Relevant bibliographies by topics / Team Software Process (TSP)

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Team Software Process (TSP)'

Author: Grafiati
Published: 4 June 2021
Last updated: 10 February 2022

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Journal articles on the topic "Team Software Process (TSP)"

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Hernández-López, Adrián, Ricardo Colomo-Palacios, Ángel García-Crespo, and Pedro Soto-Acosta. "Team Software Process in GSD Teams." International Journal of Human Capital and Information Technology Professionals 1, no. 3 (2010): 32–53. http://dx.doi.org/10.4018/jhcitp.2010070103.

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Distributed software development is becoming the norm for the software industry today as an organizational response to globalization and outsourcing tendencies. In this new environment, centralized models for software development team building models have to be reanalyzed. Team Software Process (TSP) guides engineering teams in developing software-intensive products and is intended to improve the levels of quality and productivity of a team’s software development project. In this paper, the authors assess the difficulty of using TSP in distributed software development environments. The objective of this assessment is twofold; firstly, know the general difficulty for using TSP in these environments, and secondly, know the caveats to be addressed in future software development team building models designed specifically for distributed environments.
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Ruano-Mayoral, Marcos, Ricardo Colomo-Palacios, Ángel García-Crespo, and Juan Miguel Gómez-Berbís. "Software Project Managers under the Team Software Process." International Journal of Information Technology Project Management 1, no. 1 (2010): 42–53. http://dx.doi.org/10.4018/jitpm.2010100204.

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Despite the clear relevance of the Information and Communications Technologies (ICT) market in world economics and the evident lack of success of software projects, organizations devote little effort to the development and maturity of the software project manager profession. This work analyzes the figure of project manager from the perspective of the Team Software Process (TSP), and it considers the required skills, attitudes and knowledge for a software development project. The basis for the study is the analysis of relevant references from the literature for their subsequent categorization into different competency concepts. The results of the analysis are compared with the contributions which the Guide to the SWEBOK® and the PMBOK® Guide models provide of the profiles of the project manager. The results indicate that the literature relating to the Team Software Process is focused on the definitions of skills and attitudes, and to a lesser extent on knowledge components. The lack of the definition of the components which comprise competency constitutes a challenge for software development organizations that use TSP, whose project managers should confront the task with full capacities, and without the help of established and recognized competencies. The current work attempts to establish the competencies for project managers identified in the literature, in the environment of the use of TSP for software development, using a study based on content analysis.
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Rodríguez-Hernández, V., M. C. Espino-Gudiño, J. L. González-Pérez, J. Gudiño-Bazaldúa, and Victor Castano. "Assessing quality in software development: An agile methodology approach." Journal of Advanced Computer Science & Technology 4, no. 2 (2015): 225. http://dx.doi.org/10.14419/jacst.v4i2.4173.

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<p>A novel methodology, result of 10 years of in-field testing, which makes possible the convergence of different types of models and quality standards for Engineering and Computer Science Faculties, is presented. Since most software-developing companies are small and medium sized, the projects developed must focuson SCRUM and Extreme Programming (XP), opposed to a RUP, which is quite heavy, as well as on Personal Software Process (PSP) and Team Software Process (TSP), which provide students with competences and a structured framework. ISO 90003:2004 norm is employed to define the processes by means of a quality system without new requirements or changing the existing ones. Also, the model is based on ISO/IEC 25000 (ISO (IEC 9126 – ISO/IEC 14598)) to allow comparing software built by different metrics.</p>
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Gwanhoo Lee, J. Alberto Espinosa, and William H. DeLone. "Task Environment Complexity, Global Team Dispersion, Process Capabilities, and Coordination in Software Development." IEEE Transactions on Software Engineering 39, no. 12 (2013): 1753–71. http://dx.doi.org/10.1109/tse.2013.40.

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Maier, Torsten, Joanna DeFranco, and Christopher Mccomb. "An analysis of design process and performance in distributed data science teams." Team Performance Management: An International Journal 25, no. 7/8 (2019): 419–39. http://dx.doi.org/10.1108/tpm-03-2019-0024.

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PurposeOften, it is assumed that teams are better at solving problems than individuals working independently. However, recent work in engineering, design and psychology contradicts this assumption. This study aims to examine the behavior of teams engaged in data science competitions. Crowdsourced competitions have seen increased use for software development and data science, and platforms often encourage teamwork between participants.Design/methodology/approachWe specifically examine the teams participating in data science competitions hosted by Kaggle. We analyze the data provided by Kaggle to compare the effect of team size and interaction frequency on team performance. We also contextualize these results through a semantic analysis.FindingsThis work demonstrates that groups of individuals working independently may outperform interacting teams on average, but that small, interacting teams are more likely to win competitions. The semantic analysis revealed differences in forum participation, verb usage and pronoun usage when comparing top- and bottom-performing teams.Research limitations/implicationsThese results reveal a perplexing tension that must be explored further: true teams may experience better performance with higher cohesion, but nominal teams may perform even better on average with essentially no cohesion. Limitations of this research include not factoring in team member experience level and reliance on extant data.Originality/valueThese results are potentially of use to designers of crowdsourced data science competitions as well as managers and contributors to distributed software development projects.
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YANG, CHI-LU, YEIM-KUAN CHANG, and CHIH-PING CHU. "AN ANALYSIS OF THE ROOT CAUSES OF DEFECTS INJECTED INTO THE SOFTWARE BY THE SOFTWARE TEAM: AN INDUSTRIAL STUDY OF THE DISTRIBUTED HEALTH-CARE SYSTEM." International Journal of Software Engineering and Knowledge Engineering 23, no. 09 (2013): 1269–88. http://dx.doi.org/10.1142/s0218194013500393.

