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page 1 Sponsored by the U.S. Department of Defense © 2005 by Carnegie Mellon University Watts S. Humphrey Software Engineering Institute Carnegie Mellon University SEMAT Position Summary
© 2006 by Carnegie Mellon University The Software Problem Software projects have consistently failed, and the largest fail the most often. Every study has concluded that the cause is poor management; technical issues are rarely to blame. The problem is management and not managers. Until we fix these management “details”, our field cannot truly advance. Like surgery, until doctors learned to keep patients from dying, advanced surgical methods were pointless.
© 2006 by Carnegie Mellon University 3 The Management Problem Software is hard to manage because it is knowledge work. Peter Drucker said that managers can’t manage knowledge work; the knowledge workers must manage themselves. Today, software professionals do not know how to manage themselves. When they are properly trained and do manage themselves, the results are extraordinary.
© 2006 by Carnegie Mellon University Organizations Using TSP Advanced Information Services, Inc. Centro De Investigacion En Matamaticas Chinasoft International, Inc. COmputing TechnologieS, Inc. Davis Systems DEK International GmbH Delaware Software, S.A. de C.V. Delivery Excellence Grupo Empresarial Eisei, S.A. de C.V. Herbert Consulting Hitachi Software Engineering Co., Ltd. Idea Entity Corp. InnerWorkings, Inc. Instituto Tecnologico y de Estudios Superiores de Monterrey It Era S,A, de C,.V. Kernel Technologies Group, S.A. de CV SILAC Ingenieria de Software S.A. de C.V. SKIZCorp Technology Software Engineering Competence Center (SECC) Software Park Thailand STPP, Inc. TOWA INTEGRADADORA S.A. de C.V. TRX Universidad Autonoma De Zacatecas Universidad de Monterrey Universidad Regiomotana A.C. University of Aizu U.S. Air Force (CRSIP/STSC) U.S. Census Bureau U.S. Navy Air Systems Command (NAVAIR) U.S. Naval Oceanographic Office (NAVO) Knowledge Partner QR Pvt. Ltd. Kyushu Institute of Technology L. G. Electronics LogiCare Motiva, LLC National Aeronautics & Space Administration Next Process Institute Ltd. Praxis High Integrity Systems Process & Project Health Services Procesix PS&J Consulting - Software Six Sigma QuarkSoft Sandia National Laboratories Science Applications International Corporation (SAIC) Siemens AG
© 2006 by Carnegie Mellon University Cost and Schedule Performance With timely and precise data, TSP teams can manage their schedule performance. Effort Schedule
© 2006 by Carnegie Mellon University Developers Like the TSP* % Favorable Engineers love it… Once they adopt it they can’t imagine going back * Intuit TSP Survey Results
© 2006 by Carnegie Mellon University 7 Self Management The basic elements of self management are to use a defined process plan the work measure and track the work manage quality regularly report status These practices can be taught in one full-time week. To actually use these practices, however, software professionals must work on coached teams or follow self- management disciplines throughout their education.
© 2006 by Carnegie Mellon University 8 Results Self-management disciplines are needed to provide the information needed for the SEMAT initiative. Once these disciplines are routinely taught, the software profession will be able to develop as an engineering and scientific discipline. Then we should be able to achieve the technical advances that we can only dream about today.
This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Sponsored by the U.S. Department.
Page 1 Sponsored by the U.S. Department of Defense © 2007 by Carnegie Mellon University Watts S. Humphrey The Software Engineering Institute Carnegie Mellon.
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