Software Quality

Quality Management
Ian Sommerville 2004
Software Engineering, 7th edition. Chapter 27
Slide 1
Objectives

To introduce the quality management process and key quality management activities To explain the role of standards in quality management To explain the concept of a software metric, predictor metrics and control metrics To explain how measurement may be used in assessing software quality and the limitations of software measurement
Slide 2
Topics covered

Process and product quality Quality assurance and standards Quality planning Quality control
Slide 3
Software quality management

Concerned with ensuring that the required level of quality is achieved in a software product. Involves defining appropriate quality standards and procedures and ensuring that these are followed. Should aim to develop a quality culture where quality is seen as everyones responsibility.
Software Engineering, 7th edition. Chapter 27 Slide 4
What is quality?

Quality, simplistically, means that a product should meet its specification. This is problematical for software systems
There is a tension between customer quality requirements (efficiency, reliability, etc.) and developer quality requirements (maintainability, reusability, etc.); Some quality requirements are difficult to specify in an unambiguous way; Software specifications are usually incomplete and often inconsistent.
Slide 5
The quality compromise

We cannot wait for specifications to improve before paying attention to quality management. We must put quality management procedures into place to improve quality in spite of imperfect specification.
Slide 6
Scope of quality management

Quality management is particularly important for large, complex systems. The quality documentation is a record of progress and supports continuity of development as the development team changes. For smaller systems, quality management needs less documentation and should focus on establishing a quality culture.
Slide 7
Quality management activities

Quality assurance
Establish organisational procedures and standards for quality. Select applicable procedures and standards for a particular project and modify these as required. Ensure that procedures and standards are followed by the software development team.
Quality planning
Quality control
Quality management should be separate from project management to ensure independence.
Slide 8
Quality management and software development
Slide 9
Process and product quality

The quality of a developed product is influenced by the quality of the production process. This is important in software development as some product quality attributes are hard to assess. However, there is a very complex and poorly understood relationship between software processes and product quality.
Process-based quality

There is a straightforward link between process and product in manufactured goods. More complex for software because:
The application of individual skills and experience is particularly imporant in software development; External factors such as the novelty of an application or the need for an accelerated development schedule may impair product quality.
Care must be taken not to impose inappropriate process standards - these could reduce rather than improve the product quality.
Slide 11
Process-based quality
Slide 12
Practical process quality

Define process standards such as how reviews should be conducted, configuration management, etc. Monitor the development process to ensure that standards are being followed. Report on the process to project management and software procurer. Dont use inappropriate practices simply because standards have been established.
Slide 13
Quality assurance and standards

Standards are the key to effective quality management. They may be international, national, organizational or project standards. Product standards define characteristics that all components should exhibit e.g. a common programming style. Process standards define how the software process should be enacted.
Slide 14
Importance of standards

Encapsulation of best practice- avoids repetition of past mistakes. They are a framework for quality assurance processes - they involve checking compliance to standards. They provide continuity - new staff can understand the organisation by understanding the standards that are used.
Slide 15
Product and process standards

Product standards Design review form Requirements document structure Method header format Java programming style Project plan format Change request form Process standards Design review conduct Submission of documents to CM Version release process Project plan approval process Change control process Test recording process
Slide 16
Problems with standards

They may not be seen as relevant and up-todate by software engineers. They often involve too much bureaucratic form filling. If they are unsupported by software tools, tedious manual work is often involved to maintain the documentation associated with the standards.
Slide 17
Standards development

Involve practitioners in development. Engineers should understand the rationale underlying a standard. Review standards and their usage regularly. Standards can quickly become outdated and this reduces their credibility amongst practitioners. Detailed standards should have associated tool support. Excessive clerical work is the most significant complaint against standards.
Slide 18
ISO 9000

An international set of standards for quality management. Applicable to a range of organisations from manufacturing to service industries. ISO 9001 applicable to organisations which design, develop and maintain products. ISO 9001 is a generic model of the quality process that must be instantiated for each organisation using the standard.
Slide 19
ISO 9001
Management responsibility Control of non-conforming products Handling, storage, packaging and delivery Purchaser-supplied products Process control Inspection and test equipment Contract review Document control Internal quality audits Servicing Quality system Design control Purchasing Product identification and traceability Inspection and testing Inspection and test status Corrective action Quality records Training Statistical techniques
Slide 20
ISO 9000 certification