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A root cause is a source of software defect, whose removal decreases or removes the defect. A root cause of software defect is injected into the software by software engineers during the development process. One of the main concerns of the software team leader, such as the project manager, is to determine who injected various root causes of the defects into the software and when these have been injected. In this paper, a cost-benefit scheme is presented, which allows a software team to determine skill weakness and improve team capability. The scheme provides effective in-process feedback based on the causal analysis of software defects. The proposed analysis scheme includes orthogonal root cause definitions, role-based root cause types, and gradational correction actions. In the experiment, the projects of a distributed health-care system are used to verify the efficiency of the proposed scheme. The results show that the root cause ratios (RCR) are 33.8%, 30.6%, 21.9%, 10.7%, and 3.0% in design, implementation, analysis, business and deployment, respectively. The defects in the projects mainly occurred during the design and implementation phases of the projects. Correction activities to enhance the designers’ skills, such as exception handling (40.5%) and DB/data schema (25.0%), are the top priorities that must be addressed by the software team. The findings can help the team leader to determine methods to improve these weaknesses.
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Misirli, Ayse Tosun, Ayse Bener, and Resat Kale. "AI-Based Software Defect Predictors: Applications and Benefits in a Case Study." AI Magazine 32, no. 2 (2011): 57. http://dx.doi.org/10.1609/aimag.v32i2.2348.

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Software defect prediction aims to reduce software testing efforts by guiding testers through the defect-prone sections of software systems. Defect predictors are widely used in organizations to predict defects in order to save time and effort as an alternative to other techniques such as manual code reviews. The usage of a defect prediction model in a real-life setting is difficult because it requires software metrics and defect data from past projects to predict the defect-proneness of new projects. It is, on the other hand, very practical because it is easy to apply, can detect defects using less time and reduces the testing effort. We have built a learning-based defect prediction model for a telecommunication company in the space of one year. In this study, we have briefly explained our model, presented its pay-off and described how we have implemented the model in the company. Furthermore, we compared the performance of our model with that of another testing strategy applied in a pilot project that implemented a new process called Team Software Process (TSP). Our results show that defect predictors can predict 87 percent of code defects, decrease inspection efforts by 72 percent and hence, reduces post-release defects by 44 percent. Furthermore, they can be used as complementary tools for a new process implementation whose effects on testing activities are limited.
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Prokhorenko, Oleg A. "Modeling of Glass Melting Process in Plasma-Fired Skull Furnace." Advanced Materials Research 39-40 (April 2008): 485–88. http://dx.doi.org/10.4028/www.scientific.net/amr.39-40.485.

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The present paper describes an overview of mathematical modeling of the glass melting process inside an open-top skull furnace having DC plasma discharge as the primary energy source. This melting system has been developed by Plasmelt Glass Technologies LLC (Boulder, CO, USA). A mathematical model of intensive glass melting, which is a non-stationary state process, and corresponding software have been developed by modeling team of Laboratory of Glass Properties LLC (LGP). This mathematical model has been created in parallel with the development of the melting process itself. Having a fully operational pilot unit available the Plasmelt team had the possibility to compare behavior of a real melting system with that calculated by the model. Special attention was paid to accuracy of input data on both physical properties of glass and processing parameters. The influence of absorption of radiation in short- and near- IR ranges (0.6 – 2.6 µm) by the molten glass on some key process parameters (throughput and outflow molten glass temperature) has been studied. This work has become possible because of intensive work of the joint team: Ron Gonterman and Mike Weinstein (Plasmelt), Scott Parker (University of Colorado), Oleg Prokhorenko, Sergey Tarakanov, Sergey Chivilikhin, Marina Chistokolova and Roman Eroshkin (LGP) on task formulation, experimental runs, model development, testing and verification, and physical properties studies.
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Iordache, Ana Maria Mihaela, Cezar Octavian Mihalcescu, and Beatrice Sion. "Using a software as a service program in sales-marketing: a case study on Odoo." MATEC Web of Conferences 342 (2021): 08001. http://dx.doi.org/10.1051/matecconf/202134208001.

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With the development of technology, implicitly of the fast and easy access to information, the requirements and exigencies of the customers have changed. The customer asks for much more information about a product before deciding to buy it, and a prompt response from the sales team will tip the balance decisively in favor of the seller. The success of an efficient sales team is represented by addressing to the right customers at the right time and in the right way. In the paper we analyzed how the Odoo program can be implemented within the sales-marketing department. Using specific modules, we followed the information flow of the marketing process, from market prospecting and to the registration in accounting of the invoices resulting from the orders made. We also presented the way in which marketing campaigns can be carried out, depending on the target group to which it is addressed.
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Davidson, Alistair, and Laura Klemme. "Why a CEO should think like a Scrum Master." Strategy & Leadership 44, no. 1 (2016): 36–40. http://dx.doi.org/10.1108/sl-11-2015-0086.

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Purpose – One approach for CEOs seeking to improve the effectiveness of their company’s innovation initiatives is to imitate the role that a “Scrum Master” has in high speed software development projects. Fundamentally, a Scrum Master is in the business of speeding up the rate of innovation in a software project. Design/methodology/approach – By championing Agile methodology, CEOs can focus innovation initiatives upon developing what customers prioritize and value. Pushing the organization to involve customers, and in some cases suppliers, increases the value added and value creation of the project. Findings – When a CEO practices acting like a Scrum Master, he or she does so by pursuing four goals: Keeping innovation work cycles or “Sprints” short. Focusing upon value creation and customer involvement throughout the development process. Removing barriers to development that prevent the software programmers from doing their job. Attempting to shelter developers from counterproductive interventions by external managers. Practical implications – By championing Agile teams, the CEO can communicate his or her expectation that innovations will be tested on clients and be available as a “court of last resort” to cut through the barriers and delays that prevent a development team from moving forward.” Originality/value – This article is unconventional in that it suggests that CEOs need to be particularly aware of how their actions in support of Agile teams can build medium and long term organizational capabilities. Top management oversight of Agile teams can strengthen strategic relationships with internal stakeholders, customers and suppliers.
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Dissertations / Theses on the topic "Team Software Process (TSP)"

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Gavrilov, Andrej. "Komandinio programų kūrimo proceso tyrimas." Master's thesis, Lithuanian Academic Libraries Network (LABT), 2009. http://vddb.library.lt/obj/LT-eLABa-0001:E.02~2008~D_20090908_201812-38601.

