1 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Supplementary Slides for Software Engineering: A Practitioner's Approach, 5/e Parts One & Two Supplementary Slides for Software Engineering: A Practitioner's Approach, 5/e Parts One & Two copyright © 1996, 2001 R.S. Pressman & Associates, Inc. For University Use Only May be reproduced ONLY for student use at the university level when used in conjunction with Software Engineering: A Practitioner's Approach. Any other reproduction or use is expressly prohibited. This presentation, slides, or hardcopy may NOT be used for short courses, industry seminars, or consulting purposes.

2 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Chapter 1 The Product

3 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 What is Software? Software is a set of items or objects that form a “configuration” that includes programs documents data...

4 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 What is Software?  software is engineered  software doesn’t wear out  software is complex  software is a ‘differentiator’  software is like an ‘aging factory’

5 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Wear vs. Deterioration

6 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 The Cost of Change

7 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Software Applications  system software  real-time software  business software  engineering/scientific software  embedded software  PC software  AI software  WebApps (Web applications)

8 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Software Poses Challenges

9 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Chapter 2 The Process

10 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Software Engineering A Layered Technology Software Engineering a “quality” focus process model methods tools

11 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 A Common Process Framework Common process framework Framework activities work tasks work products milestones & deliverables QA checkpoints Umbrella Activities

12 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Umbrella Activities  Software project management  Formal technical reviews  Software quality assurance  Software configuration management  Document preparation and production  Reusability management  Measurement  Risk management

13 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Process as Problem Solving

14 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 The Process Model: Adaptability  the framework activities will always be applied on every project... BUT  the tasks (and degree of rigor) for each activity will vary based on:  the type of project (an “entry point” to the model)  characteristics of the project  common sense judgment; concurrence of the project team

15 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 The Primary Goal: High Quality Remember: High quality = project timeliness Why? Less rework!

16 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 The Linear Model

17 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Iterative Models Prototyping RAD

18 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 The Incremental Model

19 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 An Evolutionary (Spiral) Model

20 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Still Other Process Models  Component assembly model—the process to apply when reuse is a development objective  Concurrent process model—recognizes that different part of the project will be at different places in the process  Formal methods—the process to apply when a mathematical specification is to be developed  Cleanroom software engineering—emphasizes error detection before testing

21 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Chapter 3 Project Management

22 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 The 4 P’s  People — the most important element of a successful project  Product — the software to be built  Process — the set of framework activities and software engineering tasks to get the job done  Project — all work required to make the product a reality

23 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Software Projects size delivery deadline budgets and costs application domain technology to be implemented system constraints user requirements available resources Factors that influence the end result...

24 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Project Management Concerns

25 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Why Projects Fail? an unrealistic deadline is established an unrealistic deadline is established changing customer requirements changing customer requirements an honest underestimate of effort an honest underestimate of effort predictable and/or unpredictable risks predictable and/or unpredictable risks technical difficulties technical difficulties miscommunication among project staff miscommunication among project staff failure in project management failure in project management

26 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Software Teams  the difficulty of the problem to be solved  the size of the resultant program(s) in lines of code or function points  the time that the team will stay together (team lifetime)  the degree to which the problem can be modularized  the required quality and reliability of the system to be built  the rigidity of the delivery date  the degree of sociability (communication) required for the project The following factors must be considered when selecting a software project team structure...