Quality standards and procedures should be documented in an organisational quality manual. An external body may certify that an organisations quality manual conforms to ISO 9000 standards. Some customers require suppliers to be ISO 9000 certified although the need for flexibility here is increasingly recognised.
ISO 9000 and quality management
Slide 22
Documentation standards

Particularly important - documents are the tangible manifestation of the software. Documentation process standards
Concerned with how documents should be developed, validated and maintained. Concerned with document contents, structure, and appearance. Concerned with the compatibility of electronic documents.
Document standards
Document interchange standards
Slide 23
Documentation process
Slide 24
Document standards

Document identification standards

How documents are uniquely identified. Standard structure for project documents. Define fonts and styles, use of logos, etc. Define how changes from previous versions are reflected in a document.
Document structure standards
Document presentation standards
Document update standards
Slide 25
Document interchange standards

Interchange standards allow electronic documents to be exchanged, mailed, etc. Documents are produced using different systems and on different computers. Even when standard tools are used, standards are needed to define conventions for their use e.g. use of style sheets and macros. Need for archiving. The lifetime of word processing systems may be much less than the lifetime of the software being documented. An archiving standard may be defined to ensure that the document can be accessed in future.
Slide 26
Quality planning

A quality plan sets out the desired product qualities and how these are assessed and defines the most significant quality attributes. The quality plan should define the quality assessment process. It should set out which organisational standards should be applied and, where necessary, define new standards to be used.
Slide 27
Quality plans

Quality plan structure

Product introduction; Product plans; Process descriptions; Quality goals; Risks and risk management.
Quality plans should be short, succinct documents

If they are too long, no-one will read them.
Slide 28
Software quality attributes
Safety Security Reliability Resilience Robustness
Understandability Testability Adaptability Modularity Complexity
Portability Usability Reusability Efficiency Learnability
Slide 29
Quality control

This involves checking the software development process to ensure that procedures and standards are being followed. There are two approaches to quality control
Quality reviews; Automated software assessment and software measurement.
Slide 30
Quality reviews

This is the principal method of validating the quality of a process or of a product. A group examines part or all of a process or system and its documentation to find potential problems. There are different types of review with different objectives
Inspections for defect removal (product); Reviews for progress assessment (product and process); Quality reviews (product and standards).
Slide 31
Types of review
Review type Design or program inspections Progress reviews
Principal purpose To detect detailed errors in the requirements, design or code. A checklist of possible errors should drive the review. To provide information for management about the overall progress of the project. This is b oth a process and a product review and is concerned with costs, plans and schedules. To carry out a t echnical analysis of product components or documentation to find mismatches between the specification and the component design, code or documentation and to ensure that defined quality standards have been followed.
Quality reviews
Slide 32
Quality reviews

A group of people carefully examine part or all of a software system and its associated documentation. Code, designs, specifications, test plans, standards, etc. can all be reviewed. Software or documents may be 'signed off' at a review which signifies that progress to the next development stage has been approved by management.
Slide 33
Review functions

Quality function - they are part of the general quality management process. Project management function - they provide information for project managers. Training and communication function product knowledge is passed between development team members.
Slide 34
Quality reviews

The objective is the discovery of system defects and inconsistencies. Any documents produced in the process may be reviewed. Review teams should be relatively small and reviews should be fairly short. Records should always be maintained of quality reviews.
Slide 35
Review results

Comments made during the review should be classified

No action. No change to the software or documentation is required; Refer for repair. Designer or programmer should correct an identified fault; Reconsider overall design. The problem identified in the review impacts other parts of the design. Some overall judgement must be made about the most cost-effective way of solving the problem;
Requirements and specification errors may have to be referred to the client.
Slide 36
Software measurement and metrics

Software measurement is concerned with deriving a numeric value for an attribute of a software product or process. This allows for objective comparisons between techniques and processes. Although some companies have introduced measurement programmes, most organisations still dont make systematic use of software measurement. There are few established standards in this area.
Slide 37
Software metric

Any type of measurement which relates to a software system, process or related documentation
Lines of code in a program, the Fog index, number of person-days required to develop a component.
Allow the software and the software process to be quantified. May be used to predict product attributes or to control the software process. Product metrics can be used for general predictions or to identify anomalous components.
Slide 38
Predictor and control metrics
Slide 39
Metrics assumptions