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Siekiant pagerinti kuriamų programinių produktų kokybę, IT įmonės taiko skirtingus proceso modelius. Populiariausi iš jų gebėjimo brandos modelis (CMMI) ir ISO 15504. Šie modeliai nusako, kas (kokie procesai) turi būti vykdoma brandžioje organizacijoje, tačiau neatsako į klausimą: kaip tai turi būti daroma. Komandinis programų kūrimo procesas (TSP) pateikia strategiją, kartu su procedūrų rinkiniu, skirtą disciplinuotų programų kūrimo metodų naudojimui komandos lygyje. Pagrindinė su TSP susijusi problema – oficialios dokumentacijos trūkumas. Pirmas darbo tikslas yra rekonstruoti TSP metodiką. Antras tikslas yra sukurti TSP diegimo metodiką. Pirmoje darbo dalyje yra aprašyta bendra TSP struktūra, TSP ryšys su asmeniniu programų kūrimo procesu (PSP) ir brandos modeliu CMMI. Antroje dalyje yra pateiktas rekonstruotas TSP modelis ir TSP diegimo metodika apibrėžtam projekto komandos tipui.<br>IT organizations use different models to guide their software process improvement efforts. The most popular are the Capability Maturity Model Integration for Software (CMMI-SW) and ISO 15504. Still these organizations often struggle with implementation details. Both the CMMI-SW and ISO 15504 describe what an organization at a high level of process maturity should be doing, but do not says how it should be implemented. The Team Software Process (TSP) provides a framework as well as a set of processes, procedures, guidelines, and tools for project teams to use in the mature software development process. The main problem of the Team Software Process is the lack of official documentation. So the first goal of this master thesis is to reconstruct TSP methodology. The second goal is to produce TSP implementation guide. This master thesis contains the main structure of the TSP, it’s relation with the Personal Software Process (PSP) ant the Capability Maturity Model (CMMI), reconstructed TSP model and TSP implementation guide for defined project team type.
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Konstantaras, Dimitrios, and Mustafa Tahir. "Securing Network Connected Applications with Proposed Security Models." Thesis, Växjö University, School of Mathematics and Systems Engineering, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:vxu:diva-2022.

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<p>In today’s society, serious organizations need protection against both internal and external attacks. There are many different technologies available that organizations can incorporate into their organization in order to enhance security for their networking applications. Unfortunately, security is way to often considered as an afterthought and therefore implemented as an external part of the applications. This is usually performed by introducing general security models and technologies.</p><p>However, an already developed, well structured and considered security approach – with proper implementation of security services and mechanisms – different security models can be used to apply security</p><p>within the security perimeter of an organization. It can range from built into the application to the edge of a private network, e.g. an appliance. No matter the choice, the involved people must possess security expertise to deploy the proposed security models in this paper, that have the soul purpose to secure applications.</p><p>By using the Recommendation X.800 as a comparison framework, the proposed models will be analyzed in detail and evaluated of how they provide the security services concerned in X.800. By reasoning about what security services that ought to be implemented in order to prevent or detect diverse security attacks, the organization needs to carry out a security plan and have a common understanding of the defined security policies.</p><p>An interesting finding during our work was that, using a methodology that leads to low KLOC-values results in high security, though low KLOC-values and high security go hand-in-hand.</p>
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Birtle, Malcolm. "Developing learner autonomy and process improvement in software engineering team projects." Thesis, Lancaster University, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.337459.

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Long, Rick, and Peter Crump. "SOFTWARE QUALITY AND PRODUCTIVITY: ARE THEY COMPATIBLE?" International Foundation for Telemetering, 1999. http://hdl.handle.net/10150/608443.

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International Telemetering Conference Proceedings / October 25-28, 1999 / Riviera Hotel and Convention Center, Las Vegas, Nevada<br>Many view quality and productivity as competing concepts. After all, doesn’t high software quality come at a high cost? Doesn’t it mean that a large amount of "extra stuff" needs to be done during the software development cycle? And, doesn’t that mean that software productivity takes a back seat to (and a major hit from) quality efforts? This paper will explore these issues. This paper provides some preliminary data that supports how a disciplined software engineering process can (and has) resulted in high quality software while actually increasing productivity. Data has been gathered on organizations that have a disciplined, quality-oriented software engineering process in place. That data shows that quality and productivity can (and do) coexist. The data will be discussed along with an explanation of how these results can be achieved.
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Nordenskjöld, Gustav, and Harm Andries Kingma. "Software Process Improvement Using Groupware : Supporting Distributed Cooperation in Software Development." Thesis, Blekinge Tekniska Högskola, Institutionen för programvaruteknik och datavetenskap, 2003. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-3915.

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This master thesis describes our work with Team Sweden and how we have attempted to perform a Software Process Improvement using groupware. Team Sweden is a distributed academic software development organization doing research on artificial intelligence and robotics. Such an organization has a lot to gain from the introduction of a more structured process model. We have investigated the possibility of supporting the development processes of a small software development organization by introducing groupware. Only introducing a groupware tool or technique is not enough to improve the processes of an organization. Process improvement requires an infrastructure and groupware could be a useful tool for establishing it. Improved communication and knowledge sharing through groupware can be beneficial for establishing a process infrastructure. Groupware should be used in conjunction with other process improvement measures in order to be effective and improve the capability of the targeted organization.<br>This master thesis describes our work with Team Sweden and how we have attempted to perform a Software Process Improvement using groupware.<br>gustav@nordenskjold.com hakingma@hotmail.com
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Kivistö, K. (Kari). "A third generation object-oriented process model:roles and architectures in focus." Doctoral thesis, University of Oulu, 2000. http://urn.fi/urn:isbn:9514258371.

