Introducing the PSP and TSP into an Organization

Introducing PSP and TSP into an organization is challenging because you are initiating a change in the personal work habits of your engineers. We recommend the following proven introduction strategy that helps ensure a successful rollout.

The tasks in this introduction plan address the training and support needs of the executives, managers, and engineers that are involved in the initial introduction. The plan includes tasks to establish an internal training and support capability and to then transition the responsibility for training and support to your organization.

This introduction strategy is consistent with the Software Engineering Institute’s (SEI) Capability Maturity Model^® (CMM^®) for Software and the IDEAL^SM model as they are applied to organizational process improvement. The introduction strategy conducts two to four pilot projects with TSP, gain experience with it, demonstrate early results then expand it to the organization in a measured way. The strategy involves these steps.

1. We conduct an Executive Seminar and planning session on the PSP and the TSP.

2. We work with the organization to select an overall approach, identify managers, engineers, and teams that will participate, select pilot projects and develop a schedule for introducing the PSP and TSP.

3. We train the managers, engineers and support staff involved in the pilot projects (courses).

4. One or more of your people are trained as PSP instructors directly by the SEI. See PSP Instructor Course

5. Working with us, a team of engineers, managers and the organization's software engineering process group (SEPG) make adjustments as necessary to integrate the PSP/TSP with the organizational processes.

6. With our support, two to four pilot project teams implement the PSP within the TSP framework. Data and lessons learned are gathered and evaluated.

7. With our guidance, your organization develops a plan to complete the transition to practice and begins the implementation of its full-scale implementation.

8. One or more of your people are trained as TSP coaches directly by the SEI. See TSP Coach Course

Introduction Time-Table

The SEI has been transitioning TSP into organizations since 1997 and has gained significant experience with issues surrounding the introduction of this technology. Based on these experiences, the SEI has defined an introduction strategy (Figure 4) and has developed supporting materials to facilitate the implementation of that strategy. The introduction strategy starts with trial use. The TSP is first piloted on several small projects to evaluate both the transition approach and the impact of TSP on the organization. The pilots also build the understanding, sponsorship, and support needed for broad acceptance of the TSP in the organization.

All team members and all of their management are trained prior to the start of the pilot effort. The senior management attends a two-day executive seminar and planning session; the middle and line management attend three days of training; the engineers complete the two-week PSP for Engineers course. The pilot teams are then started with a launch, and they begin to use the TSP process as they do project work. Pilot projects can rapidly demonstrate the benefits of using the TSP and results from the pilot projects can be used to tailor and improve both the TSP and the introduction strategy.

During the pilot projects, the organization develops their own in-house PSP instructors and TSP coaches by sending select individuals to the SEI for training.

Mechanics of Introducing TSP

Watts Humphrey created a series of articles on the mechanics of introducing software process improvement into an organization.

To obtain the Adobe Acrobat Reader, click here.

1. Doing Disciplined Work

2, Getting Management Support for Process Improvement

3. Making the Strategic Case for Process Improvement

4. Making the Tactical Case for Process Improvement

5. Justifying a Process Improvement Proposal (ROI)