COS 301 Software Engineering

Transcription

1 COS 301 Software Engineering Lecture 6 Software Project Management & Software Quality Assurance 23 May /05/2016 COS301 Lecture 6 1

2 Topics 1. Traditional Software Project Management (SPM) Traditional SPM activities SPM activities for Agile processes 2. Software Quality assurance (SQA) SQA practices for : traditional (waterfall & spiral) agile processes 23/05/2016 COS301 Lecture 6 2

3 Readings for this lecture 1. Augustine, S., Payne, B., Sencindiver, F. & Woodcock, S. (2005) Agile project management: steering from the edges, Communications of the ACM, 48 (12) pp Baker, E.R., Fisher, M.J. & Goethert, W. (2007) Basic Principles and Concepts for Achieving Quality, Software Engineering Institute Technical Note CMU/SEI-2007-TN-002. (for reference only) 3. Hashmi, S.I. & Baik, J. (2007) Software quality assurance in XP and Spiral A comparative study, Fifth International Conference on Computational Science and Applications, IEEE Computer Society, pp Video clip: 5 steps to project success Web reseources: (1) Software Engineering Institute: (2) Software Engineering code of ethics: For future reference: (1) a good reference on project management is PMBOK You should google Project management Body of Knowledge (2) Software Engineering book of knowledge: 23/05/2016 COS301 Lecture 6 3

4 Recap on the software process paper by Pressman (lecture 1) Pressman, R.S. (2005) Software engineering, in R.H. Thayer & M.J. Christensen (eds), Software Engineering Volume 1, The Development Process, 3 rd edition. Definition of SE(by Pressman)..the establishment and use of sound engineering principles in order to obtain economically software that is reliable and works efficiently on real machines. => business value => must be managed 23/05/2016 COS301 Lecture 6 4

5 Software Project Management (1) Pressman (2005) Effective SPM focuses on the three Ps: people, problem, process (in that order) people: are developers, customers / stakeholders, etc there is a need to cultivate motivated, skilled software people Software Engineering Institute (SEI) has defined the people maturity model organisations that achieve high levels of maturity in people management have a higher likelihood of implementing effective software practices. 23/05/2016 COS301 Lecture 6 5

6 Software Project Management (2) Pressman (2005) Effective SPM focuses on the three Ps: people, problem, process (in that order) problem: Before a project can be planned, it is important to establish: objectives & scope (Requirements) alternative solutions technical & management constraints 23/05/2016 COS301 Lecture 6 6

7 Software Project Management (3) process: foundation for SE Roadmap / framework for tasks required to create timely, high quality software. framework specifies key process areas & activities Identifies a number of: (1) generic activities (applicable to all software projects) communication, planning, modeling, construction, deployment (2) Umbrella (management) activities (for entire process) tracking, control, risk management, quality assurance, technical reviews, measurement, config. management, etc. 23/05/2016 COS301 Lecture 6 7

8 Software Project Management (4) SPM activities (Pressman 2005): (1) Measurement metrics (measures) are collected for process & product (2) Project estimating using a list of major system functions & major SE tasks for the process, estimate: effort for each task e.g. hours & number of developers OR size for each task e.g. Lines-of-code (LOC) (3) Risk analysis identify risks, assess consequences, develop mitigation plans 23/05/2016 COS301 Lecture 6 8

9 Software Project Management (5) SPM activities (Pressman 2005): 1. Measurement 2. Project estimating 3. Risk analysis 4. Scheduling determine sequence of activities & parallel activities create a schedule 5. Tracking and control Two major issues: quality & change control quality: establish techniques for software QA control change: est. software config. management framework Track progress 23/05/2016 COS301 Lecture 6 9

10 Software Project Management (6) Use video clip 5 steps to project success seriously Project management: 5 Rules: Rule #1, Rule #2, Rule #3, Rule #4, Rule #5, 5 steps: Why, what, how, when? PLUS Tracking Homework: (1) Relate the above 5 steps to the 6 activities of SPM discussed by Pressman (2005) (2) Relate the above 5 rules & 5 steps to your main project activities 23/05/2016 COS301 Lecture 6 10