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Abstract This thesis examines and evaluates the Object-Oriented Client/Server (OOCS) model, a process model that can be used when IT organizations develop object-oriented client/server applications. In particular, it defines the roles in the development team and combines them into the process model. Furthermore, the model focuses on the client/server architecture, considering it explicitly. The model has been under construction for several years and it has been tested in a number of industrial projects. Feedback from practice has thus been an important source when the model has been evolving into its current form. Another source for evolution has been other process models and technical progress in this field. This thesis reveals the theoretical and practical aspects that have influenced the model's characteristics and developmnt. The object-oriented paradigm has been the driving force when creating the OOCS model. The first object-oriented development models were, however, both inadequate and contradictory to each other. The OOCS model utilizes the best practices from these early models. The model also defines artifacts to be delivered in each phase. The artifacts are synchronized with the Unified Modeling Language (UML), a new standard modeling notation. From the very beginning the OOCS model has included a strong client/server viewpoint, which is not stated so clearly in other object-oriented models. A three-tier division of the application (presentation, business logic, data management) can be found in each phase. This division has become crucial in recent years, when applications have been built on distributed architecture. The team-based roles included in the model are based on the work of a few other researchers, although this topic has not gained the importance it should have had. Namely, it is people that develop the application and their involvement in the process should be stated explicitly. The roles of the developers are closely connected to the OOCS process model via the concept of activities included in the model. The roles concentrate mainly on project members, but company-level aspects have also been considered. This thesis summarizes the work carried out in the last five years. It shows how the model has evolved in practice and how other models have contributed to it. The team-based OOCS model is in use in some IT organizations. The cases presented in this thesis illustrate how to adapt the model into specific organizational needs.
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Sharma, Adhikari Ashok, and Zuhair Haroon Khan. "Wiki for Global Knowledge Management in Distributed Software Development Process." Thesis, Linnéuniversitetet, Institutionen för informatik (IK), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-28268.

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Problem Area/ Purpose  The purpose of this research is to study how geographically scattered employees learn and create new knowledge with the help of wiki tool in distributed software development process. We aim to analyze how wiki supports four modes of knowledge conversion process model and how wiki helps in solving the complex problem in virtual organization learning.  Research Methodology  In this research qualitative interview study was used. We have conducted the interview with eight developers and experts in the company. Nonaka and Takeuchi (1995) knowledge conversion model was used while conducting the interview with developers. Similarly, in this research same knowledge conversion model was used for interpreting the answers that we got from the developers and experts.  Findings/Conclusion  Wiki as a knowledge management tool is possible for providing effective as well as efficient communication as per necessity of knowledge requirement in distributed software organization. The use of wiki in the organization for the virtual learning is really beneficial for knowledge creation, solving the complex problem and obtaining the useful effect on virtual team. Some drawbacks were also seen by the expert and developers in using wiki. Those drawbacks were all about genuineness, authenticity, accuracy, trustworthy and uniqueness of knowledge content.  Research Limitation &amp; Delimitations  Due to geographically dispersed location of research sites, we faced difficulty to gather information related to company documents, reports and contextual information of organization. We conducted this research in the offices of Pakistan and office in USA.   Outcomes  The research that we have conducted showed that the developers in Software Company can share knowledge and also can learn through different modes of knowledge conversion model. This research also showed that developers are using the wiki tool for creating new knowledge as well as solving complex problem. This research helps in showing the benefit for other company and motivates the virtual organizations for implementing the use of wiki for different purposes.
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Zelazny, Lucian M. "Toward a Theory of Information System Development Success: Perceptions of Software Development Team Members." Diss., Virginia Tech, 2011. http://hdl.handle.net/10919/28014.

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This dissertation increases our understanding of information system project success by investigating how software development team members define the success of an information system development effort. The theoretical model of ISD success is developed and tested. ISD success is measured through the eyes of the software development team membersâ since they are the most influential stakeholders during the development of the system. This dissertation was conducted in two phases: 1) theory building and 2) theory testing. The theory building phase began with a thorough literature review. Semi-structured interviews were conducted and the data analyzed to add emergent concepts to the model. The result of the theory building phase is the theoretical model of ISD success. The theory testing stage began with the development and validation of a survey instrument to measure the constructs and subconstructs found within the theoretical model of ISD success. Data was collected and the model tested using partial least squares regression. The findings indicate that software development team members view ISD success as being composed of process quality, functional product quality, non-functional product quality, team member benefits, and team member satisfaction. Team member satisfaction is highly influenced by team member benefits, moderately influenced by functional product quality and slightly influence by non-functional product quality and process quality. Software development team members view process quality as being composed of within budget and process maturity; non-functional product as being composed of reliability, usability, testability, and efficiency; team member benefits as being composed of learning and teamwork; and team member satisfaction as being composed of product satisfaction, process satisfaction, and personal satisfaction. Software development team members do not view on time as a significant contributor to their definition of process quality; they do not view modifiability, portability, or reusability as significant contributors to their definition of non-functional product quality; and they do not view recognition as a significant contributor to team member benefits.<br>Ph. D.
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Mitchell, Holly. "Improving Immersive Reality Workflows and the Harvey Mudd Clinic Process." Scholarship @ Claremont, 2018. http://scholarship.claremont.edu/scripps_theses/1216.

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This paper summarizes an experience with Harvey Mudd Clinic developing a plugin for Unity that allows users to more easily reduce the polygon count and thereby load time of a model in an AR/VR experience. The project focused on UI design and flexible code architecture.
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Seppänen, P. (Pertti). "Balanced initial teams in early-stage software startups:building a team fitting to the problems and challenges." Doctoral thesis, Oulun yliopisto, 2018. http://urn.fi/urn:isbn:9789526219493.