A software property can be measured. The relationship exists between what we can measure and what we want to know. We can only measure internal attributes but are often more interested in external software attributes. This relationship has been formalised and validated. It may be difficult to relate what can be measured to desirable external quality attributes.
Slide 40
Internal and external attributes
Slide 41
The measurement process

A software measurement process may be part of a quality control process. Data collected during this process should be maintained as an organisational resource. Once a measurement database has been established, comparisons across projects become possible
Slide 42
Product measurement process
Slide 43
Data collection

A metrics programme should be based on a set of product and process data. Data should be collected immediately (not in retrospect) and, if possible, automatically. Three types of automatic data collection
Static product analysis; Dynamic product analysis; Process data collation.
Slide 44
Data accuracy

Dont collect unnecessary data

The questions to be answered should be decided in advance and the required data identified. It should not be part of personnel evaluation. Collect data when it is generated not after a project has finished.
Tell people why the data is being collected.
Dont rely on memory
Slide 45
Product metrics

A quality metric should be a predictor of product quality. Classes of product metric

Dynamic metrics which are collected by measurements made of a program in execution; Static metrics which are collected by measurements made of the system representations; Dynamic metrics help assess efficiency and reliability; static metrics help assess complexity, understandability and maintainability.
Slide 46
Dynamic and static metrics

Dynamic metrics are closely related to software quality attributes

It is relatively easy to measure the response time of a system (performance attribute) or the number of failures (reliability attribute).
Static metrics have an indirect relationship with quality attributes

You need to try and derive a relationship between these metrics and properties such as complexity, understandability and maintainability.
Slide 47
Software product metrics

Software metric Fan in/Fan-out Description Fan-in is a measure of the number of functions or methods that call some other function or method (say X). Fan-out is the number of functions that are called by function X. A high value for fan-in means that X i s tightly coupled to the rest of the design and changes to X will have extensive knock-on effects. A high value for fan-out suggests that the overall complexity of X m ay be high because of the complexity of the control logic needed to coordinate the called components. This is a measure of the size of a program. Generally, the larger the size of the code of a component, the more complex and error-prone that component is likely to be. Length of code has been shown to be one of the most reliable metrics for predicting errorproneness in components. This is a m easure of the control complexity of a program. This control complexity may be related to program understandability. I discuss how to compute cyclomatic complexity in Chapter 22. This is a measure of the average length of distinct identifiers in a p rogram. The longer the identifiers, the more likely they are to be m eaningful and hence the more understandable the program. This is a measure of the depth of nesting of if-statements in a program. Deeply nested if statements are hard to understand and are potentially error-prone. This is a measure of the average length of words and sentences in documents. The higher the value for the Fog index, the more difficult the document is to understand.
Length of code
Cyclomatic complexity
Length of identifiers
Depth of conditional nesting Fog index
Slide 48
Object-oriented metrics
Object-oriented metric Depth of inheritance tree Description This represents the number of discrete levels in the inheritance tree where subclasses inherit attributes and operations (methods) from super-classes. The deeper the inheritance tree, the more complex the design. Many different object classes may have to be understood to understand the object classes at the leaves of the tree. This is directly related to fan-in and fan-out as described above and means essentially the same thing. However, it may be appropriate to make a distinction between calls from other methods within the object and calls from external methods. This is the number of methods that are included in a class weighted by the complexity of each method. Therefore, a simple method may have a complexity of 1 and a large and complex method a much higher value. The larger the value for this metric, the more complex the object class. Complex objects are more likely to be more difficult to understand. They may not be logically cohesive so cannot be reused effectively as super-classes in an inheritance tree. This is the number of operations in a super-class that are over-ridden in a subclass. A high value for this metric indicates that the super-class used may not be an appropriate parent for the sub-class.
Method fan-in/fanout
Weighted methods per class
Number of overriding operations
Slide 49
Measurement analysis

It is not always obvious what data means

Analysing collected data is very difficult.
Professional statisticians should be consulted if available. Data analysis must take local circumstances into account.
Slide 50
Measurement surprises

Reducing the number of faults in a program leads to an increased number of help desk calls
The program is now thought of as more reliable and so has a wider more diverse market. The percentage of users who call the help desk may have decreased but the total may increase; A more reliable system is used in a different way from a system where users work around the faults. This leads to more help desk calls.
Slide 51
Key points

Software quality management is concerned with ensuring that software meets its required standards. Quality assurance procedures should be documented in an organisational quality manual. Software standards are an encapsulation of best practice. Reviews are the most widely used approach for assessing software quality.
Key points