27 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001  closed paradigm—structures a team along a traditional hierarchy of authority (similar to a CC team)  random paradigm—structures a team loosely and depends on individual initiative of the team members  open paradigm—attempts to structure a team in a manner that achieves some of the controls associated with the closed paradigm but also much of the innovation that occurs when using the random paradigm  synchronous paradigm—relies on the natural compartment- alization of a problem and organizes team members to work on pieces of the problem with little active communication among themselves Organizational Paradigms suggested by Constantine [CON93]

28 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Defining the Problem  establish scope—a narrative that bounds the problem  decomposition—establishes functional partitioning

29 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Melding Problem and Process

30 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 To Get to the Essence of a Project  Why is the system being developed?  What will be done? By when?  Who is responsible for a function?  Where are they organizationally located?  How will the job be done technically and managerially?  How much of each resource (e.g., people, software, tools, database) will be needed? Barry Boehm

31 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Critical Practices  Formal risk analysis  Empirical cost and schedule estimation  Metrics-based project management  Earned value tracking  Defect tracking against quality targets  People aware project management

32 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Chapter 4 Software Process and Project Metrics

33 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Measurement & Metrics... collecting metrics is too hard... it's too time-consuming... it's too political... it won't prove anything... Anything that you need to quantify can be measured in some way that is superior to not measuring it at all.. Tom Gilb

34 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Why do we Measure?  To characterize  To evaluate  To predict  To improve

35 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 A Good Manager Measures measurement What do we use as a basis? size? size? function? function? project metrics process metrics process product product metrics

36 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Process Metrics  majority focus on quality achieved as a consequence of a repeatable or managed process  statistical SQA data  error categorization & analysis  defect removal efficiency  propagation from phase to phase  reuse data

37 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Project Metrics  Effort/time per SE task  Errors uncovered per review hour  Scheduled vs. actual milestone dates  Changes (number) and their characteristics  Distribution of effort on SE tasks

38 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Product Metrics  focus on the quality of deliverables  measures of analysis model  complexity of the design  internal algorithmic complexity  architectural complexity  data flow complexity  code measures (e.g., Halstead)  measures of process effectiveness  e.g., defect removal efficiency

39 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Metrics Guidelines  Use common sense and organizational sensitivity when interpreting metrics data.  Provide regular feedback to the individuals and teams who have worked to collect measures and metrics.  Don’t use metrics to appraise individuals.  Work with practitioners and teams to set clear goals and metrics that will be used to achieve them.  Never use metrics to threaten individuals or teams.  Metrics data that indicate a problem area should not be considered “negative.” These data are merely an indicator for process improvement.  Don’t obsess on a single metric to the exclusion of other important metrics.

40 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Normalization for Metrics

41 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Typical Size-Oriented Metrics  errors per KLOC (thousand lines of code)  defects per KLOC  $ per LOC  page of documentation per KLOC  errors / person-month  LOC per person-month  $ / page of documentation

42 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Typical Function-Oriented Metrics  errors per FP (thousand lines of code)  defects per FP  $ per FP  pages of documentation per FP  FP per person-month

43 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Why Opt for FP Measures?

44 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Computing Function Points

45 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Analyzing the Information Domain

46 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Taking Complexity into Account

47 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Measuring Quality  Correctness — the degree to which a program operates according to specification  Maintainability—the degree to which a program is amenable to change  Integrity—the degree to which a program is impervious to outside attack  Usability—the degree to which a program is easy to use

48 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Defect Removal Efficiency DRE = (errors) / (errors + defects) where errors = problems found before release defects = problems found after release

49 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Managing Variation The mR Control Chart

50 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Chapter 5 Software Project Planning

51 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Software Project Planning The overall goal of project planning is to establish a pragmatic strategy for controlling, tracking, and monitoring a complex technical project. Why? So the end result gets done on time, with quality!

52 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 The Steps  Scoping—understand the problem and the work that must be done  Estimation—how much effort? how much time?  Risk—what can go wrong? how can we avoid it? what can we do about it?  Schedule—how do we allocate resources along the timeline? what are the milestones?  Control strategy—how do we control quality? how do we control change?

53 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Write it Down! SoftwareProjectPlan Project Scope EstimatesRisksSchedule Control strategy

54 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 To Understand Scope...  Understand the customers needs  understand the business context  understand the project boundaries  understand the customer’s motivation  understand the likely paths for change  understand that... Even when you understand, nothing is guaranteed!