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Abstract The rapid development of digital technology and software in recent years has created great variety of totally new business opportunities. Software startups are commonly considered to be the fastest in exploiting the new opportunities and the most innovative in creating new products and services. At the same time, software startups are often small, immature enterprises with limited resources and inexperienced teams. The initial team plays a key role in the early stages of a software startup. This research focuses on the initial team from the perspective of human capital – the knowledge, experiences, skills, and other cognitive abilities. It studies the initial team empirically, utilizing the multi-case study and triangulation methods applying the human capital, resource-based view, capability, and the opportunity discovery and creation theories. The empirical data were gathered from thirteen software startups in Italy, Norway and Finland, and from a student experiment. From the analysis of this data, a generic structure of a software startup’s initial team was identified, consisting of three different roles, with each having a specific human capital profile. This team structure sought a balance between the team’s human capital and problems and challenges to be solved. The level of the initial human capital of the team and the means to strengthen it varied, and affected the progress of the work in the studied startups. Though the components of the team’s human capital were not rare and inimitable in terms of the resource-based view, building a balanced startup team created a unique and task-specific setup, which is a key capability of a software startup. The balanced startup team structure is proposed to be the generic human capital model of a software startup’s initial team<br>Tiivistelmä Digitaalitekniikan ja ohjelmistojen nopea kehitys viime vuosina on synnyttänyt suuren joukon kokonaan uusia liiketoimintamahdollisuuksia. Ohjelmistostartup-yrityksiä pidetään yleisesti nopeimpina hyödyntämään uusia mahdollisuuksia ja erityisen innovatiivisina luomaan uusia tuotteita ja palveluita. Kuitenkin samalla, ohjelmistostartup-yritykset ovat usein pieniä, kehityksensä alussa olevia yrityksiä, joilla on pienet resurssit ja kokematon henkilökunta. Varhaisen vaiheen ohjelmistostartup-yrityksissä alkutiimin merkitys on keskeinen. Tässä tutkimuksessa tarkastellaan alkutiimiä inhimillisen pääoman, osaamisen, kokemuksen ja taitojen, näkökulmasta. Tutkimuksessa tarkastellaan alkutiimiä kokeellisesti, käyttäen monitapaustutkimuksen ja triangulaation menetelmiä ja soveltaen inhimillisen pääoman, resurssipohjaisen näkemyksen, kyvykkyyden ja liiketoimintamahdollisuuksien hyödyntämisen teorioita. Kokeellinen tutkimusaineisto on kerätty kolmestatoista yrityksestä Italiasta, Norjasta ja Suomesta ja yhdestä opiskelijoilla tehdystä kokeellisesta tutkimuksesta. Tutkimuksessa löydettiin alkutiimin yleinen malli. Mallissa on kolme roolia, kullakin oma inhimillisen pääoman profiili. Mallissa on tiimin inhimillisen pääoman ja ratkaistavien ongelmien tasapaino. Tiimien inhimillisen pääoman määrä ja sen kehitystavat vaihtelivat, ja vaikuttivat tutkittavien yritysten edistymiseen. Vaikka alkutiimien inhimillisen pääoman komponentit eivät olleet ainutkertaisia resurssipohjaisen näkemyksen kannalta, tasapainossa olevan alkutiimin rakentaminen synnytti ainutkertaisen, tehtävänmukaisen tiimirakenteen, jota voidaan pitää yrityksen keskeisenä kyvykkyytenä. Havaittu tiimirakenne esitetään yrityksen alkutiimin inhimillisen pääoman yleiseksi malliksi
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Books on the topic "Team Software Process (TSP)"

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Humphrey, Watts S. TSP--leading a development team. Addison-Wesley, 2006.

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Humphrey, Watts S. Introduction to the team software process(sm). Addison-Wesley, 2000.

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Jain, Mukesh. Delivering successful projects with TSP SM and Six Sigma: A practical guide to implementing Team. Auerbach Publications, 2008.

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Delivering Successful Projects with TSP and Six Sigma: A Practical Guide to Implementing Team Software Process. AUERBACH, 2008.

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Humphrey, Watts S. TSP(SM)-Leading a Development Team (SEI Series in Software Engineering). Addison-Wesley Professional, 2005.

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Humphrey, Watts S. Introduction to the Team Software Process(sm) (The SEI Series in Software Engineering). Addison-Wesley Professional, 1999.

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Trepulė, Elena, Airina Volungevičienė, Margarita Teresevičienė, et al. Guidelines for open and online learning assessment and recognition with reference to the National and European qualification framework: micro-credentials as a proposal for tuning and transparency. Vytauto Didžiojo universitetas, 2021. http://dx.doi.org/10.7220/9786094674792.

