Software organizations are under growing pressure to produce high-quality, reliable, and secure software products, but they must do so with fewer resources, lower costs, and predictable schedules. Yet the problems that have plagued the software industry for the past 50 years persist. Development and ownership costs continue to increase; delivery schedules are still unpredictable; and the defect count in software is still high, raising concerns about dependability and security.

The SEI is leading the way in helping software organizations solve these persistent problems, and the SEI’s Team Software ProcessSM (TSPSM) is a key part of the solution. In project after project, the TSP approach has produced outstanding results for both DoD and commercial organizations, at all maturity levels. With a fast and repeatable deployment strategy that provides quick, substantial results, the TSP is transforming the culture and practices of software development teams.

Success came because of the team's ability to change paradigms by abandoning the old way of doing business and implementing PSP/TSP.
Chris Rickets
NAVAIR AV-8B lead software engineering
and TSP design manager

Purpose

Through the TSP approach, the SEI is making fundamental changes to the practice of software development, moving the profession toward engineered solutions that are predictable, cost effective, timely, reliable, secure, and defect free. The TSP approach enables teams of software developers to work successfully with the Personal Software ProcessSM (PSPSM), by which developers learn to plan, measure, and manage their personal development processes. The PSP approach provides the discipline, skills, and performance data that developers need to work in teams. The TSP builds on the PSP discipline to empower teams and change software practices within projects. Using the TSP, self-directed teams make their own plans and commitments, gather data for tracking their work, and manage the quality of the products they produce. The TSP approach also transforms software-management practice. TSP management training introduces software managers to a rational management style in which team data and coaching help teams achieve their best performances.

The TSP has been used in a broad range of commercial, industrial, and military software projects, with excellent results. On average:

>	Cost and schedule deviation has been reduced to less than 10%.
>	Delivered product quality has improved, with at least five times fewer defects.
>	The times for system and acceptance testing have been reduced by five or more times.
>	Project productivity improvements have been measured at 50% or better compared to similar projects.

2002 Accomplishments

TSP Accelerates Process Improvement
The Naval Air Systems Command (NAVAIR) AV-8B Joint Systems Support Activity, which develops, acquires, and supports the aircraft and related systems used by the U.S. Navy and Marine Corps, is using TSP to accelerate CMM®-based process improvement. Using TSP, the AV-8B team jumped from Maturity Level 1 to Level 4 in just 30 months. Most organizations take an average of six years to achieve Level 4. During FY2002, the SEI performed a gap analysis between PSP/TSP practices and recommended practices in the Capability Maturity Model for Software, Version 1.1 (SW-CMM V1.1). The analysis showed that the TSP addresses a majority of SW-CMM practices, and allowed the AV-8B teams to focus their improvement efforts.

ABB Project Summary Showing TSP Results Compared to Industry Averages
	ABB's First TSP Project	Industry Average
Schedule variance	6.9%	68% of projects are late by more than 20% or are cancelleda
Effort in system test	4.3%	Not available
Schedule in system test	12.9%	40%b
System test defect density	.44 defects/KLOC	5 defects/KLOCb
a Reference: The Standish Group b Reference: Humphrey, W. Winning with Software: An Executive Strategy

Transition of TSP Gains Momentum
The transition of the TSP into widespread use depends on the establishment of an infrastructure of capable individuals and organizations who are trained by the SEI to introduce the TSP and PSP. To this end, the SEI has trained and authorized more than 200 PSP instructors since 1995. Since October 2000, the SEI has trained more than 50 TSP launch coaches in more than 25 organizations.

Book, Seminar Provide TSP Training for Executives
During FY2002, the SEI explored new ways for helping executives understand and benefit from the business side of software. A new book by Watts Humphrey, Winning with Software: An Executive Strategy, introduced senior management to a seven-step process for using TSP to revolutionize software teams, improve quality, and cut costs. Real-life experiences and analyses of industry data, presented at the proper level of detail for an executive audience, provide a compelling business case for implementing TSP. In addition, the SEI created a two-day TSP Executive Strategy Seminar for executives and middle managers. The seminar explains the major concepts and benefits of TSP and describes how it can effectively motivate engineers and project teams.