11 Agile project management (1) Paper by Augustine et al. (2005) Traditional software project management methods are not appropriate for agile development Projects that employ agile methods are complex adaptive systems (CAS) A Complex Adaptive System (CAS) is: non-linear value of the whole is not the sum of the parts Open system interacts with its environment receiving inputs & producing outputs, but does not control the environment. Dynamic system changes & evolves its behaviour in response to inputs Local & simple rules guide interaction & result in system global behaviour. 23/05/2016 COS301 Lecture 6 11

12 Agile project management (2) Paper by Augustine et al. (2005) So, what type of PM is appropriate for agile processes? Six Agile Project Management practices: 1. Organic teams 7 to 9 members 2. Guiding vision clear statement of project purpose 3. Simple rules e.g. XP practices. 4. Free & open access to information empowers teams to adapt to evolving system 23/05/2016 COS301 Lecture 6 12

13 Agile project management (3) Six Agile Project Management practices: 5. Light touch management style Traditional SPM is centred on strict tracking & control strict tracking & control does not work in dynamic evolving environments => in APM teams are given more autonomy 6. Adaptive leadership Based on humanistic problem-solving approach all team members viewed as skilled stakeholders in team management Rely on collective ability of of autonomous teams as the basic problem-solving mechanism. minimise up-front planning & rather stress adaptability to changing conditions 23/05/2016 COS301 Lecture 6 13

14 Software Quality Assurance Definition of Quality (Baker et al 2007) Quality is the degree to which an object (entity) [e.g. process, product, service] satisfies a specified set of attributes or requirements. Additionally: a product possesses many quality attributes that are intrinsic to the product and which exist regardless of what is desired, specified, measured, and only depend on the nature of the product. Definition of Software Quality (Pressman, 2005) Conformance to: explicitly stated functional & performance requirements, explicitly documented development standards, & implicit characteristics expected of all professionally developed software 23/05/2016 COS301 Lecture 6 14

15 Software Quality Assurance (2) Functional & performance requirements: Established through requirements engineering Documented development standards: Dictated by customer, or by industry (e.g. Avionics, medical, banking), or by law From SE code of ethics & professional practice: 3. PRODUCT - Software engineers shall ensure that their products and related modifications meet the highest professional standards possible. PLUS: Organisational (in-house standars) Implicit characteristics: Reliability, usability, flexibility, etc. (the ilities) (Refer to paper by Pressman, page 17) 23/05/2016 COS301 Lecture 6 15

16 Software Quality Assurance (3) What is the difference between assurance and assessment? Software quality assessment inspection of end-product with sole purpose of uncovering quality problems. You cannot inspect quality into a product (Baker et. a., 2007, pg. 30) Software Quality Assurance (SQA) consists of a set of technical methods & tools that help (Pressman) analysts achieve high quality specs designers to develop high quality design developers to????????? SQA activities: Change control measurement (collection of software metrics), record keeping (historical & accessible records of reviews, audits, change control, testing, etc) 23/05/2016 COS301 Lecture 6 16

17 SQA and process maturity models: CMM/ CMMI (1) SEI = Software Engineering Institute Process maturity models specifies what should be present in software processes as organisation reaches different maturity levels, e.g. CMMI Baker et al (2007): CMM = Capability Maturity Model CMMI = Capability Maturity Model Integrated Implementing and executing standard organizational processes does not guarantee high-quality products. BUT: promises a higher ikelihood of high-quality products 23/05/2016 COS301 Lecture 6 17

18 SQA practices: traditional processes Source of figure: Paper by Hashmi & Baik (2007) The outputs of each phase are validated and verified by QA team through: 1. Reviews 2. model validation 3. inspections 4. acceptance testing, etc. before making a decision to move to the next phase. 23/05/2016 COS301 Lecture 6 18

19 SQA practices: Agile processes Source of figure: Paper by Hashmi & Baik (2007) Some of the development practices also have both development & QA responsibilities e.g. for XP as shown in the figure. Additionally for large projects, traditional SQA methods are applied for each release 23/05/2016 COS301 Lecture 6 19