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These Guidelines are one of the results of the four-year research project “Open Online Learning for Digital and Networked Society” (2017-2021). The project objective was to enable university teachers to design open and online learning through open and online learning curriculum and environment applying learning analytics as a metacognitive tool and creating open and online learning assessment and recognition practices, responding to the needs of digital and networked society. The research of the project resulted in 10 scientific publications and 2 studies prepared by Vytautas Magnus university Institute of Innovative Studies research team in collaboration with their international research partners from Germany, Spain and Portugal. The final stage of the research attempted creating open and online learning assessment and recognition practices, responding to the learner needs in contemporary digital and networked society. The need for open learning recognition has been increasing during the recent decade while the developments of open learning related to the Covid 19 pandemics have dramatically increased the need for systematic and high-quality assessment and recognition of learning acquired online. The given time also relates to the increased need to offer micro-credentials to learners, as well as a rising need for universities to prepare for micro-credentialization and issue new digital credentials to learners who are regular students, as well as adult learners joining for single courses. The increased need of all labour - market participants for frequent and fast renewal of competences requires a well working and easy to use system of open learning assessment and recognition. For learners, it is critical that the micro-credentials are well linked to national and European qualification frameworks, as well as European digital credential infrastructures (e.g., Europass and similar). For employers, it is important to receive requested quality information that is encrypted in the metadata of the credential. While for universities, there is the need to properly prepare institutional digital infrastructure, organizational procedures, descriptions of open learning opportunities and virtual learning environments to share, import and export the meta-data easily and seamlessly through European Digital Hub service infrastructures, as well as ensure that academic and administrative staff has digital competencies to design, issue and recognise open learning through digital and micro-credentials. The first chapter of the Guidelines provides a background view of the European Qualification Framework and National Qualification frameworks for the further system of gaining, stacking and modelling further qualifications through open online learning. The second chapter suggests the review of current European policy papers and consultations on the establishment of micro-credentials in European higher education. The findings of the report of micro-credentials higher education consultation group “European Approach to Micro-credentials” is shortly introduced, as well as important policy discussions taking place. Responding to the Rome Bologna Comunique 2020, where the ministers responsible for higher education agreed to support lifelong learning through issuing micro-credentials, a joint endeavour of DG Employment, Social Affairs and Inclusion and DG Research and Innovation resulted in one of the most important political documents highlighting the potential of micro-credentials towards economic, social and education innovations. The consultation group of experts from the Member States defined the approach to micro-credentials to facilitate their validation, recognition and portability, as well as to foster a larger uptake to support individual learning in any subject area and at any stage of life or career. The Consultation Group also suggested further urgent topics to be discussed, including the storage, data exchange, portability, and data standards of micro-credentials and proposed EU Standard of constitutive elements of micro-credentials. The third chapter is devoted to the institutional readiness to issue and to recognize digital and micro-credentials. Universities need strategic decisions and procedures ready to be enacted for assessment of open learning and issuing micro-credentials. The administrative and academic staff needs to be aware and confident to follow these procedures while keeping the quality assurance procedures in place, as well. The process needs to include increasing teacher awareness in the processes of open learning assessment and the role of micro-credentials for the competitiveness of lifelong learners in general. When the strategic documents and procedures to assess open learning are in place and the staff is ready and well aware of the processes, the description of the courses and the virtual learning environment needs to be prepared to provide the necessary metadata for the assessment of open learning and issuing of micro-credentials. Different innovation-driven projects offer solutions: OEPass developed a pilot Learning Passport, based on European Diploma Supplement, MicroHE developed a portal Credentify for displaying, verifying and sharing micro-credential data. Credentify platform is using Blockchain technology and is developed to comply with European Qualifications Framework. Institutions, willing to join Credentify platform, should make strategic discussions to apply micro-credential metadata standards. The ECCOE project building on outcomes of OEPass and MicroHE offers an all-encompassing set of quality descriptors for credentials and the descriptions of learning opportunities in higher education. The third chapter also describes the requirements for university structures to interact with the Europass digital credentials infrastructure. In 2020, European Commission launched a new Europass platform with Digital Credential Infrastructure in place. Higher education institutions issuing micro-credentials linked to Europass digital credentials infrastructure may offer added value for the learners and can increase reliability and fraud-resistant information for the employers. However, before using Europass Digital Credentials, universities should fulfil the necessary preconditions that include obtaining a qualified electronic seal, installing additional software and preparing the necessary data templates. Moreover, the virtual learning environment needs to be prepared to export learning outcomes to a digital credential, maintaining and securing learner authentication. Open learning opportunity descriptions also need to be adjusted to transfer and match information for the credential meta-data. The Fourth chapter illustrates how digital badges as a type of micro-credentials in open online learning assessment may be used in higher education to create added value for the learners and employers. An adequately provided metadata allows using digital badges as a valuable tool for recognition in all learning settings, including formal, non-formal and informal.
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Book chapters on the topic "Team Software Process (TSP)"

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Costa Silva, Camila, Fabian Gilson, and Matthias Galster. "Comparison Framework for Team-Based Communication Channels." In Product-Focused Software Process Improvement. Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-35333-9_22.

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Kettunen, Petri. "Orienting High Software Team Performance: Dimensions for Aligned Excellence." In Product-Focused Software Process Improvement. Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-39259-7_31.

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Seppänen, Pertti, Kari Liukkunen, and Markku Oivo. "Little Big Team: Acquiring Human Capital in Software Startups." In Product-Focused Software Process Improvement. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-69926-4_20.

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Kortum, Fabian, Jil Klünder, and Kurt Schneider. "Don’t Underestimate the Human Factors! Exploring Team Communication Effects." In Product-Focused Software Process Improvement. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-69926-4_36.

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Razzak, Mohammad Abdur, John Noll, Ita Richardson, Clodagh Nic Canna, and Sarah Beecham. "Transition from Plan Driven to SAFe®: Periodic Team Self-Assessment." In Product-Focused Software Process Improvement. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-69926-4_47.

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Basri, Shuib, and Rory V. O’Connor. "A Study of Software Development Team Dynamics in SPI." In Systems, Software and Service Process Improvement. Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-22206-1_13.

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Kortum, Fabian, Oliver Karras, Jil Klünder, and Kurt Schneider. "Towards a Better Understanding of Team-Driven Dynamics in Agile Software Projects." In Product-Focused Software Process Improvement. Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-35333-9_56.

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Tomlinson, Todd. "Building a Practical Software Development Process and Team." In Enterprise Drupal 8 Development. Apress, 2017. http://dx.doi.org/10.1007/978-1-4842-0253-1_2.

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Berntsson Svensson, Richard. "Measuring Team Innovativeness: A Multiple Case Study of Agile and Lean Software Developing Companies." In Product-Focused Software Process Improvement. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-69926-4_4.

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Acuña Castillo, Silvia Teresita, Marta Gómez, and Kostadin Koroutchev. "INTEAMSE 2012 1st Workshop on Managing the Influence of People and Team Factors in SE." In Product-Focused Software Process Improvement. Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-31063-8_30.