55 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Cost Estimation project scope must be explicitly defined task and/or functional decomposition is necessary historical measures (metrics) are very helpful at least two different techniques should be used remember that uncertainty is inherent

56 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Estimation Techniques  past (similar) project experience  conventional estimation techniques  task breakdown and effort estimates  size (e.g., FP) estimates  tools (e.g., Checkpoint)

57 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Functional Decomposition Statement of Scope perform a "grammatical parse" functionaldecomposition

58 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Creating a Task Matrix Obtained from “process framework” applicationfunctions framework activities Effort required to accomplish each framework activity for each application function

59 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Conventional Methods: LOC/FP Approach  compute LOC/FP using estimates of information domain values  use historical effort for the project

60 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Example: LOC Approach

61 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Example: FP Approach

62 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Tool-Based Estimation project characteristics calibration factors LOC/FP data

63 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Empirical Estimation Models General form: effort = tuning coefficient * size exponent usually derived as person-months of effort required either a constant or a number derived based on complexity of project usually LOC but may also be function point empirically derived

64 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Estimation Guidelines estimate using at least two techniques get estimates from independent sources avoid over-optimism, assume difficulties you've arrived at an estimate, sleep on it adjust for the people who'll be doing the job—they have the highest impact

65 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 The Make-Buy Decision

66 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Computing Expected Cost (path probability) x (estimated path cost) (path probability) x (estimated path cost) i i For example, the expected cost to build is: expected cost = 0.30($380K)+0.70($450K) similarly, expected cost = $382K expected cost = $267K expected cost = $410K build reuse buy contr expected cost = = $429 K

67 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Chapter 6 Risk Management

68 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Project Risks What can go wrong? What is the likelihood? What will the damage be? What can we do about it?

69 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Reactive Risk Management  project team reacts to risks when they occur  mitigation—plan for additional resources in anticipation of fire fighting  fix on failure—resource are found and applied when the risk strikes  crisis management—failure does not respond to applied resources and project is in jeopardy

70 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Proactive Risk Management  formal risk analysis is performed  organization corrects the root causes of risk  TQM concepts and statistical SQA  examining risk sources that lie beyond the bounds of the software  developing the skill to manage change

71 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 RISK Risk Management Paradigm control identify analyze plan track

72 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Building a Risk Table RiskProbabilityImpactRMMM RiskMitigationMonitoring&Management

73 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Building the Risk Table  Estimate the probability of occurrence  Estimate the impact on the project on a scale of 1 to 5, where  1 = low impact on project success  5 = catastrophic impact on project success  sort the table by probability and impact

74 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001  mitigation—how can we avoid the risk?  monitoring—what factors can we track that will enable us to determine if the risk is becoming more or less likely?  management—what contingency plans do we have if the risk becomes a reality? Risk Mitigation, Monitoring, and Management

75 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Risk Due to Product Size estimated size of the product in LOC or FP? estimated size of the product in LOC or FP? estimated size of product in number of programs, estimated size of product in number of programs, files, transactions? percentage deviation in size of product from percentage deviation in size of product from average for previous products? size of database created or used by the product? size of database created or used by the product? number of users of the product? number of users of the product? number of projected changes to the requirements number of projected changes to the requirements for the product? before delivery? after delivery? amount of reused software? amount of reused software? Attributes that affect risk:

76 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Risk Due to Business Impact affect of this product on company revenue? affect of this product on company revenue? visibility of this product by senior management? visibility of this product by senior management? reasonableness of delivery deadline? reasonableness of delivery deadline? number of customers who will use this product number of customers who will use this product interoperability constraints interoperability constraints sophistication of end users? sophistication of end users? amount and quality of product documentation that amount and quality of product documentation that must be produced and delivered to the customer? governmental constraints governmental constraints costs associated with late delivery? costs associated with late delivery? costs associated with a defective product? costs associated with a defective product? Attributes that affect risk:

77 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Risks Due to the Customer Have you worked with the customer in the past? Have you worked with the customer in the past? Does the customer have a solid idea of requirements? Does the customer have a solid idea of requirements? Has the customer agreed to spend time with you? Has the customer agreed to spend time with you? Is the customer willing to participate in reviews? Is the customer willing to participate in reviews? Is the customer technically sophisticated? Is the customer technically sophisticated? Is the customer willing to let your people do their Is the customer willing to let your people do their job—that is, will the customer resist looking over your shoulder during technically detailed work? Does the customer understand the software Does the customer understand the software engineering process? Questions that must be answered:

78 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Risks Due to Process Maturity Have you established a common process framework? Have you established a common process framework? Is it followed by project teams? Is it followed by project teams? Do you have management support for Do you have management support for software engineering Do you have a proactive approach to SQA? Do you have a proactive approach to SQA? Do you conduct formal technical reviews? Do you conduct formal technical reviews? Are CASE tools used for analysis, design and Are CASE tools used for analysis, design and testing? Are the tools integrated with one another? Are the tools integrated with one another? Have document formats been established? Have document formats been established? Questions that must be answered:

79 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Technology Risks Is the technology new to your organization? Is the technology new to your organization? Are new algorithms, I/O technology required? Are new algorithms, I/O technology required? Is new or unproven hardware involved? Is new or unproven hardware involved? Does the application interface with new software? Does the application interface with new software? Is a specialized user interface required? Is a specialized user interface required? Is the application radically different? Is the application radically different? Are you using new software engineering methods? Are you using new software engineering methods? Are you using unconventional software development Are you using unconventional software development methods, such as formal methods, AI-based approaches, artificial neural networks? Are there significant performance constraints? Are there significant performance constraints? Is there doubt the functionality requested is "do-able?" Is there doubt the functionality requested is "do-able?" Questions that must be answered:

80 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Staff/People Risks Are the best people available? Are the best people available? Does staff have the right skills? Does staff have the right skills? Are enough people available? Are enough people available? Are staff committed for entire duration? Are staff committed for entire duration? Will some people work part time? Will some people work part time? Do staff have the right expectations? Do staff have the right expectations? Have staff received necessary training? Have staff received necessary training? Will turnover among staff be low? Will turnover among staff be low? Questions that must be answered:

81 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Project: Embedded software for XYZ system Risk type: schedule risk Priority (1 low... 5 critical): 4 Risk factor: Project completion will depend on tests which require hardware component under development. Hardware component delivery may be delayed Probability: 60 % Impact: Project completion will be delayed for each day that hardware is unavailable for use in software testing Monitoring approach: Scheduled milestone reviews with hardware group Scheduled milestone reviews with hardware group Contingency plan: Modification of testing strategy to accommodate delay using Modification of testing strategy to accommodate delay using software simulation software simulation Estimated resources: 6 additional person months beginning Recording Risk Information

82 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Chapter 7 Project Scheduling and Tracking

83 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Why Are Projects Late?  an unrealistic deadline established by someone outside the software development group  changing customer requirements that are not reflected in schedule changes;  an honest underestimate of the amount of effort and/or the number of resources that will be required to do the job;  predictable and/or unpredictable risks that were not considered when the project commenced;  technical difficulties that could not have been foreseen in advance;  human difficulties that could not have been foreseen in advance;  miscommunication among project staff that results in delays;  a failure by project management to recognize that the project is falling behind schedule and a lack of action to correct the problem

84 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Scheduling Principles  compartmentalization—define distinct tasks  interdependency—indicate task interrelationshipsffort validation—be sure resources are available  defined responsibilities—people must be assigned  defined outcomes—each task must have an output  defined milestones—review for quality

85 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Defining Task Sets  determine type of project  assess the degree of rigor required  identify adaptation criteria  compute task set selector (TSS) value  interpret TSS to determine degree of rigor  select appropriate software engineering tasks