Software measurement gathers information about both the software process and the software product. Product quality metrics should be used to identify potentially problematical components. There are no standardised and universally applicable software metrics.
Slide 53
SPM Process, Plan & Standards
People Tools Plans Procedures
Slide 54
ISO 9000 - SPM

Relevant ISO 9001:2000 clauses that address Software Project Management are:
Planning of Product realization Design & Development Planning
The software project planning should determine the activities of Requirements Analysis, design, Coding, Integration, Testing, Installation & Support for acceptance of software product. The software project plan should be reviewed & approved.
Slide 55
ISO 9001 - SPM Requirements

A software project plan should address:
The definitions of the project, including a statement of its objectives & references to any related customer or supplier projects. The definition of input & output of the project as a whole. The organization of the project resources, including the team structure, responsibilities, use of subcontractors & material resources to be used.
Slide 56

Organizational & technical individuals or groups, such as
Sub-project teams, Subcontractors. Users, Customer Representatives, Quality Assurance Representatives.
interfaces
between
The indication of, or reference to:

Development activities to be carried out. Required inputs to each activity. Required output from each activity. Management and supporting activities to be carried.
Slide 57

The analysis of the possible risks, assumptions, dependencies & problems associated with the development. The schedule identifying:
The phases of the project. The work to be performed (input to, output from & definition of each task) The associated resources & timing The associated dependencies The milestones.
Slide 58

The identification of:

Standards, rules, practices & conventions. Tools and techniques for development, including the qualification of, & configuration control placed on, such tools & techniques. Configuration management practices. Method of controlling nonconforming products. Methods of control of non-deliverable software used to support development. Procedure for archiving, back-up and recovery, including contingency planning. Methods of control for virus protection.
Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 27 Slide 59

The identification of related plans (including system level plans) such as:
Quality Plan Risk Management Plan Configuration Management Plan Integration Plan Test Plan Installation Plan Migration Plan Training Plan Maintenance Plan Re-use Plan
Slide 60
CMM

The Capability Maturity Model (CMM) in software engineering is a model of the maturity of the capability of certain business processes. A maturity model can be described as a structured collection of elements that describe certain aspects of maturity in an organization, and aids in the definition and understanding of an organization's processes.
Slide 61
CMM-SPP
Purpose
To establish reasonable plans for performing the software engineering and for managing the software project.
Involves
Developing estimates for the work to be performed. Establishing the necessary commitments. Defining the plan to perform the work.
Slide 62
CMM-SPP
Goals
Goal 1:
Software estimates are documented for use in planning & tracking the software project.
Goal 2:
Software project activities and commitments are planned and documented.
Goal 3:
Affected groups and individuals agree to their commitments related to the software project.
CMM-SPP
Commitment to Perform
Commitment 1:
A project software manager is designated to be responsible for negotiating commitments and developing the projects software development plan.
Commitment 2:
The project follows a written organizational policy for planning a software project.
Slide 64
CMM-SPP
Ability to Perform
Ability1 - A documented & approved statement of work exists for the software project. Ability2 Responsibilities for developing the software development plans are assigned. Ability3 - Adequate resources and funding are provided for planning the software project. Ability4 The software managers, software engineers, & other individuals involved in the software project planning are trained in the software estimating & planning procedures applicable to their areas of responsibility.
Slide 65
CMM-SPP
Activities Performed
Activity1 The software engineering group participates on the project proposal team. Activity2 Software project planning is initiated in the early stages of, and in parallel with, the overall project planning.. Activity3 The software engineering group participates with other affected groups in the overall project planning throughout the projects life. Activity4 Software project commitments made to individuals and groups external to the organization are reviewed with senior management according to a documented procedure. Activity 5 A software life cycle with predefined stages of manageable size is identified or defined.
CMM-SPM
Activity6 The projects software development plan is developed according to a documented procedure. Activity7 The plan for the software project is documented. Activity8 Software work products that are needed to establish and maintain control of the software project are identified. Activity9 Estimates for the size of the software work product (or changes to the size of the software work products) are derived according to a documented procedure. Activity10 Estimated for the software projects effort and costs are derived according to a documented procedure.
Slide 67
CMM-SPM
Activity11 Estimates for the projects critical computer resources are derived according to a documented procedure. Activity12 The projects software schedule is derived according to a documented procedure. Activity13 The software risks associated with the cost, resource, schedule, and technical aspects of the project are identified, assessed, & documented. Activity14 Plans for the projects software engineering facilities and support tools are prepared. Activity15 Software planning data are recorded.
Slide 68
CMM-SPP
Measurement
Measurement 1:
Measurements are made and used to determine the status of the software planning activities.
Slide 69
CMM-SPM
Verification
Verification 1:
The activities for software project planning are reviewed with senior management on a periodic basis.
Verification2:
The activities for software project planning are reviewed with the project manager on both a periodic and event driven basis.
Verification3:
The software quality assurance group reviews and/or audits the activities & work products for software project planning and report the results.
CMM-SPTO
Purpose
To provide adequate visibility into actual progress so that management can take effective actions when the software projects performance deviates significantly from the software plans. Tracking & reviewing the software accomplishments & results against documented estimates, commitments, & plans. Adjusting these plans based on the actual accomplishments and results.
Involves