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Conference papers on the topic "Team Software Process (TSP)"

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Salimov, Rail, Javier Torres, Yousif Al Katheeri, Yousef Alhammadi, and Ahmed Abdelrahman. "Automation of Formation Tops Estimation Dramatically Reduces Well Planning Process Duration." In SPE/IADC Middle East Drilling Technology Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/202139-ms.

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Abstract Aiming to make the well planning process leaner and agile focusing on duration reduction without compromising quality of deliverables, automation opportunities have been identified within the multi-discipline iterations. The two key criteria considered for the selection of the automation project were: Minimum deployment effort and Maximum value added in efficiency. The initial project objective was to calculate formation tops for a well engineer without requiring the intervention of a geoscientist using commercial software. The methodology utilized is the following: 1. Inputs: Well trajectory and Surfaces. 2. Process: The algorithm finds intersections between surfaces and well trajectory. Surfaces and trajectory are represented as a set of XYZ points. To find the intersection, the software iterates through each point of the trajectory from the top, comparing the depth of the projection to the target surface. The projected depth to the surface is found by 2D interpolation of the surface. Once the trajectory point becomes deeper than the surface projection, the intersection is estimated using geometrical considerations of similar triangles. 3. Deliverables: Estimated formation tops for the given trajectory. 4. Results: Simple in-house developed software enhanced well planning workflow in an Offshore Green Field. The software converted to single executable file and can be run on any device without the open-source software installed. Very accurate results achieved with proposed algorithm with a negligible difference of 0.5 feet with the geoscience traditional software. Well planning duration reduced from average 1 week to 1 or 2 days. The workload for well engineers and the asset team has been dramatically reduced. Reduction of the number of commercial geoscience software licenses required. Way forward: A test with a slightly modified code was used to generate formation tops for more than 400 well in a Long-Term Field Development Plan project for a Brown Field during feasibility study. Upscale to all the Fields within the organization. Improve User Interface for better adoption. Include more formats for both, trajectories, and surfaces. Reduce computing time. This project represents the first initiative in the organization aiming to automate the well planning process. Overall, it represents the beginning of a journey where multiple opportunities for automation can be achieved using an open-source coding software that allows any engineer with little to no experience coding to being able to generate solutions to address daily challenges.
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Miller, Phillip. "Team software process." In the 2009 Annual Research Conference of the South African Institute of Computer Scientists and Information Technologists. ACM Press, 2009. http://dx.doi.org/10.1145/1632149.1632150.

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Robillard, Pierre N., and Mathieu Lavallee. "Software team processes: A taxonomy." In 2012 International Conference on Software and System Process (ICSSP). IEEE, 2012. http://dx.doi.org/10.1109/icssp.2012.6225952.

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Yu, Hongyun, Xiaohong Bao, and Shunkun Yang. "Research and Improvement of Team Software Process." In 2009 WRI World Congress on Computer Science and Information Engineering. IEEE, 2009. http://dx.doi.org/10.1109/csie.2009.911.

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Bosetti, Paolo, and Francesco Biral. "Rapid Development of a CNC Software Within Manufacturing Automation Courses." In ASME 2008 International Mechanical Engineering Congress and Exposition. ASMEDC, 2008. http://dx.doi.org/10.1115/imece2008-68420.

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A significant part of a Manufacturing Automation course is devoted to CNC machine tools, their architecture, and the part programming languages (APT, ISO G-code and so on). Nevertheless, it is not trivial to provide the students with a complete understanding of the relationships between the machine dynamics, the path planning strategy, and the control systems. For this reason, a short laboratory course has been developed aimed at the programming of a simplified CNC software with the following functionalities: to parse a part program written in a subset of the ISO G-code; to process the instruction blocks and to generate trapezoidal velocity profiles; to convert the velocity profiles reference trajectory; to interpolate the reference trajectory at the servo loop control frequency. In order to shorten the development time, the following choices have been made. The parser only implements a small subset of the ISO G-code, which is point-to-point positioning (G00), linear interpolation (G01) and full stop (M30). The velocity profiles are calculated as acceleration-limited trapezoidal profiles with zero-feed velocity boundary conditions. Finally, the system is developed in Ruby, which is an object-oriented scripting language, easy to learn and well suited for rapid prototyping of complex software systems. This is why the project has been named RNC (Ruby Numerical Control). At the course start, the overall system architecture is explained and is translated in the set of Ruby classes that have to be developed, and classes interfaces are mandatorily determined. During the laboratory activity, students work in teams, and each team is encouraged to work separately on the development of each Ruby class. At the end of the development phase, the students can interface the RNC they wrote with a machine tool simulator (developed separately) and use the whole software system to test the accuracy of the tool-tip trajectories as a function of the system parameters (servo loop gains, motors torque, masses and dynamic performance of the virtual machine tool). Moreover, thanks to the object-based architecture of RNC and to the common, pre-determined class interfaces, the students can then swap and mix different implementations of the above reported functionalities, as well as enhanced versions provided by the teacher. With respect to other similar Mathlab/Simulink based solutions, the presented laboratory activity brings a more detailed insight into a CNC software still limiting the code complexity thanks to the Ruby language and it is only based on open-source tools.
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Balbontin, Alejandro, and Baback Yazdani. "Global New Product Development Strategies and I.T. Applications." In ASME 1999 Design Engineering Technical Conferences. American Society of Mechanical Engineers, 1999. http://dx.doi.org/10.1115/detc99/eim-9007.

