95]. Following the PSP, a further important step in software process improvement was the introduction of the Team Software Process (TSP). The TSP provides a disciplined context for engineering work. The principal motivator for the development of the TSP was the conviction that engineering teams can do extraordinary work, but only if they are properly formed, suitably trained, staffed with skilled members, and effectively led. The objective of the TSP is to build and guide such teams.
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The Team Software ProcessSM (TSP) guides engineering teams in developing software-intensive products. Early experience with the TSP shows that its use improves the quality and productivity of engineering teams while helping them to more precisely meet cost and schedule commitments. The TSP is designed for use with teams of 2 to 20 members, and the larger multi-team TSP process is designed for teams of up to about 150 members. While TSP versions are planned for larger projects, they are not available at the time of this writing.
This report describes the TSP and how it was developed. Starting with a brief background discussion of software quality, the report provides an overview of the basic elements of teamwork. It then describes the relationships among the TSP, Personal Software ProcessS (PSP), and Capability Maturity Model (CMM) process improvement initiatives. The report also describes the TSP process structure, launching a TSP team, the TSP teamworking process, and the issues and methods for introducing the TSP. The report concludes with a review of TSP experience, current status, and trends.