86 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Example

87 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Define a Task Network

88 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Effort Allocation 40-50% 30-40%  “front end” activities  customer communication  analysis  design  review and modification  construction activities  coding or code generation  testing and installation  unit, integration  white-box, black box  regression 15-20%

89 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Use Automated Tools to Derive a Timeline Chart

90 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Chapter 8 Software Quality Assurance

91 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Why SQA Activities Pay Off? cost to find and fix a defect log scale 1 Req. Design code test system test field use

92 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Quality Concepts  general objective: reduce the “variation between samples”... but how does this apply to software?  quality control: a series of inspections, reviews, tests  quality assurance: analysis, auditing and reporting activities  cost of quality  appraisal costs  failure costs  external failure costs

93 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Software Quality Assurance Formal Technical Reviews SQA Test Planning & Review Measurement Analysis & Reporting Process Definition & Standards

94 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Reviews & Inspections... there is no particular reason why your friend and colleague cannot also be your sternest critic. Jerry Weinberg

95 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 What Are Reviews?  a meeting conducted by technical people for technical people  a technical assessment of a work product created during the software engineering process  a software quality assurance mechanism  a training ground

96 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 What Reviews Are Not! They are not: a project budget summary a scheduling assessment an overall progress report a mechanism for reprisal or political intrigue!!

97 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 The Players review leader producer recorder reviewer standards bearer (SQA) maintenanceoracle user rep

98 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Conducting the Review be prepared—evaluate product before the review review the product, not the producer keep your tone mild, ask questions instead of making accusations stick to the review agenda raise issues, don't resolve them avoid discussions of style—stick to technical correctness schedule reviews as project tasks record and report all review results

99 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Review Options Matrix trained leader agenda established reviewers prepare in advance producer presents product “reader” presents product recorder takes notes checklists used to find errors errors categorized as found issues list created team must sign-off on result IPR—informal peer review WT—Walkthrough IN—Inspection RRR—round robin review IPRWTIN RRR nomaybemaybemaybenomaybenonononoyesyesyesyesnoyesnonoyesyes yesyesyesnoyesyesyesyesyesyesyesyesyesnonoyesnonoyesmaybe * *

100 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Metrics Derived from Reviews inspection time per page of documentation inspection time per KLOC or FP errors uncovered per reviewer hour errors uncovered per preparation hour errors uncovered per SE task (e.g., design) number of minor errors (e.g., typos) number of errors found during preparation number of major errors (e.g., nonconformance to req.) (e.g., nonconformance to req.) inspection effort per KLOC or FP

101 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Statistical SQA Product & Process measurement... an understanding of how to improve quality... collect information on all collect information on all defects find the causes of the find the causes of the defects move to provide fixes for move to provide fixes for the process

102 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Chapter 9 Software Configuration Management

103 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 The “First Law” No matter where you are in the system life cycle, the system will change, and the desire to change it will persist throughout the life cycle. Bersoff, et al, 1980

104 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 What Are These Changes? data otherdocuments code Test Project Plan changes in technical requirements changes in business requirements changes in user requirements software models

105 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 The Software Configuration programs documents data The pieces

106 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Change & SCM Software Engineering a TQM foundation procedures methods tools SCM identification identification version control version control change control change control auditing auditing reporting reporting construction construction

107 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Change Control STOP

108 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Change Control Process—I change request from user developer evaluates change report is generated change control authority decides request is queued for action change request is denied user is informed need for change is recognized change control process—II

109 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Change Control Process-II assign people to SCIs check-out SCIs make the change review/audit the change establish a “baseline” for testing change control process—III

110 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Change Control Process-III perform SQA and testing activities promote SCI for inclusion in next release rebuild appropriate version review/audit the change include all changes in release check-in the changed SCIs

111 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Auditing SCIs ChangeRequests SQAPlan SCM Audit

112 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Status Accounting SCIs ChangeRequests ChangeReports ECOs Reporting