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Abstract This report presents the results of the 1998 Global New Product Development Survey, carried-out by the Warwick Manufacturing Group at the University of Warwick (UK). The survey is based on a questionnaire addressed to 637 firms with turnover greater than £ 30 million ($ 45 million), operating in the UK across key industrial sectors and engaged in New Product Development (NPD). Response rate was of 8%. Global NPD practices include product standardization, the strategy used to allocate NPD centers (related to business units and geographically), the level of centralization of tasks, the level of NPD outsourcing, the use of external collaboration and the use of Information Technology (IT) applications to support the NPD process. It was found that firms with products designed for global markets have about an 8 times greater potential to export than those firms who only standardize core components. Firms that collaborate more with external entities implement universal products more easily. Based on the “pretax profit in the last four years of business activity”, the respondent firms with losses have an average of 7 business sectors, whereas the top ten profitable firms have an average of only 4 business sectors, this relationship also applies to NPD activities. It was found that firms manage the collaborative ventures through either team members or team leaders and that top management involvement is only on a small scale. IT communication tools (e-mail and video-conferencing), followed by administration tools (project-planning and presentation software) are the main priorities in firms with widely distributed teams.
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Poh Yee Wong. "A team-based process improvement initiative." In Proceedings of 20th International Computer Software and Applications Conference: COMPSAC '96. IEEE, 1996. http://dx.doi.org/10.1109/cmpsac.1996.544610.

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Cannon, Robert, Thomas B. Hilburn, and Jorge Diaz-Herrera. "Teaching a software project course using the team software process." In the 33rd SIGCSE technical symposium. ACM Press, 2002. http://dx.doi.org/10.1145/563340.563486.

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Fahmi, Syed Ahsan, and Ho-Jin Choi. "A Survey on Team Software Process Supporting Tools." In 2008 Third International Conference on Convergence and Hybrid Information Technology (ICCIT). IEEE, 2008. http://dx.doi.org/10.1109/iccit.2008.308.

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Tashakkori, Rahman, and Zachary W. Andrews. "A team software process approach to database course." In ACM SE '18: Southeast Conference. ACM, 2018. http://dx.doi.org/10.1145/3190645.3190676.

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Reports on the topic "Team Software Process (TSP)"

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Humphrey, Watts S. The Team Software Process (TSP). Defense Technical Information Center, 2000. http://dx.doi.org/10.21236/ada386941.

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Chick, Timothy A., Robert Cannon, James McHale, et al. Team Software Process (TSP) Coach Mentoring Program Guidebook. Defense Technical Information Center, 2009. http://dx.doi.org/10.21236/ada512361.

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Humphrey, Watts S., Timothy A. Chick, William Nichols, and Marsha Pomeroy-Huff. Team Software Process (TSP) Body of Knowledge (BOK). Defense Technical Information Center, 2010. http://dx.doi.org/10.21236/ada634307.

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Callison, Rachel, and Marlene MacDonald. A Bibliography of the Personal Software Process (PSP) and the Team Software Process (TSP). Defense Technical Information Center, 2009. http://dx.doi.org/10.21236/ada512317.

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Chick, Timothy A., Robert Cannon, James McHale, et al. Team Software Process (TSP) Coach Mentoring Program Guidebook Version 1.1. Defense Technical Information Center, 2010. http://dx.doi.org/10.21236/ada528656.

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McAndrews, Donald R. The Team Software Process (TSP): An Overview and Preliminary Results of Using Disciplined Practices. Defense Technical Information Center, 2000. http://dx.doi.org/10.21236/ada387061.

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Nord, Robert L., James McHale, and Felix Bachmann. Combining Architecture-Centric Engineering with the Team Software Process. Defense Technical Information Center, 2010. http://dx.doi.org/10.21236/ada536714.

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Davis, Noopur, and Jim McHale. Relating the Team Software Process(SM) (TSPSM) to the Capability Maturity Model for Software (SW-CMM). Defense Technical Information Center, 2002. http://dx.doi.org/10.21236/ada404970.

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McAndrews, Don, Janice M. Ryan, and Priscilla Fowler. A Turbo-Team Approach to Establishing a Software Test Process at Union Switch and Signal. Defense Technical Information Center, 1997. http://dx.doi.org/10.21236/ada324230.

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Petrie, John, Yan Qi, Mark Cornwell, et al. Design of Living Barriers to Reduce the Impacts of Snowdrifts on Illinois Freeways. Illinois Center for Transportation, 2020. http://dx.doi.org/10.36501/0197-9191/20-019.

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Blowing snow accounts for a large part of Illinois Department of Transportation’s total winter maintenance expenditures. This project aims to develop recommendations on the design and placement of living snow fences (LSFs) to minimize snowdrift on Illinois highways. The research team examined historical IDOT data for resource expenditures, conducted a literature review and survey of northern agencies, developed and validated a numerical model, field tested selected LSFs, and used a model to assist LSF design. Field testing revealed that the proper snow fence setback distance should consider the local prevailing winter weather conditions, and snow fences within the right-of-way could still be beneficial to agencies. A series of numerical simulations of flow around porous fences were performed using Flow-3D, a computational fluid dynamics software. The results of the simulations of the validated model were employed to develop design guidelines for siting LSFs on flat terrain and for those with mild slopes (&lt; 15° from horizontal). Guidance is provided for determining fence setback, wind characteristics, fence orientation, as well as fence height and porosity. Fences comprised of multiple rows are also addressed. For sites with embankments with steeper slopes, guidelines are provided that include a fence at the base and one or more fence on the embankment. The design procedure can use the available right-of-way at a site to determine the appropriate fence characteristics (e.g., height and porosity) to prevent snow deposition on the road. The procedure developed in this work provides an alternative that uses available setback to design the fence. This approach does not consider snow transport over an entire season and may be less effective in years with several large snowfall events, very large single events, or a sequence of small events with little snowmelt in between. However, this procedure is expected to be effective for more frequent snowfall events such as those that occurred over the field-monitoring period. Recommendations were made to facilitate the implementation of research results by IDOT. The recommendations include a proposed process flow for establishing LSFs for Illinois highways, LSF siting and design guidelines (along with a list of suitable plant species for LSFs), as well as other implementation considerations and identified research needs.
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