Slide 71
CMM-SPTO
Goals
Goal 1:
Actual results and performance are tracked against the software plans.
Goal2:
Corrective actions are taken and managed to closure when actual results and performance deviates significantly from the software plans.
Goal 3:
Changes to software commitments are agreed to by the affected groups and individuals.
CMM-SPTO (Tracking and Oversight)

Commitment to Perform
Commitment 1:
A project software manager is designated to be responsible for the projects software activities and results.
Commitment 2:
The project follows a written organizational policy for managing the software project.
Slide 73
CMM-SPTO
Ability to Perform
Ability1 - A software development plan for the software project is documented and approved. Ability2 The software manager explicitly assigns responsibility for software work products and activities. Ability3 - Adequate resources and funding are provided for tracking the software project. Ability4 The software managers are trained in the technical and personnel aspects of the software project. Ability5 First-line software managers receive orientation in the technical aspects of the software project.
Slide 74
CMM-SPTO
Activity1 The documented software development plan is used for tracking the software activities and communicating status. Activity2 The projects software development plan is revised according to a documented procedure. Activity3 Software project commitments and changes to commitments made to individuals and group external to the organization are reviewed with senior management according to a documented procedure. Activity4 Approved changes to commitments that affect the software project are communicated to the members of the software engineering group and other software-related groups.
Slide 75
CMM-SPTO
Activity5 The size of the software work products (or changes to the size of the software work products) are tracked and corrective actions are taken as necessary. Activity6 The projects software effort and costs are tracked and corrective actions are taken as necessary. Activity7 The projects critical resources are tracked and corrective actions are taken as necessary. Activity8 The projects schedule is tracked and corrective actions are taken as necessary.
Slide 76
CMM-SPTO
Activity9 The software risks associated with cost, resource, schedule, and technical aspects of the project are tracked. Activity10 Actual measurement data and replanning for the software project are recorded. Activity11 The software engineering group conducts periodic internal review to track technical progress, plans, performance, and issues against the software development plan. Activity12 Formal reviews to address the accomplishments and results of the software project are conducted at selected project milestones according to a documented procedure.
Slide 77
CMM-SPTO
Measurement
Measurement 1:
Measurements are made and used to determine the status of the software tracking and oversight activities.
Slide 78
CMM-SPTO
Verification
Verification 1:
The activities for software project tracking & oversight are reviewed with senior management on a periodic basis.
Verification 2:
The activities for software project tracking & oversight are reviewed with the project manager on both a periodic and event driven basis.
Verification 3:
The software quality assurance group reviews and/or audits the activities & work products for software project tracking & oversight and report the results.
Slide 79
IEEE The IEEE (Institute of Electrical and Electronics Engineers) describes itself as "the world's largest technical professional society -- promoting the development and application of electrotechnology and allied sciences for the benefit of humanity, the advancement of the profession, and the wellbeing of our members." The IEEE fosters the development of standards that often become national and Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 27 Slide 80 international standards. The organization

IEEE-SPM
1976 - subgroup formed under IEEE to develop a software engineering & quality assurance standards. This has resulted in over 20+ standards and guidelines related to software. No certification granted. Can be used to implement ISO 9001 or CMM. The IEEE document relevant to SPM:
Standard for SPM Plans (1058)
Slide 81
IEEE-SPM
1058-1998: Standard for SPM Plans
Establishes the contents of a Software Project Plan. Defines the specific activities to be addressed and their requirements for any portion of software products life cycle Contents of the SPM plan. The information is partitioned into six classes
Overview, Project Organization, Managerial Process Plans, Technical Process Plans, Supporting Process Plans, Additional Plans
The software project plan is drawn up in the context of the project and tailored to project specific needs.
IEEE-SPM
Overview:
Purpose, Scope & Objective of the plan, Assumptions and constraints, Project Deliverables, Schedule & Budget Summary.
Project Organization:
External Interfaces, Internal Structure, Roles & Responsibilities.
Managerial Process Plans:

Start-up Plan (Estimation Plan, Staffing Plan, Resource Acquisition Plan, Project Staff Training Plan), Work Plan (Work Activities, Schedule Allocation, Resources Allocation, Budget Allocation), Control Plan (Requirements Control Plan, Schedule Control Plan, Budget Control Plan, Quality Control Plan, Reporting Plan, Metrics Collection Plan), Risk Management Plan, Closeout Plan.
Slide 83
IEEE-SPM
Technical Process Plans:
Process Model, Methods, Tools & Techniques, Infrastructure Plan, Product Acceptance Plan.
Supporting Process Plans:

Configuration Management Plan, Verification & Validation Plan, Documentation Plan, Quality Assurance Plan, Reviews & Audits, Problem Resolution Plan, Subcontractor Management Plan, Process Improvement Plan.
Slide 84
Software Project Management Plan

IEEE STD 1058-1998
Title Page Signature Page Change History Preface Table of Contents List of Figures List of Tables 1. Overview 1.1 Project Summary
1.1.1 1.1.2 1.1.3 1.1.4
Purpose, Scope and Objectives Assumptions and Constraints Project Deliverables Schedule and Budget Summary
1.2 Evolution of the Plan

IEEE STD 1058-1998 (Contd..)
2. 3. 4. References Definitions Project Organization
4.1 External Interfaces 4.2 Internal Structure 4.3 Roles and Responsibilities
5.
Managerial Process Plans 5.1 Start-up Plan

5.1.1 5.1.2 5.1.3 5.1.4 Estimation Plan Staffing Plan Resource Acquisition Plan Project Staff Training Plan
Slide 86

5.2 Work Plan
5.2.1 5.2.2 5.2.3 5.2.4 Work Activities Schedule Allocation Resource Allocation Budget Allocation
5.3 Control Plan

5.3.1 Requirements Control Plan 5.3.2 Schedule Control Plan 5.3.3 Budget Control Plan 5.3.4 Quality Control Plan 5.3.5 Reporting Plan 5.3.6 Metrics Collection Plan
Slide 87

5.4 Risk Management Plan 5.5 Closeout Plan Technical Process Plans 6.1 Process Model 6.2 Methods, Tools and Techniques 6.3 Infrastructure Plan 6.4 Product Acceptance Plan
6.
Slide 88

7. Supporting Process Plans
7.1 Configuration Management Plan 7.2 Verification and Validation Plan 7.3 Documentation Plan 7.4 Quality Assurance Plan 7.5 Reviews and Audits 7.6 Problem Resolution Plan 7.7 Subcontractor Management Plan 7.8 Process Improvement Plan
8. Additional Plans Annexes Index
Slide 89
Software Project Planning Tools

COSTAR from Softstar, Inc. CHECKPONIT from SPR, Inc. SLIM from QSM ESTIMAC from Computer Associates MicroSoft Project from MicroSoft Execl Sheet IPMS (Integrated Project Management System) PROMPT (Project Management ..)
Slide 90
Ten Software Problems & some Antidotes

Problem Area
1. Excessive schedule pressure

Antidotes
Objective estimates More resources Better resources Prioritize requirements Descoping requirements Phased releases Iterative development Change control/baseline management Development of initial specifications Event driven updating of specifications Baseline management of specifications A designated software architect Development of an initial plan Periodic & event driven updating Baseline management of project plan A designated project manager
Slide 91
2. Changing needs 3. Lack of technical specifications

4. Lack of documented project plan

Ten Software Problems & some Antidotes

Problem Area
5. & 6. Excessive & secondary initiatives

Antidotes
Baseline control Impact analysis Continuous risk management A designated software architect Initial requirements baseline Baseline management Risk management A designated software architect
7. Requirements creep
8. Lack of scientific methods 9. Ignoring the obvious 10. Unethical behavior
Prototyping Incremental development Technical performance measurement Back-of-the-envelope calculations Assimilation of lessons learned Ethical work environment & work culture Personal adherence to a code of ethics

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Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 27

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 27

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 27