1. M ANAGKEMENT COMPONENTS OF SOFTWARE QUALITY

2. M ANAGEMENT COMPONENTS OF SOFTWARE QUALITY The three basic SQA management tools offered here are: Project progress control. (chapter 20) Project progress control. (chapter 20) Software quality metrics. (chapter 21) Software quality metrics. (chapter 21) Software quality costs. Software quality costs.

3. PROJECT PROGRESS CONTROL (chapter 20)

4. P ROJECT PROGRESS CONTROL delay “red flags” for project management. Months of delay in completing project phases and budget overruns exceeding are “red flags” for project management. caused by situations such as These events, are caused by situations such as: Very optimistic scheduling Unprofessional software risk management expressed as late or wrong reactions to software risks. Late identification of schedule and budget difficulties and underestimation of their level.

5. P ROJECT PROGRESS CONTROL focus on a project’s technical–functional aspects, project progress control deals mainly with its managerial aspectsprovide management with a comprehensive view While design reviews, inspections and software tests focus on a project’s technical–functional aspects, project progress control deals mainly with its managerial aspects, in order to provide management with a comprehensive view of all the software development activities carried out in an organization

6. T HE COMPONENTS OF PROJECT PROGRESS CONTROL The main components of project progress control are: Project schedule control Project schedule control Project resource control Project resource control Project budget control. Project budget control.

7. P ROJECT SCHEDULE CONTROL deals with the project’s completion with its approved timetables Project schedule control deals with the project’s completion with its approved timetables. milestones Follow-up is based mainly on milestones. Milestones set in contracts Milestones set in contracts receive special care. (dates for delivery of specified software products to the customer or completion of a development activity)

8. P ROJECT SCHEDULE CONTROL Management will focus its control activities on critical delays Management will focus its control activities on critical delays, those that may affect final completion of the project. milestone reports Information needed for management project progress control is transmitted by means of milestone reports. allocate additional resources renegotiate the schedule with the customer In response to this information, management may allocate additional resources or renegotiate the schedule with the customer.

9. P ROJECT RESOURCE CONTROL focuses on professional human resources. Project resource control focuses on professional human resources. reports compare actual to scheduled use. Management’s control is based on reports of resource usage that compare actual to scheduled use. management can react by increasing the resources allocated If the difference are justified, management can react by increasing the resources allocated; or shift resources by rearranging the project teams, revising the project’s plan, and so on.

10. P ROJECT BUDGET CONTROL budget items demanding control The main budget items demanding control are: Human resources Development and testing facilities Purchase of hardware Payments to subcontractors. Budget controlbased on milestones and reports Budget control is based on milestones and reports that facilitate early identification of budget overruns. is the highest priority to management Budget control is the highest priority to management because of its direct effect on project success (Profit).

12. T HE IMPLEMENTATION OF PROJECT PROGRESS CONTROL requires the following to be defined for each project: The implementation of project progress control requires the following to be defined for each project: Person or management unit responsible for progress control. Frequency of progress reports Frequency of progress reports required from the various project management levels. report immediately to management. Situations where project leaders are required to report immediately to management. to report immediately to upper-level Situations where lower-level management is required to report immediately to upper-level management.

13. C OMPUTERIZED TOOLS FOR PROJECT PROGRESS CONTROL Examples of services that computerized tools can provide are as follows: Project Schedule Control Classified lists of delayed activities. Classified lists of delayed activities. Classified lists of delays of critical activities Classified lists of delays of critical activities Updated activity schedules generated according to progress reports. Updated activity schedules generated according to progress reports. Classified lists of delayed milestones. Classified lists of delayed milestones. Updated milestone schedules generated according to progress reports Updated milestone schedules generated according to progress reports

14. C OMPUTERIZED TOOLS FOR PROJECT PROGRESS CONTROL Project Resource Control Project resources allocation plan. Project resources utilization report. Updated resources allocation plans generated according to progress reports and correction measures applied. Project Budget Control Project budget plan. Project budget utilization reports Updated budget plans generated according to progress reports and correction measures applied.

15. Q UIZ Q1) Briefly describe the main budget items that need control. situations cause critical delays. Q2) Briefly describe the situations that cause critical delays.

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